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05/04/2009 WORK SESSION AGENDA Council Chambers - City Hall 5/4/2009 - 9:00 AM 1. City Auditor 1.1Accept Police Department Efficiency Review report from Matrix Consulting Group, Ltd. Attachments 2. Financial Services 2.1 Declare the list of vehicles and equipment surplus to the needs of the City and authorize sale to the highest bidder at the live auction of Tampa Machinery Auction, Tampa, Florida or GovDeals, Montgomery, Alabama on-line auction service. (consent) Attachments 2.2Approve supplementing Resolution 09-12 to appoint Assured Guaranty Corporation as the insurer of the Water and Sewer Revenue Bonds, Series 2009A and the Water and Sewer Revenue Refunding Bonds, Series 2009B, approve the form, authorzize the execution of an insurance commitment and adopt Resolution 09-22. Attachments 3. Information Technology 3.1Award a contract to Accela, Inc. San Ramon, CA for the purchase and installation of land management software in the amount of $404,981.87 in accordance with Sec. 2.564 (1)(b); and authorize lease purchase financing through Bancorp Bank d/b/a Mears Motor Leasing,Orlando, FL for software licensing in the amount of $146,671.18 and authorize the appropriate officials to execute same. (consent) Attachments 4. Police 4.1 Approve Memorandum of Understanding and Interlocal Agreement pursuant to the Department of Justice, Bureau of Justice Assistance (DOJ/BJA) Recovery Act/Edward Byrne Memorial Justice Assistance Grant application to be filed by Pinellas County on behalf of the City of Clearwater and other municipalities and authorize the appropriate officials to execute same. (consent) Attachments 5. Solid Waste/General Support Services 5.1Amend Article VII, Solid Waste Management,Section 32.271 through 32.322, Amend Appendix A, Schedule of fees, rates, and charges, Article XXV, Public Works-fees, rates and charges, section; (3)(c) Solid Waste collection rates through Solid Waste Roll-off container or waste receptacle service(5)(b)(ii) (7), and pass Ordinance 8025-09 on first reading. Attachments 6. Public Utilities 6.1Wastewater Regulatory Trends - Tracy Mercer, Public Utilities Dir. Attachments 7. Official Records and Legislative Services 7.1Reappoint David Lawrence Jaye in the Business Owner category and Ryley Jeanne Hunter in the Agengy or Government Representative category to the Brownfields Advisory Board with the term to expire May 31, 2013. (consent) Attachments 7.2Reappoint Laurel E. Braswell in the Clearwater Resident category and appoint William R. Grittiths in the Employer's Reprsentative category and Linda Kemp in the Banking/Mortgage Industry category to the Neighborhood and Affordable Housing Advisory Board with the term to expire May 31, 2013. Attachments 7.3Appoint one member to the Parks and Recreation Board with the term to expire May 31, 2013. Attachments 8. Legal 8.1Adopt Ordinance No. 8022-09 on second reading, rescinding Ordinance No. 5856-95 and 5857-95 regarding certain property located at 1221 and 1256 Bay Avenue, 323 and 325 Pinellas Street and 1225 Reynolds Avenue. Attachments 8.2Adopt Ordinance No. 8026-09 on second reading, amending the Community Development Code, Division 11, Public Art and Design Board; providing that City Council shall provide final approval for commission of public artwork. Attachments 8.3Adopt Ordinance No. 8060-09 on second reading, repealing Articles II and III of Chapter 25, Code of Ordinances relating to taxicabs and public conveyances, renumbering Article IV of Chapter 25, Code of Ordinances; amending Section XII of Appendix A, Code of Ordinances, relating to the fees charged for taxicab and public conveyance permits and vehicular stickers; amending Section XXVIII of Appendix A, Code of Ordinances, relating to the Business Taxes collected for the operation of taxicabs and public conveyances. Attachments 8.4Adopt Ordinance No. 8068-09 on second reading, relating to the neighborhood and Affordable Housing Advisory Board, Amending Article 2, Division 9A, Sections 2.226 through 2.229, Code of Ordinances, decreasing the number of board members from eleven to seven, to be augmented triennially by appointment of four committee members by resolution; amending the powers and duties of the board; providing for triennial appointment of additional board members to serve as the Affordable Housing Advisory Committee and providing for committee powers and duties; providing for the termination of terms for the additional committee members. Attachments 8.5Approve settlement of the case of Mary Albawab v. City of Clearwater, Case No. 08-4093-CI-011. (consent) Attachments 9. City Manager Verbal Reports 9.1Update on Beach Parking Garage Attachments 10. Council Discussion Items 10.1Protection of Shore Birds Attachments 11. Other Council Action 11.1Other Council Action Attachments 12. Adjourn 13. Presentation(s) for Council Meeting 13.1APWA National Public Works Week Proclamation Attachments 13.2EMS Week Proclamation Attachments 13.3Safe Boating Week Proclamation Attachments Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Accept Police Department Efficiency Review report from Matrix Consulting Group, Ltd. SUMMARY: On November 18, 2008, the City Council approved an agreement with Matrix Consulting Group to perform an efficiency review of the Clearwater Police Department. The review was designed to provide an assessment of the efficiency and effectiveness of Police Department operations, identifying improvement opportunities for service delivery, organization, staffing, and management. Matrix used a wide variety of data collection and analytical techniques: • Interviewed the Police Chief and his management team, the City Manager, and City Auditor to develop an initial understanding of the issues and background which led to this study. • Interviewed the Mayor and the City Council regarding key issues from their perspectives. • Conducted an intensive process of interviewing staff in every function and at every level (managers, supervisors, and line staff) within the Police Department. Over 100 individuals were interviewed. • Obtained employee input through the use of an anonymous employee survey to which 53% of the Department’s employees responded. • Collected a wide variety of data designed to document workloads, costs, service levels and operating practices. Developed descriptive summaries, or profiles, of each function within the Police Department -- reflecting organizational structure, staffing, workloads, service levels, and programmatic objectives. • In order to make the assessments of operational strengths and improvement opportunities, the project team developed a set of performance measures, called “best management practices” against which to evaluate current services, workloads, and service levels in the CPD. These service and performance measures comprise the main thrust of the ‘issues phase’ of the project. The measures utilized were derived from the project team's collective experience in working with hundreds of law enforcement agencies in Florida and throughout the country. The performance measures utilized represent: - Statements of "effective practices" based on the study team's experience in evaluating operations in other law enforcement operations. These measures are both qualitative and quantitative. - Where they exist, statements reflecting "industry standards" were used to incorporate commonly utilized service delivery approaches in addition to targets developed by national research organizations. - In both instances, these measures of efficiency and effectiveness were selected and adjusted to reflect the unique operating and service conditions in Clearwater. • The project team developed a comparative survey with other law enforcement agencies. While no jurisdiction is a perfect fit, the project team attempted to isolate those agencies which are encountering some of the same service issues as Clearwater. Summary of Major Recommendations with Fiscal Impact (salary & benefits) and personnel reduction (where applicable): · Consider renegotiating the current shifts in the Police Department to focus on 8-hour schedules. FISCAL IMPACT: ($660,800) - Reduction of nine (9) officers. · In District 2, Re-deploy 2 officers from midnight to the day shift, add 4 officers to evening shift, and reassign Admin/FTO Sergeant from day to evening shift. FISCAL IMPACT: $0 - No personnel reduction. · Re-organize the N Greenwood, Community Problem Response West and East teams into 2 proactive enforcement teams of 6 officers and 1 Sergeant. FISCAL IMPACT: ($91,400) - Reduction of one (1) Sergeant. · Eliminate Beach Walk Community Policing team, use existing personnel assigned to District 1 Patrol. FISCAL IMPACT: ($311,679) - Reduction of (4) positions, one (1) Sergeant and three (3) Officers · Reduce the number of officers in the downtown bike team/CHIP from 7 to 4. FISCAL IMPACT: ($220,279) - Reduction of three (3) officers. · Increase level of traffic enforcement (additional citizen contacts, i.e. traffic stops, and/or citations) to meet recommended benchmarks. FISCAL IMPACT: variable - No personnel reduction. · Continue to utilize existing civilian responders to handle low priority workload. FISCAL IMPACT: $0 - No personnel reduction. · Eliminate part-time position in the Investigative Support Unit. FISCAL IMPACT: ($27,000) - Reduction of one (1) part-time civilian position. · Due to the elimination of 1 Deputy Chief, Reclassify a Lieutenant to a Captain, produces small savings due to overtime elimination. FISCAL IMPACT: ($5,000) - No personnel reduction. · Maintain all other current staffing assignments. Review Approval:1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) Clerk 6) City Manager 7) Clerk Police Department Police Department Efficiency StudyEfficiency Study Final Report Final Report PresentationPresentationPresentationPresentation SCOPE OF WORKSCOPE OF WORKSCOPE OF WORKSCOPE OF WORK Evaluate Staffing and Deployment Identify “Core” and “Non-Core” Services Recommend Potential Efficiencies Evaluate Staffing and Deployment Identify “Core” and “Non-Core” Services Recommend Potential EfficienciesRecommend Potential EfficienciesRecommend Potential Efficiencies FIELD OPERATIONSFIELD OPERATIONSFIELD OPERATIONSFIELD OPERATIONS Balance Deployment and Workload Negotiate 8-Hour Shifts ($660,000) Balance Deployment and Workload Negotiate 8-Hour Shifts ($660,000)Negotiate 8-Hour Shifts ($660,000) Reorganize COP Teams ($91,000) Negotiate 8-Hour Shifts ($660,000) Reorganize COP Teams ($91,000) FIELD OPERATIONS (2)FIELD OPERATIONS (2)FIELD OPERATIONS (2)FIELD OPERATIONS (2) Reduce Bike Team Staffing ($220,000) Eliminate Beach Walk Team ($311,000) Reduce Bike Team Staffing ($220,000) Eliminate Beach Walk Team ($311,000)Eliminate Beach Walk Team ($311,000) Continue Use of Civilian Field Personnel Increase Traffic Enforcement Eliminate Beach Walk Team ($311,000) Continue Use of Civilian Field Personnel Increase Traffic Enforcement INVESTIGATIONSINVESTIGATIONSINVESTIGATIONSINVESTIGATIONS Sergeants Should Assign Cases ($27,000) Sergeants Should Assign Cases ($27,000)($27,000) Maintain Current Staffing Assignments ($27,000) Maintain Current Staffing Assignments SUPPORT SERVICESSUPPORT SERVICESSUPPORT SERVICESSUPPORT SERVICES Maintain Current Staffing Turnover vs. Workload in Comm Center Maintain Current Staffing Turnover vs. Workload in Comm CenterTurnover vs. Workload in Comm Center Work with IT / City on Payroll Modules Turnover vs. Workload in Comm Center Work with IT / City on Payroll Modules OFFICE OF THE CHIEFOFFICE OF THE CHIEFOFFICE OF THE CHIEFOFFICE OF THE CHIEF Maintain Current Staffing Many Functions Merged with City Peers Maintain Current Staffing Many Functions Merged with City PeersMany Functions Merged with City PeersMany Functions Merged with City Peers ORGANIZATIONORGANIZATIONORGANIZATIONORGANIZATION City Chose to Eliminate 1 Deputy Chief Best Option: Chief / 1 DC / 3 Captains City Chose to Eliminate 1 Deputy Chief Best Option: Chief / 1 DC / 3 CaptainsBest Option: Chief / 1 DC / 3 Captains Management Systems Are Excellent Best Option: Chief / 1 DC / 3 Captains Management Systems Are Excellent Police Department Efficiency Study CLEARWATER, FLORIDA 721 Colorado Avenue, Suite 101 Palo Alto, California 94303 v. 650.858.0507 f.650.858.0509 April 2009 TABLE OF CONTENTS April 2009 1. INTRODUCTION AND EXECUTIVE SUMMARY 1 2. ANALYSIS OF FIELD SERVICES 10 3. ANALYSIS OF CRIMINAL INVESTIGATIONS 53 4. ANALYSIS OF SUPPORT SERVICES 70 5. ANALYSIS OF THE OFFICE OF THE CHIEF 140 6. ANALYSIS OF ORGANIZATIONAL ISSUES 151 ATTACHMENT A – PROFILE OF THE POLICE DEPARTMENT 161 ATTACHMENT B – RESULTS OF THE EMPLOYEE SURVEY 210 ATTACHMENT C – RESULTS OF THE COMPARATIVE SURVEY 240   Matrix Consulting Group 1. INTRODUCTION AND EXECUTIVE SUMMARY Matrix Consulting Group was retained by the City of Clearwater to conduct a Police Department Efficiency Study. The final report, which follows, presents the results of the study. This study, which began in the winter of 2009, was designed to provide an assessment of the efficiency and effectiveness of Police Department operations, identifying improvement opportunities relating to service delivery, organization and staffing, as well as management. In reaching the concluding point of the study, the project team has assembled this final report which summarizes our findings, conclusions and recommendations where appropriate. 1. STUDY METHODOLOGY. In this Police Department Efficiency Study, the Matrix Consulting Group project team utilized a wide variety of data collection and analytical techniques. The project team conducted the following analytical activities: • At the outset of the project, the study team interviewed the Police Chief and his management team. The project team also interviewed the City Manager and City Auditor. The purpose of these interviews was to develop an initial understanding of the issues and background which led to this study. • Later in the study, the project team interviewed the Mayor and the City Council regarding key issues from their perspectives. • The project team conducted an intensive process of interviewing staff in every function within the Police Department. Members of the project team interviewed over 100 staff in individual interviews. These interviews included staff at every level in the organization — managers, supervisors and line staff. • Employee input was also obtained through the use of an anonymous employee survey to which 53% of the Department’s employees responded. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 2 • While on site, the project team collected a wide variety of data designed to document workloads, costs, service levels and operating practices. The project team developed descriptive summaries, or profiles, of each function within the Police Department — reflecting organizational structure, staffing, workloads, service levels and programmatic objectives. • In order to make the assessments of operational strengths and improvement opportunities, the project team developed a set of performance measures, called “best management practices” against which to evaluate current services, workloads and service levels in the CPD. These service and performance measures comprise the main thrust of the “issues phase” of the project. The measures utilized were derived from the project team’s collective experience in working with hundreds of law enforcement agencies in Florida and throughout the country. The performance measures utilized represent: - Statements of "effective practices" based on the study team’s experience in evaluating operations in other law enforcement operations. These measures are both qualitative and quantitative. - Where they exist, statements reflecting "industry standards" were used to incorporate commonly utilized service delivery approaches in addition to targets developed by national research organizations. - In both instances, these measures of efficiency and effectiveness were selected and adjusted to reflect the unique operating and service conditions in Clearwater. • The project team developed a comparative survey with other law enforcement agencies. While no jurisdiction is a perfect fit, the project team attempted to identify those agencies which are encountering some of the same service issues as Clearwater. This study was comprehensive in method to meet a comprehensive scope of work. The next section provides a summary of the main findings and recommendations made in this report. 2. SUMMARY OF RECOMMENDATIONS. The following exhibit provides a list of the principal recommendations in this report. The report should be accessed for detailed discussion and analysis of each issue and the background behind each recommendation. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 3 Finding Recommendation Fiscal Impact Chapter 2: Patrol Division Overall proactive time levels within Patrol area high (53%), well above recommended targets. The high levels of proactive time are partly due to the schedule utilized by patrol – two 10-hour shifts, and one 8-hour shift, which requires 17% more Officers than under a straight 8-hour or 12 hour shift. Proactive time also varies considerably by shift and District. Proactive time levels are highest in District 1, where overall proactive time is 74%, and on the midnight shift (which has an overall proactive time rate of 70%). However, while District 1 has high proactive time levels, the District should be staffed with a minimum of 3 Officers at all times. This would allow the District to handle a domestic incident with 2 Officers and have 1 Officer available to respond elsewhere in the District. Consider renegotiating the current shifts in the Police Department to focus on 8- hour schedules. This will allow for a reduction of nine (9) positions. Based on the current approach to scheduling and deployment, District 1 has an average of 3 Officers on duty at all times. As a result, the current approach to staffing is reasonable. The CPD should modify the deployment of personnel within District 2 to better match workloads and Officer deployment. This includes re-deploying 2 Officers from Midnight shift to the Day Shift, and adding 4 Officers to the Evening Shift. This change would require an additional Sergeant on the evening. The Admin. / FTO Sergeant position currently assigned to Days should reassigned for this purpose, since this position provides support to the Sgt. over the FTO Evening Team. The CPD should re-deploy 4 officers from District 3 to District 2 as described above. One Officer from each team should be redeployed with the exception of the Day Team. ($660,800) CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 4 Finding Recommendation Fiscal Impact Based on the size of the City, levels of proactive time, and geography, the CPD uses an excessive number of proactive enforcement and community policing units. The spans of control within the teams are small. For example, the CPR West team is assigned 4 Officers and 1 Sergeant, the Beachwalk Team is assigned 3 Officers and 1 Sergeant, and the CPR East Team is assigned 3 Officers and 1 Sergeant. While the teams may work together to address crime trends (e.g. vehicle burglaries at the malls during the holidays), they largely function independently and work different schedules. The CPD does not require that special enforcement teams report on their activities on a regular basis. For example, the CPD does not develop written operational plans, which incorporate crime statistics, resource commitments (officer hours), and outcome statistics (e.g. arrests, citations, drug confiscations, etc.). The CPD should re-organize the North Greenwood, Community Problem Response West, and Community Problem Response East Teams and create two proactive enforcement teams of 6 Officers and 1 Sergeant. These teams should be deployed flexibly to known problem areas as well as to areas with emerging crime issues. This approach would eliminate 1 Sergeant position. This results in savings of $91,400 in salaries and benefits (assumes mid-point salary + 30% benefit rate). The CPD should eliminate the Beachwalk Community Policing Team. As shown in the previous section, District 1 has high levels of proactive time as well as small spans of control (1 Sgt. to 4 Officers). The Beachwalk can be patrolled with existing personnel assigned to District 1 Patrol. Special events requiring additional staffing should be performed on overtime or through special assignments / deployments (though the OT budget was recently cut by 50%). As a result, the project team recommends that the team be dissolved. This results in savings of $311,679 in salaries and benefits (assumes mid-point salary + 30% benefit rate). The number of Officers assigned to the downtown bike team / CHIP is excessive. The CPD should reduce the number of Officers from 7 to 4. Two of these positions are funded through the CRA. The CPD should require quarterly reporting of each team’s activities. These reports should be utilized to evaluate the team’s performance and achievement of its core mission. ($91,400) in salary and benefits ($311,679) in salary and benefits ($220,279) in salary and benefits N/A CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 5 Finding Recommendation Fiscal Impact The current level of traffic enforcement within the City of Clearwater is low based on benchmarks for effectiveness and productivity. The project team recommends a traffic enforcement index of 35 (i.e. 35 citations per injury accident) and one citizen contact per hour for dedicated traffic enforcement personnel. Currently, the TEI is 26 and traffic enforcement personnel average 1 citizen contact every other hour. This may have been impacted by reduced staff availability in the unit during 2008. The CPD should focus on increasing the level of traffic enforcement to meet the recommended benchmarks for traffic enforcement. This would require additional citizen contacts (i.e. traffic stops, etc.) from traffic enforcement officers and / or one additional citation per patrol officer every other day. N/A The current level of staffing within the K-9 unit provides for a minimum of one to two K-9 units during the evening hours most days, while providing time for training, use of leave, and other time. This approach ensures that a K-9 response can be provided quickly, while mitigating underutilization of resources. Maintain the current number of K-9 Officers(4) plus one Sergeant. N/A The CPD make effective use of civilian personnel to manage low priority, non-emergency calls for service. Based on the number of reports taken by the Telephone Reporting Unit and the Traffic Report Unit, approximately 10% of calls for service received differential response in FY 2007-08. In addition, civilian personnel handled 20% of total reports taken in FY 07-08. Continue to utilize existing civilian responders to handle low priority workload. Pursue internet reporting options for calls that require simple reports for incidents. The use of civilians in these roles is more efficient than using sworn personnel and reductions will impact the availability of sworn personnel for current functions. N/A Chapter 3: Criminal Investigations  The CPD currently utilizes a part-time civilian employee to review all cases and to make case assignments to Detectives. This process removes the Sergeants from this vital aspect of supervision. Other aspects of the case management process are best practice.  Eliminate the part-time position in the Investigative Support Unit. Cases should flow to Sergeants using the case management system. The Unit Sergeants should be responsible for making all assignments (active / inactive).  ($27,000)  CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 6 Finding Recommendation Fiscal Impact The Police Department aggressively manages case assignments and handling by Detectives. Cases are worked efficiently allowing Detectives to handle large volumes of cases. Patrol Officers handle follow-up on a large number of misdemeanor cases (a best practice). Make no changes to the current staffing and deployment in the case handling units of the CID. Any staff reductions will, by necessity, be accompanied by a reduction in the number / type of cases that can be afforded follow-up investigations. None The Investigative Support unit serves a vital purpose in the Police Department by providing crime analysis and data analysis to a wide range of internal customers. Continue to support this vital mission with the two positions currently authorized. Discontinue the current practice of reviewing incoming cases for assignment to Detectives. None The Intelligence / Homeland Security unit provides vital support to other units in the CPD, and also serves as a linkage to regional and federal resources. Continue to staff this Unit as currently authorized. Given their roles in the field in support of other CPD units, there are no opportunities to civilianize this unit at this time. None The Vice / Narcotics Unit handles street level narcotics enforcement and links the CPD with regional and federal (DEA) task forces. The current staffing in the unit is at the minimum necessary to safely conduct street level investigations (they are often supplemented by staff from Intelligence for Officer safety reasons). Make no changes in the Unit’s staffing at this time. If the decision is made to reduce staffing in the Unit in the future, the focus should be on the regional task forces. Any reduction in staffing in the street level enforcement should force reconsideration of the provision of this service. None Chapter 4: Services  The Personnel Section conducts an aggressive recruitment and retention program for the Department. Success is measured in the substantial reduction of sworn employee turnover of 70% between calendar year 2005 and 2008. Current staff is 3 FTE positions where one civilian employee is shared with Payroll Section.  Make no changes to the current staffing and scope of responsibility of Personnel Services.  None  CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 7 Finding Recommendation Fiscal Impact Clearwater Police Department is an accredited Law Enforcement Agency by the Commission for Florida Law Enforcement Accreditation. To meet this achievement well defined and established policy and procedures must be in place. Along with conducting Internal Reviews and / or investigation of internal and public complaints of department employees, two authorized FTE Sergeant positions manage the agency’s Accreditation program.  Make no changes to the current staffing and scope of responsibility of the Internal Affairs Unit.  None  Inappropriate behavior by a CPD employee that does not meet a department policy threshold may receive corrective action by a supervisor. There is no policy in place to require all corrective actions to be noted to Internal Affairs.   CPD mandate every supervisor – employee corrective actions, regardless of degree, be submitted to Internal Affairs as a Quality of Service Incident (QSI).  None  The Training Section provides in- service training and professional development to over 500 certified officers, civilian employees and volunteers. This Section conducts the Department’s Post Academy for newly hired officers. Additional responsibilities included Research and Development of new Personal Protection Equipment, inventory of all department weapons and analysis of any department weapon following an in the line of duty shooting.  Make no changes to the current staffing and scope of responsibility of the Training Section.  None  In calendar year 2008, the Telephone Report Unit, an element of the Services Section, conducted over 48,000 department transactions to include computerized reporting of over 9% of all community-generated calls for services. Services Section is additionally responsible for building security, Property and Evidence and building maintenance.  Make no changes to the current staffing and scope of responsibility of the Services Section.  None  Internal Purchase Requisitions are handwritten.   CPD should pursue automation of its internal purchase request forms through integration of City purchasing enterprise software.   None  CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 8 Finding Recommendation Fiscal Impact The Department has 104 City cell phones issues to CPD employees. Policy states the employee is charged $0.17 per minute for personnal cell phone use. Monthly reconciliation of the 104 cell phones assigned to CPD employees is $120 or approximately $1.15 per person. Auditing and processing of this policy is manpower intensive.  Amend current city policy to allow monthly flat fee charge for personal use of city cell phones assigned to CPD employees.   None  The Records Section generated $143,164 in revenue for point of sale of permits, fingerprinting and copied reports. Workload within this Section in calendar year was 124,638 transactions.  Make no changes to the current staffing and scope of responsibility of the Records Section.  None  CPD payroll is not automated, leading to excessive time in reviews, corrections and redundant approvals.   Continue research for payroll software for electronic submission to payroll services.   None  Police Department Communications yields high turnover of Operators. Current authorized Operator FTE positions are 38. Of this number, 36 positions are filled with only 25 cleared to work independently. Eleven FTE Operator positions are trainee employees. The Section requires a minimum of 35 positions to operate 365 days a year.  Operator positions could be reduced by three authorized positions, however, this is not recommended based on on- going turnover of employees and duration of up to one-year to be proficient in call-taking, radio communication and teletype operations.  None  Chapter 5: Office of the Chief  The Deputy Chief of Operations holds responsibility for Patrol and Investigations Divisions with 258.5 FTE positions.  This position has already been slated for elimination in the fall of 2009.  None  Services Bureau is lead by one Deputy Chief with responsibilities to include Policy and Procedures, Fiscal, Records and Payroll.  Make no changes to the current staffing of one FTE and scope of responsibility of the Deputy Chief of Services.  None  The City of Clearwater Legal Department provides the Legal Advisor to the Police Department.  Make no change to the current arrangement between the Legal and Police Departments.  None  CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 9 Finding Recommendation Fiscal Impact Community Outreach is provided by a Sergeant who provides approximately 95% of Crime Prevention programs and presentations to reach approximately 11,000 City households annually.  Make no changes to the current staffing of one FTE and scope of responsibility for the Community Outreach.  None  The City of Clearwater Department of Public Communications provides public Information for the Police Department.  Make no change to the current arrangement between the Public Communications and Police Departments.  None  An Administrative Analyst and a Senior Staff Assistant provide clerical Support for positions assigned to the Office of the Chief.   Make no changes to the current staffing for clerical support in the Office of the Chief.  None  Chapter 6: Organizational Structure  The elimination of one of the two Deputy Chief positions will require a reorganization within the Police Department.  After considering several alternatives, we recommend that the City authorize the reclassification of a Lieutenant to a Captain. Due to the compensation plan and to the fact that Captains are not eligible for overtime, this will actually result in a small savings. The project team recommends three Captains: Patrol, Investigations and Support Services. All three would report to the Deputy Chief. This would formalize the approach already adopted by the CPD to accommodate the coming elimination of the Deputy Chief position.  ($5,000)  CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 10 2. ANALYSIS OF FIELD SERVICES This chapter of the report provides the project team’s analysis of the management and operations of the Patrol Division of the Clearwater Police Department. This chapter is organized as follows: • Current Organization of Field Services • Overview of Matrix Consulting Group’s Analytical Model • Analysis of Patrol Proactive Time • Analysis of Specialized Enforcement Units • Analysis of Other Field Services Unit Staffing • Civilianization Options The first section, which follows, provides a brief overview of the organization and operations of the Patrol Bureau. 1. THE PATROL DIVISION IS ORGANIZED INTO TWO MAIN UNITS: PATROL AND EMERGENCY SERVICES. The Patrol Division consists of three patrol districts and the Special Operations Bureau, which includes Traffic Enforcement, School Resources, Reserve and Auxiliary Officers, AmeriCorps, Hispanic Outreach, and Volunteers. The total number of positions assigned to each of these areas is shown in the table, below: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 11 Area / Assignment Lieutenant Sergeant Officer PST / Civilian Total Patrol District 1 1 6 20 27 Beachwalk 1 3 4 District 2 1 6 49 56 North Greenwood 1 5 6 CPR West 1 4 5 District 3 1 6 47 54 CPR East 1 3 4 Bike Team/CHIP 1 7 8 Subtotal 3 23 138 0 164 Special Operations Section Traffic Enforcement 1 1 7 9 Traffic Support 5 5 Transport 2 2 Special Ops Supervisor 1 1 Vol. Coordinator 1 1 SRO 4 4 Hispanic Outreach 1 1 K-9 1 4 5 Subtotal 1 3 16 8 28 Total 4 26 154 8 192 As shown above, the Patrol Division assigns 192 personnel to patrol as well as special operations. Of this number, the largest portion is assigned to patrol operations – 164 total personnel. The CPD also staffs a number of proactive enforcement and community policing teams, including: • The Beachwalk Community Policing Team provides proactive enforcement of the Beach areas in District 1. One Sergeant and four Officers are assigned to the team. • The North Greenwood Neighborhood Policing Team provides proactive enforcement of the North Greenwood area. One Sergeant and five Officers are assigned to the team. • The Bike Team / Clearwater Homeless Intervention Project provides for proactive bike patrol of the downtown areas as well as monitoring of the CHIP Homeless Shelter. One Sergeant and seven Officers are assigned to the team. Two positions are funded by the CRA. • The Community Problem Response Team West is assigned to the South Greenwood Neighborhood areas as well as problem areas within District 2. One CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 12 Sergeant and four Officers are responsible for proactive enforcement of problem areas. Two positions are funded by the CRA. • The Community Problem Response Team East is assigned to problem areas within District 3. One Sergeant and three Officers provide targeted enforcement of high crime areas. 2. OVERVIEW OF THE MATRIX CONSULTING GROUP’S PATROL STAFFING ANALYTICAL MODEL. While it would be useful to identify a “golden rule” of law enforcement staffing needs, the utilization of comparative measures does not provide for an appropriate evaluation of field staffing needs, nor should it be used as the primary basis for a local government to measure the effectiveness of law enforcement services. The Matrix Consulting Group does not use a “per capita” or “per 1,000” ratio as an analytical tool in assessing field staffing needs, for the following reasons: • Ratios do not consider the seriousness of the workload levels of the jurisdictions being compared. For example, the crime rate should be considered in any comparative analysis of workloads, specifically, the number of serious crimes in a community (e.g. homicide, rape, robbery, aggravated assault, burglary, motor vehicle theft, and larceny). • Ratios do not consider a jurisdiction’s approach to alternative service delivery or “differential law enforcement response.” The use of civilian personnel, or lack thereof, to handle community-generated calls for service and other workloads has great potential to impact the staffing levels of sworn personnel. The level / amount of civilians (i.e. community service officers, telephone reporting, online services, etc.) can be used to maximize the efficiency and effectiveness of sworn personnel handling higher priority calls in a community. These resources are not calculated in staffing ratios. • Ratios do not consider the differences in service levels selected, or capabilities, which a jurisdiction may have for their law enforcement services (e.g. community- oriented or problem-solving oriented, a reactive versus proactive philosophy, the utilization of City or County-wide resources in solving problems, etc.). All of which add to the inability to compare the necessary number of field patrol personnel. • Ratios do not consider other differences which have an impact on regular patrol staffing needs such as existence of special enforcement / support units as well CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 13 as operational approaches (e.g. the use of field citations versus arrests, manual versus automated and field reporting systems, and whether patrol deputies are expected to follow-up on certain investigations). • Ratios do not take into account topographical differences (i.e. square miles of a service area) and other response impediments, which can impact patrol staffing needs. For these reasons, the project team does not use “per capita” or “per 1,000 residents” ratios as a way for our clients to measure effectiveness in providing law enforcement services, or as a determinant in developing staffing needs. The project team’s analysis of the CPD considered the need for a balance of community-generated workloads and the availability of proactive time to generate activities. The following subsections describe this analytical process. (1) The Analysis of Field Patrol Resource Requirements Should Be Based on Actual Workloads Handled and Appropriate Targets of Proactivity. The Matrix Consulting Group utilizes a method in which the number of field personnel required is based on an analysis of the unique workloads and service level requirements of a community. In order to evaluate these resources and staffing issues, the project team conducted a data collection and analytical effort focusing on the following: • Determining community generated workloads in the detail necessary to understand the work volume and the time required to handle it. • Targeting an amount of time beyond community generated, or “reactive” workload, which can be utilized to be proactive in a directed kind of way (i.e. special enforcement of high-crime areas, etc.). • The field resources used to handle calls for service and proactive workloads based on officer availability levels (after taking into account personnel time for vacation, sick, etc.). • Deployment and scheduling utilized by the Clearwater Police Department. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 14 Field law enforcement services represent one of the areas of law enforcement operations in which staffing and service levels can be clearly quantified. Several factors determine the level of patrol staffing required in a community, including: • The community generated call for service demand by time of day, and day of week. • How Officers are utilized and deployed. The Patrol Districts have 116 Officers assigned (actual personnel, not authorized personnel) who are responsible for responding to community-generated calls for service in the three patrol districts. Personnel work the following shift schedules: - Day: 0700-1700 - Evening: 1500-2300 - Midnight: 2200-0800 • How calls for service are managed by a law enforcement agency. Many departments throughout the United States manage calls for service in a number of ways. What these methods of handling calls for service have in common is that they free up the time of trained, professional officers from handling lower priority calls (i.e. routine calls) so that more of their available time can be spent on calls requiring a higher level of expertise and training. The CPD currently utilizes 7 Police Service Technicians to handle non-criminal traffic crashes, found property, traffic control, parking enforcement, and other minor incidents. • The level of service desired by communities varies; for example, the amount of “proactive” time, or “uncommitted” time a community desires. This is another factor impacting required patrol staffing levels. This involves time not spent handling community generated calls for service and “proactive” time for which an officer is available for preventive patrol, self-initiated activity (i.e. observations, including suspicious pedestrians or vehicles, etc.), special or directive patrol, and other approaches for addressing crime problems, quality of life issues, etc. The project team employed a model based on these decision points in evaluating officer field staffing for the CPD, in terms of workload, service levels, and overall operations. The following section identifies and discusses the various characteristics and elements of the field staffing model, and how proactive time is calculated. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 15 (2) Workload and Data Elements Utilized in Patrol Staffing Model. Officers dedicate time to responding and handling community generated calls for service, as well as related activities, including reports (particularly the more serious reports not completed during the initial handling of the call for service), arrests / bookings, back-up assistance, etc., as well as the associated times for these elements, as identified in the following table. These elements are all utilized to calculate total field commitments (i.e. proactive time) in our model, as follows: (2.1) Patrol Workloads. The first critical data element required to analyze field resources is to document the types and amount of work handled by patrol officers. The first table, below, shows the distribution of citizen generated calls for service among the three patrol districts and overall in the City in 2008. The calls for service shown in the table exclude officer- initiated activity (which results from the proactive time which is available). Calls for Service Allocation 2008 District Calls For Service % of Total 1 6,578 10% 2 36,214 54% 3 23,878 36% Other / NA 585 1% Total 67,255 100% As shown above, District 2 has the largest share of calls for service at 54%, followed by District 3 at 36%. Overall, the Patrol Division handled 67,255 community- generated (not including self-initiated activity) calls for service. The CPD also utilizes civilian personnel, Police Service Technicians, to respond to minor incidents (primarily traffic related) in the field, as well as to staff the Telephone Reporting Unit / Differential Police Response Unit. These personnel handled over 7,000 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 16 reports during fiscal year 2007-08. This represents approximately 10% of total calls for service, which is a relatively high rate of call diversion. The tables on the following pages show the distribution of calls for service in each of the three patrol districts. These data show the following: • Citizen generated calls for service (excluding officer initiated activities). • Distribution of calls for service based on actual 2008 data. • Call for service workload on a time of day, and day of week, basis. • Call for service workload by district. The section following the tables provides a description of the project team’s models for patrol staffing and deployment. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 17 Clearwater Police Department, 2008 Community Generated Calls for Service Hour Sun Mon Tues Wed Thur Fri Sat Total Avg/Hour 0000 526 362 307 353 334 339 496 2,717 7.44 0100 449 277 251 246 273 254 458 2,208 6.05 0200 424 208 225 237 225 250 412 1,981 5.43 0300 282 142 163 143 151 193 257 1,331 3.65 0400 175 117 132 117 145 142 190 1,018 2.79 0500 145 87 105 109 117 112 126 801 2.19 0600 100 129 139 121 128 152 121 890 2.44 0700 150 248 247 239 226 201 169 1,480 4.05 0800 209 289 381 341 342 328 242 2,132 5.84 0900 291 393 415 431 397 400 335 2,662 7.29 1000 307 428 444 425 432 439 428 2,903 7.95 1100 360 460 439 475 482 428 411 3,055 8.37 1200 396 458 465 525 455 451 448 3,198 8.76 1300 403 522 518 561 497 466 498 3,465 9.49 1400 476 555 583 535 497 515 469 3,630 9.95 1500 453 530 625 548 602 551 536 3,845 10.53 1600 541 579 577 568 573 571 548 3,957 10.84 1700 507 671 647 660 584 627 599 4,295 11.77 1800 499 613 585 609 531 607 555 3,999 10.96 1900 496 495 531 574 581 587 551 3,815 10.45 2000 486 467 523 537 527 519 521 3,580 9.81 2100 468 464 503 534 504 564 588 3,625 9.93 2200 453 436 448 504 477 576 616 3,510 9.62 2300 394 415 402 421 411 541 574 3,158 8.65 Total 8,990 9,345 9,655 9,813 9,491 9,813 10,148 67,255 184.26 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 18 Clearwater Police Department, 2008 Community Generated Calls for Service – District 1 Hour Sun Mon Tues Wed Thur Fri Sat Total Avg/Hour 0000 84 63 24 27 51 43 61 353 0.97 0100 62 54 20 29 19 33 64 281 0.77 0200 82 30 27 26 17 25 73 280 0.77 0300 32 10 20 9 14 20 30 135 0.37 0400 21 7 19 13 15 17 21 113 0.31 0500 19 10 7 13 16 12 16 93 0.25 0600 8 7 6 8 2 9 9 49 0.13 0700 24 14 14 6 18 12 19 107 0.29 0800 35 32 18 14 25 16 19 159 0.44 0900 27 26 27 22 22 28 33 185 0.51 1000 33 39 31 24 27 41 44 239 0.65 1100 50 34 36 30 32 30 37 249 0.68 1200 42 32 34 33 28 32 49 250 0.68 1300 47 47 50 41 31 39 70 325 0.89 1400 71 59 44 47 34 48 55 358 0.98 1500 76 51 50 46 50 52 73 398 1.09 1600 75 59 50 59 48 47 79 417 1.14 1700 85 42 47 35 43 51 72 375 1.03 1800 74 49 39 35 51 54 77 379 1.04 1900 61 39 35 35 50 38 69 327 0.90 2000 61 47 45 50 55 60 69 387 1.0 6 2100 53 45 38 43 49 66 65 359 0.98 2200 65 51 38 50 55 63 88 410 1.12 2300 50 32 35 35 53 74 71 350 0.96 Total 1,237 879 754 730 805 910 1,263 6,578 18.02 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 19 Clearwater Police Department, 2008 Community Generated Calls for Service – District 2 Hour Sun Mon Tues Wed Thur Fri Sat Total Avg/ Hour 0000 259 172 167 186 180 174 271 1,409 3.86 0100 241 130 130 130 157 124 233 1,145 3.14 0200 191 98 109 118 131 140 211 998 2.73 0300 147 67 91 70 75 110 139 699 1.92 0400 87 63 61 60 65 81 109 526 1.44 0500 78 44 54 58 69 63 73 439 1.20 0600 44 70 80 62 68 84 65 473 1.30 0700 76 142 142 130 125 98 107 820 2.25 0800 115 158 241 186 185 202 137 1,224 3.35 0900 151 212 249 246 227 231 201 1,517 4.16 1000 169 243 259 235 243 245 230 1,624 4.45 1100 186 249 241 255 284 234 226 1,675 4.59 1200 200 245 272 283 250 216 229 1,695 4.64 1300 195 266 262 316 254 252 242 1,787 4.90 1400 231 297 333 306 278 254 241 1,940 5.32 1500 222 274 358 301 354 284 250 2,043 5.60 1600 267 290 302 304 300 287 267 2,017 5.53 1700 244 337 354 368 321 325 270 2,219 6.08 1800 249 334 324 345 301 330 262 2,145 5.88 1900 262 269 308 325 358 328 290 2,140 5.86 2000 267 258 303 307 292 281 283 1,991 5.45 2100 252 263 277 289 300 323 302 2,006 5.50 2200 265 261 264 303 247 315 321 1,976 5.41 2300 204 234 233 246 220 282 287 1,706 4.67 Total 4,602 4,976 5,414 5,429 5,284 5,263 5,246 36,214 99.22 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 20 Clearwater Police Department, 2008 Community Generated Calls for Service – District 3 Hour Sun Mon Tues Wed Thur Fri Sat Total Avg/Hour 0000 178 126 114 139 99 115 163 934 2.56 0100 142 92 98 87 95 97 159 770 2.11 0200 146 78 87 92 75 82 124 684 1.87 0300 103 64 51 64 57 63 84 486 1.33 0400 61 46 50 42 63 43 59 364 1.00 0500 47 32 42 37 32 37 35 262 0.72 0600 48 52 51 50 56 59 47 363 0.99 0700 49 88 88 100 82 89 43 539 1.48 0800 59 96 119 138 130 107 85 734 2.01 0900 112 150 135 158 147 135 97 934 2.56 1000 104 140 151 161 157 152 150 1,015 2.78 1100 121 172 157 183 161 162 146 1,102 3.02 1200 152 177 154 206 173 203 164 1,229 3.37 1300 157 202 197 195 207 173 186 1,317 3.61 1400 169 192 196 178 179 201 171 1,286 3.52 1500 150 191 211 200 191 211 207 1,361 3.73 1600 194 229 219 201 217 228 198 1,486 4.07 1700 176 285 243 249 217 243 251 1,664 4.56 1800 172 227 221 218 175 219 211 1,443 3.95 1900 170 179 184 210 170 217 188 1,318 3.61 2000 152 159 172 176 177 164 165 1,165 3.19 2100 162 156 185 198 150 170 217 1,238 3.39 2200 123 122 146 148 170 195 201 1,105 3.03 2300 136 147 131 138 134 182 211 1,079 2.96 Total 3,083 3,402 3,402 3,568 3,314 3,547 3,562 23,878 65.42 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 21 (2.2) Handling Time. A critical component of the Matrix Consulting Group’s patrol staffing model is the evaluation of total time spent by patrol personnel handling community-generated calls for service. The calculation, below, shows each time element of the average amount of time spent by patrol Officers responding to calls for service: Time Component How Determined Amount Handling Time From the CAD system, 66,255 community generated calls for service dispatched to field personnel for CY 2008. The mean handling time for these calls was 66 minutes per call. This includes all units. Because the CAD system does not typically assign a primary unit, the project team did not have data to breakout the time spent by the primary unit and back-up units. 66.37 minutes Back-up Assist Back-up time is included in the handling time calculation due to the way in which the CAD system tracks unit on scene time (discussed above). Included in above Report Writing Time While most report writing time is captured in on-scene time, some reports are written at the end of a shift or between calls. As a result, the project team added time for reports with long narratives or additional documentation that would require additional time to complete. This includes 4,794 arrest supplements and 4,880 patrol supplements. We estimated that these reports take an average of 40 minutes to complete. This results in a total of 6,450 additional hours of report writing, or an average of 5.75 minutes per call (6,450 / 66,255 / 60). 5.75 Arrests and Bookings As a matter of policy this time is captured in CAD. A call is not cleared until the all activities are complete. N/A TOTAL OFFICER TIME PER COMMUNITY GENERATED CALL FOR SERVICE 72.12 minutes As shown above, the project team determined that the average handling time per call was 72.12 minutes during 2008. This includes time spent by all units and includes travel time, on-scene time, arrest time, and reporting writing. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 22 (2.3) Officer Availability. The second important workload element is the amount of time available for field personnel. The table, which follows, provides the calculation of the “net availability” of police officers in patrol together with the source of the data or assumption utilized. The project team defines net availability as the number of hours that an Officer (or any other employee) is available to perform their key roles and responsibilities after the impact of leaves and administrative responsibilities have been subtracted from their gross scheduled hours of work. Element Value Basis / Source Gross Hours Scheduled 2,080.00 Payroll System Use of Leave (All – estimated at 15%) -312 Assumption Sub-Available 1,768.00 Meals and Breaks on Shift -124.28 Assumption Shift Briefing * -41.43 Observation Vehicle and Equipment Preparation -41.43 Assumption Training -65.00 Training Files Court -40.00 Assumption Departmental Meetings/Committees -6.00 Interviews Net Available Time After All Factors 1,449.88 • Physical shift briefings only take place once a week – otherwise, Officers self-brief from available electronic media. The table, above, shows that the average Police Officer is available for work 1,450 hours. The points, below, expand on several key issues identified in the table: • The payroll system shows that Police Officers are available 1,768 hours after all leave categories have been accounted for. This is equivalent to 85% of the time. This includes the impact of long-term disability, family medical leave and other factors that take an officer out of the patrol schedule (vacation, sick leave, etc.). • The project team made a number of assumptions based on observation and consultation with CPD staff regarding the impacts of administrative responsibilities, court, training as well as time off factors associated with meals, CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 23 etc. These assumptions (except training time which is an actual figure) are described below: - Meals and Breaks were assumed to take a total of 45 minutes per shift actually worked (i.e. after regular days off, leave, training, meetings, and court time were accounted for) per officer. This assumption takes into consideration that field personnel need to be covered during these periods except in emergencies. - Shift Briefing was observed and is assumed to take 15 minutes per shift actually worked per officer. - Vehicle and Equipment Preparation was observed and is similarly assumed to take 15 minutes per shift worked per officer. This includes time during the shift to fuel vehicles in service. - Training time was based on a total of 18,882 in service training hours provided to 289 sworn personnel. - Departmental Meetings / Committees include internal activities in which Police Officers may be involved. This would include, for example, field training officer meetings, policy review committees, etc. The project team assumed one hour every other month or 6 hours annually based on interviews with patrol personnel. - Court is assumed to take 40 hours per year of on-duty time. This is in addition to overtime court time, not performed during on-duty hours. The next section describes how the preceding workload elements and officer availability factors are utilized to evaluate patrol staffing and field deployment issues. (3) The Project Team Recommends a Patrol Staffing Model That Is Based on the Department’s Actual Experience and City Policy Decisions. This section provides a summary of the patrol staffing and field resource deployment model utilized by the Matrix Consulting Group. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 24 Input / Calculation Description Committed Time • This includes the following: - Primary unit time on-scene. - Any report writing time. - Any arrest processing time. - Any time dedicated to the call for service by non-primary units (for any of the reasons above or for any other reason not listed). - Does not include units that are cancelled before they arrive on-scene. Reactive Time • The product of the number of calls for service times the number of hours in the shift (or period being measured) times the Committed Time. • When expressed as a percentage, it is shown as the Reactive Time divided by the Net Duty Time Available. Proactive Time • The remainder of the Net Duty Time Available after all Reactive Time is accounted for. Call for Service Workload • The average number of calls for service (citizen generated only) that are handled within a given period of time. • Expressed in a per-hour basis in the spreadsheet. Staff Available • Determined using shift logs, payroll records, or estimated based on use of leave rate and current deployment. • Shows the average number of Officers (does not count supervisors) available to handle call for service workload. Shift Length • The duration of the average shift worked in patrol. • Can be altered to reflect shorter-than-shift periods of time if such detail is desired in an analysis. • Need to be careful to link workload to the appropriate period of time if non-shift length analyses are conducted. Gross Duty Time Available • Determined by multiplying the number of staff available times the length of the shift (or whatever time period is being used). Administrative Time Lost • Includes: meals, shift briefing, vehicle / equipment preparation time, training, court, meetings (Department business only), etc. Net Duty Time Available • Takes into account the gross time less the time lost on shift (i.e. administrative time). The model described above was utilized to evaluate patrol resources and utilization. The section, which follows, provides a summary of the results of the project team’s analysis of the use of proactive time in field patrol in 2008. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 25 4. ANALYSIS OF PROACTIVE TIME LEVELS INDICATES THAT WORKLOAD AND PERSONNEL ARE UNEVENLY DISTRIBUTED BY SHIFT AND PATROL DISTRICT. This section provides the project team’s analysis of proactive time levels in each of the patrol districts. (1) Overall Proactive Time Levels. The project team developed an analysis of proactive time to assist in the evaluation of current patrol deployment. The concept of proactivity is very important in law enforcement – if field personnel are committed a large proportion of the time, they have little capability to impact the root causes of crime, to anticipate crime (when analysis shows there to be some predictability) or to work with citizens. Moreover, field personnel with little uncommitted time find it difficult to produce response times at community expected levels. Police departments that have developed a community policing program based on effective use of proactive time typically targeted at a 40% - 45% uncommitted time range. These departments, and research supporting these targets, have found that proactive time below 40% does not provide time in sufficient blocks to be useable; above the 45% level it is typically not affordable and is inefficient. The table, below, provides a brief discussion of the two proactive time targets utilized in our patrol-staffing model: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 26 40% Proactive Time 45% Proactive Time • Below this level, proactive time begins to come in blocks that are too small to be useful for “community policing”. • At this level, police should be able to engage in a wide range of preventive activities, including: directed patrol, responding to non- criminal quality of life complaints, engaging in traffic enforcement and other activities. • Ability to engage in community meetings and other time consuming efforts (which take Officers out of their patrol areas or make them unavailable for call) is more constrained at these levels of uncommitted time. • As with any effort, this requires active involvement of supervisors. More of the Officers’ time is dictated by the necessity of handling calls for service than in higher target situations. • Above this level, proactive time comes in blocks that are difficult to utilize in routine shift circumstances. • At this level, Police Officers should be able to engage in the full range of activities described under the 40% target. • In addition, the Department should be able to free Officers from shift work to attend community meetings, etc., with little impact on reactive capabilities. • Investment in this level of proactive law enforcement requires a strong commitment to actively manage the use of this time, for supervisors to be held accountable for their Officers’ utilization, etc. The project team views 40% to be a minimum average proactive time target for an agency involved in a community policing program; 45% is targeted by agencies that have developed a comprehensive program of officer / community involvement. Several key factors should be kept in mind when reviewing the analysis of proactive time: • Patrol availability was calculated using the net availability and other information provided in the preceding sections. • Actual deployment of patrol personnel in the field. • Call for service workloads, distributed on district, time of day and hourly basis. The first series of tables, show on the four pages appended to this subsection, provide the allocation of proactive time on a per-shift and overall basis for each of the three Districts. The results of this analysis are summarized below: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 27 Overall Proactive Time 2008, by District and Shift Shift District 1 District 2 District 3 Overall Day Shift 74.2% 29.5% 52.1% 46.4% Evening Shift 64.5% 21.8% 51.8% 41.2% Midnight Shift 79.6% 62.1% 70.0% 70.3% Overall 73.4% 37.6% 57.3% 53.1% The following points highlight the information presented above: • As shown above, the overall level of proactive time is high – approximately 53% across all shifts and Districts. Proactive time is highest in District 1 where approximately 73% of duty time is proactive. District 2 has the least amount of proactive time at 37%. • The table also shows that the midnight shift has approximately 70% proactive time. It is not uncommon to have high levels of proactive time on the midnight shift based on the need to provide a minimum level of staffing for officer safety (i.e. sufficient personnel to provide back-up in the event of a major incident) and in order to handle peak workload hours. As shown in the previous tables, calls for service begin to decline in District 1 after midnight. • Overall proactive time by shift is lowest during the evening shift (41%). This ranges from a low of 22% in District 2 to a high of 65% in District 1. The analysis shown above indicates that there may be opportunities to redeploy personnel among the District to better match workload and resources. In addition, there may be opportunities to reduce staffing in areas where there are high levels of proactive time. The tables, that follow, show the breakdown of the proactive time calculation by District and shift. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 28 CPD Patrol Districts (All) Proactive Time All Districts 0700 - 1700 1500 - 2300 2200 - 0800 Deployment Actual On-Duty Staffing (Officers — no supervisors) 71.62 22.13 26.66 22.83 Length of Shift (hours) 28.00 10.00 8.00 10.00 Total Gross Duty Time Available (mins.) 39,771 13,275 12,795 13,701 Less Breaks / Meals (1.5 hours / Officer) (6,446) (1,991) (2,399) (2,055) Net Duty Time Available 33,326 11,284 10,396 11,645 Reactive Workload Requirements Average Number of Calls for Service per Hour 7.68 8.31 10.49 4.74 Committed Time (Travel, On-Scene, Reports, Arrests, etc. - All Units) 72.82 72.82 72.82 72.82 Direct Call Handling Time (mins.) 15,615.11 6,050.44 6,110.10 3,454.57 Percentage of Time Committed to Reactive Workload 46.9% 53.6% 58.8% 29.7% Total Proactive Time Available After Reactive Work 53.1% 46.4% 41.2% 70.3% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 29 District 1 – Proactive Time District 1 0700 - 1700 1500 - 2300 2200 - 0800 Deployment Actual On-Duty Staffing (Officers — no supervisors) 12.23 4.07 4.40 3.76 Length of Shift (hours) 28.00 10.00 8.00 10.00 Total Gross Duty Time Available (mins.) 6,847 2,441 2,112 2,255 Less Breaks / Meals (1.5 hours / Officer) (1,100) (366) (396) (338) Net Duty Time Available 5,747 2,075 1,716 1,917 Reactive Workload Requirements Average Number of Calls for Service per Hour 0.75 0.74 1.05 0.54 Committed Time (Travel, On-Scene, Reports, Arrests, etc. - All Units) 72.82 72.82 72.82 72.82 Direct Call Handling Time (mins.) 1,531.08 536.07 608.89 390.37 Percentage of Time Committed to Reactive Workload 26.6% 25.8% 35.5% 20.4% Total Proactive Time Available After Reactive Work 73.4% 74.2% 64.5% 79.6% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 30 District 2 – Proactive Time District 2 0700 - 1700 1500 - 2300 2200 - 0800 Deployment Actual On-Duty Staffing (Officers — no supervisors) 29.29 9.06 10.81 9.41 Length of Shift (hours) 28.00 10.00 8.00 10.00 Total Gross Duty Time Available (mins.) 16,401 5,438 5,191 5,646 Less Breaks / Meals (1.5 hours / Officer) (2,636) (816) (973) (847) Net Duty Time Available 13,765 4,622 4,218 4,7 99 Reactive Workload Requirements Average Number of Calls for Service per Hour 4.21 4.48 5.66 2.50 Committed Time (Travel, On-Scene, Reports, Arrests, etc. - All Units) 72.82 72.82 72.82 72.82 Direct Call Handling Time (mins.) 8,591.75 3,260.34 3,299.24 1,821.05 Percentage of Time Committed to Reactive Workload 62.4% 70.5% 78.2% 37.9% Total Proactive Time Available After Reactive Work 37.6% 29.5% 21.8% 62.1% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 31 District 3 – Proactive Time District 3 0700 - 1700 1500 - 2300 2200 - 0800 Deployment Actual On-Duty Staffing (Officers — no supervisors) 28.39 8.99 11.44 7.95 Length of Shift (hours) 28.00 10.00 8.00 10.00 Total Gross Duty Time Available (mins.) 15,896 5,397 5,493 4,770 Less Breaks / Meals (1.5 hours / Officer) (2,555) (809) (1,030) (715) Net Duty Time Available 13,342 4,587 4,463 4,054 Reactive Workload Requirements Average Number of Calls for Service per Hour 2.79 3.01 3.69 1.67 Committed Time (Travel, On-Scene, Reports, Arrests, etc. - All Units) 72.82 72.82 72.82 72.82 Direct Call Handling Time (mins.) 5,691.96 2,195.17 2,150.68 1,215.00 Percentage of Time Committed to Reactive Workload 42.7% 47.9% 48.2% 30.0% Total Proactive Time Available After Reactive Work 57.3% 52.1% 51.8% 70.0% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 32 5. THE PROJECT TEAM DETERMINED STAFFING NEEDS IN EACH DISTRICT BASED ON WORKLOADS AND RECOMMENDED PROACTIVE TIME TARGETS. This section provides our calculation of the total patrol officer staffing needs in each District. These figures will be used as a baseline to evaluate redeployment opportunities among the Districts or staff allocations. Please note that the calculations shown on the following pages do not include the community policing teams (even though these units do handle calls for service when they are working – since their primary function is not to respond to calls for service). For each District, the total staffing requirements are shown based on the estimated number of calls for service in 2009 (the 2008 figures are inflated by 1% based on the estimated population growth from 2000 to 2005). These calculations also incorporate officer availability as well as additional personnel needed to cover turnover (i.e. extra time needed to cover staff losses and time needed to recruit, hire, and train new officers). The staffing calculations are shown on the pages that follow. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 33 Clearwater PD – 2009 Patrol Officer Staffing Needs (All Districts) Workload 1. COMMUNITY GENERATED WORKLOADS Factor • Calls for service (2009 Estimated: 2008 + 1%) 67,928 Handling Time All Units (actual) 1.11 Reports Requiring Additional Time 9,674 Estimated Time to Complete Report (Hrs.) 0.66 Report Writing Time per Call 0.09 Total Handling Time per Call (Hrs.) 1.20 TOTAL TIME REQUIRED TO HANDLE 81,524 COMMUNITY GENERATED WORKLOADS (HRS.) 2. TIME FOR PREVENTIVE PATROL AND SELF INITIATED ACTIVITIES • 45% of Available Time (Hrs.) 66,701 • 40% of Available Time (Hrs.) 54,349 3. TOTAL TIME REQUIRED TO HANDLE BOTH REACTIVE AND PROACTIVE ACTIVITIES • 45% of Available Time (Hrs.) 148,226 • 40% of Available Time (Hrs.) 135,873 4. PER OFFICER AVAILABILITY • Gross Annual Hours 2,080 • Use of Leave (Sick, Vacation, Injury) 312 • Court Time 40 • Training 65 • Department Meetings 6 • Net Duty Hours 1,657 • Lost Shift Time (Meals, Breaks, Briefing, etc.) 207 * Total Available Shift Hours 1,450 5. POLICE OFFICERS REQUIRED TO HANDLE WORKLOADS • 45% of Available Time 102 • 40% of Available Time 94 6. POLICE OFFICERS REQUIRED GIVEN EST. TURNOVER (5%) AND TIME NEEDED TO ACADEMY AND FIELD TRAIN • 45% of Available Time 107 • 40% of Available Time 98 7. ADJUSTMENT FOR USE OF TWO 10-HOUR SHIFTS AND ONE 8-HOUR SHIFT Adjustment Factor (28 hours per 24 hour day) 1.17 • 45% of Available Time 126 • 40% of Available Time 115 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 34 Clearwater PD – 2009 Patrol Officer Staffing Needs (District 1) Workload 1. COMMUNITY GENERATED WORKLOADS Factor • Calls for service (2009 Estimated: 2008 + 1%) 6,644 Handling Time All Units (actual) 1.11 Reports Requiring Additional Time 954 Estimated Time to Complete Report (Hrs.) 0.66 Report Writing Time per Call (Hrs.) 0.09 Total Handling Time per Call (Hrs.) 1.20 TOTAL TIME REQUIRED TO HANDLE 7,979 COMMUNITY GENERATED WORKLOADS (HRS.) 2. TIME FOR PREVENTIVE PATROL AND SELF INITIATED ACTIVITIES • 45% of Available Time (Hrs.) 6,528 • 40% of Available Time (Hrs.) 5,319 3. TOTAL TIME REQUIRED TO HANDLE BOTH REACTIVE AND PROACTIVE ACTIVITIES • 45% of Available Time (Hrs.) 14,507 • 40% of Available Time (Hrs.) 13,298 4. PER OFFICER AVAILABILITY • Gross Annual Hours 2,080 • Use of Leave (Sick, Vacation, Injury) 312 • Court Time 40 • Training 65 • Department Meetings 6 • Net Duty Hours 1,657 • Lost Shift Time (Meals, Breaks, Briefing, etc.) 207 * Total Available Shift Hours 1,450 5. POLICE OFFICERS REQUIRED TO HANDLE WORKLOADS • 45% of Available Time 10 • 40% of Available Time 9 6. POLICE OFFICERS REQUIRED GIVEN EST. TURNOVER (5%) AND TIME NEEDED TO ACADEMY AND FIELD TRAIN • 45% of Available Time 11 • 40% of Available Time 10 7. ADJUSTMENT FOR USE OF TWO 10-HOUR SHIFTS AND ONE 8-HOUR SHIFT Adjustment Factor (28 hours per 24 hour day = 28/24) 1.17 • 45% of Available Time 13 • 40% of Available Time 12 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 35 Clearwater PD – 2009 Patrol Officer Staffing Needs (District 2) Workload 1. COMMUNITY GENERATED WORKLOADS Factor • Calls for service (2009 Estimated: 2008 + 1%) 36,576 Handling Time All Units (actual) 1.11 Reports Requiring Additional Time 5,255 Estimated Time to Complete Report (Hrs.) 0.66 Report Writing Time per Call (Hrs.) 0.09 Total Handling Time per Call (Hrs.) 1.20 TOTAL TIME REQUIRED TO HANDLE 43,927 COMMUNITY GENERATED WORKLOADS (HRS.) 3. TOTAL TIME REQUIRED TO HANDLE BOTH REACTIVE AND PROACTIVE ACTIVITIES • 45% of Available Time (Hrs.) 35,941 • 40% of Available Time (Hrs.) 29,285 3. TOTAL TIME REQUIRED TO HANDLE BOTH REACTIVE AND PROACTIVE ACTIVITIES • 45% of Available Time (Hrs.) 79,868 • 40% of Available Time (Hrs.) 73,212 4. PER OFFICER AVAILABILITY • Gross Annual Hours 2,080 • Use of Leave (Sick, Vacation, Injury) 312 • Court Time 40 • Training 65 • Department Meetings 6 • Net Duty Hours 1,657 • Lost Shift Time (Meals, Breaks, Briefing, etc.) 207 * Total Available Shift Hours 1,450 5. POLICE OFFICERS REQUIRED TO HANDLE WORKLOADS • 45% of Available Time 55 • 40% of Available Time 50 6. POLICE OFFICERS REQUIRED GIVEN EST. TURNOVER (5%) AND TIME NEEDED TO ACADEMY AND FIELD TRAIN • 45% of Available Time 58 • 40% of Available Time 53 7. ADJUSTMENT FOR USE OF TWO 10-HOUR SHIFTS AND ONE 8-HOUR SHIFT Adjustment Factor (28 hours per 24 hour day = 28/24) 1.17 • 45% of Available Time 68 • 40% of Available Time 62 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 36 Clearwater PD – 2009 Patrol Officer Staffing Needs (District 3) Workload 1. COMMUNITY GENERATED WORKLOADS Factor • Calls for service (2009 Estimated: 2008 + 1%) 24,117 Handling Time All Units (actual) 1.11 Reports Requiring Additional Time 3,465 Estimated Time to Complete Report (Hrs.) 0.66 Report Writing Time per Call (Hrs.) 0.09 Total Handling Time per Call (Hrs.) 1.20 TOTAL TIME REQUIRED TO HANDLE 28,964 COMMUNITY GENERATED WORKLOADS (HRS.) 3. TOTAL TIME REQUIRED TO HANDLE BOTH REACTIVE AND PROACTIVE ACTIVITIES • 45% of Available Time (Hrs.) 23,698 • 40% of Available Time (Hrs.) 19,309 3. TOTAL TIME REQUIRED TO HANDLE BOTH REACTIVE AND PROACTIVE ACTIVITIES • 45% of Available Time (Hrs.) 52,662 • 40% of Available Time (Hrs.) 48,273 4. PER OFFICER AVAILABILITY • Gross Annual Hours 2,080 • Use of Leave (Sick, Vacation, Injury) 312 • Court Time 40 • Training 65 • Department Meetings 6 • Net Duty Hours 1,657 • Lost Shift Time (Meals, Breaks, Briefing, etc.) 207 * Total Available Shift Hours 1,450 5. POLICE OFFICERS REQUIRED TO HANDLE WORKLOADS • 45% of Available Time 36 • 40% of Available Time 33 6. POLICE OFFICERS REQUIRED GIVEN EST. TURNOVER (5%) AND TIME NEEDED TO ACADEMY AND FIELD TRAIN • 45% of Available Time 38 • 40% of Available Time 35 7. ADJUSTMENT FOR USE OF TWO 10-HOUR SHIFTS AND ONE 8-HOUR SHIFT Adjustment Factor (28 hours per 24 hour day = 28/24) 1.17 • 45% of Available Time 45 • 40% of Available Time 41 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 37 The following points highlight the information presented above: • As shown above, in order to meet a 45% proactive time target, the CPD needs 126 Officers assigned to the patrol districts (not including community policing teams which are discussed later). This is based on a number of factors including: an increase of 1% (based on population growth from 2000 to 2005) in the number of community generated calls for service, net availability (less leaves, training, etc.), turnover (estimated at 5%), and an adjustment for the Department current shift schedule. At a 40% proactive time level, the CPD needs 115 Officers. Currently, 116 Officers are assigned to Patrol duties. • The staffing analysis overall indicates that a more efficient shift schedule would require fewer Officers to meet targeted levels of proactive time. As shown above, in order to meet a 45% proactive time overall, an eight-hour shift schedule would require 17 fewer Police Officers. In reality however, due to minimum staffing targets needed for District 1 (discussed below), approximately 9 fewer Officers are needed. This is due to the fact that a minimum of 3 Officers at all times are recommended for District 1, which requires much higher levels of proactive time. • The staffing analysis for District 1 shows that a total of 13 Officers are needed to provide 45% proactive time. At 40% proactive time, the District needs 12 Officers. Currently, 20 Officers are assigned to District 1. • The staffing analysis for District 2 shows that a total of 68 Officers to provide for 45% proactive time, and 62 Officers to provide 40% proactive time. Currently, a total of 49 Officers are assigned to District 2. • Analysis of staffing needs in District 3 shows that a total of 45 Officers are need to provide 45% proactive time and 41 are need to provide 40% proactive time. Currently, 47 Officers are assigned to District 3. Overall, the staffing analysis indicates that District 1 is overstaffed and District 2 is significantly understaffed. The analysis also shows that the use of the 10-hour shift has a significant impact on staffing needs. The previous section shows that the overall level of proactive time within patrol is 56% — well above recommended targets. The high level of proactive time is due to the use of the 10-hour shift, which requires more officers, as well as the low level of workload within District 1 and on the midnight shift in CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 38 each District. Based on this analysis, the project team makes the following findings and recommendations: • Current staffing levels within District 1 are high compared to workload. However, in areas that are somewhat isolated, as is the beach area, staffing is typically based on a minimum targets for police response and officer safety. The District therefore should be staffed based on the need to provide rapid response to emergency incidents as well as to provide officer back-up for serious incidents. As a result, the project team believes that the District should be staffed with a minimum of 3 Officers at all times. This would allow the District to handle a domestic incident with 2 Officers and have 1 Officer available to respond elsewhere in the District. Based on the current approach scheduling approach, the District has an average of 3 Officers on duty at all time. As a result, the current approach to staffing is reasonable. However, give the very high levels of proactive time available within the District (73%) as well as the low Officer to Supervisor ratios (4 to 1), the CPD should modify its approach to staffing the community policing team. This issue will be discussed in the next section. • The CPD should modify the deployment of personnel within District 2 to better match workloads and Officer deployment. This includes re-deploying 2 Officers from Midnight shift to the Day Shift, and adding 4 Officers to the Evening Shift as shown below: District 2 Changes Shift Current Change Total Day 8 2 10 Day Relief 10 0 10 Evening 11 4 15 Midnight 11 -2 9 Night Relief 9 0 9 Total 49 4 53 With this change, an additional Sergeant will need to be added to the Evening Shift since the span of control will go from 1:11 to 1:15. The CPD should redeploy the FTO / Admin. Sergeant assigned to Days since this is the FTO Team, and the position provides support to the current Sergeant over the evening shift. This change will result in proactive time levels of 41% on Days, 40% on Afternoons, and 55% on Midnight, or 43% overall. A 40% level of proactive time during the day is justified based on the use of the Bike / CHIP team in the District during the day, as well as CPR West and North Greenwood. • The CPD should modify the deployment of personnel within District 3. This includes a redeployment of 4 Officers to District 2. This includes the following: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 39 District 3 Changes Shift Current Change Total Day 8 8 Day Relief 9 -1 8 Evening 12 -1 11 Midnight 9 -1 8 Night Relief 9 -1 8 Total 47 -4 43 As shown above, the recommended changes include redeployment of 4 Officers resulting in each team being staffed with 8 Officers, with the exception of the Evening Team, which would be staffed with 11 Officers. • The City and the CPD should consider the use of an 8-hour shift schedule to reduce the number of Officers needed to meet a 40% proactive time target in District 2 and District 3 and provide recommended minimum staffing in District 1 (3 at all times). Under an 8-hour shift schedule, the CPD would need 107 Patrol Officers overall, or approximately 9 fewer Officers than currently assigned. Recommendation: The CPD should redeploy personnel as described in this section. Recommendation: The City and the CPD should consider the use of an eight-hour shift schedule in patrol. This would reduce the need for 9 Police Officers positions. At an estimate cost of $73,400 per position in salary and benefits, this is a savings of $660,800. This would require negotiation as the current shift schedule is included in the contract. 6. THERE ARE OPPORTUNITIES TO STREAMLINE THE ORGANIZATION OF SPECIAL ENFORCEMENT UNITS AND COMMUNITY POLICING TEAMS. As described in an earlier section, the Patrol Division uses a number of community policing teams to provide targeted proactive enforcement of problem areas within the City. The purpose of each team is to provide dedicated resources to address specific problems; however, each team has a different focus,. For example, the Beachwalk Community Policing Team is tasked with handling issues at the Beachwalk, particularly during the tourist season; while the CPR East Team is charged with dealing with drugs, prostitution, and other crimes in problem neighborhoods. Each team utilizes CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 40 personnel flexibly to conduct surveillance, drug buys, handle peak hours (e.g. high tourist traffic at the beaches), etc. When evaluating special enforcement units, the project team generally focuses on three major issues: • Is there a clear mission / goal in place for each proactive enforcement unit. Are the activities of the unit monitored and evaluated regularly? • Are the activities of the unit effectively coordinated with other field services units? Are resources flexibly utilized? • Are proactive enforcement teams logically organized based on mission, scope, geographic responsibility, and spans of control? • Do current workloads, availability of proactive time within the service area, as well as geographic responsibility justify the level of resources dedicated to specialized units? In evaluating the community policing teams in place within Clearwater, the project team makes a number of findings / observations. The points, which follow, provide description: • Based on the size of the City, the CPD uses a large number of proactive enforcement / Community Policing units. As shown in a 2007 survey conducted by the City, and the comparative survey conducted by the project team, Clearwater has the highest level of Officers assigned to specialized Community Policing teams of any similarly sized agency. This information is shown below: City Community Policing Assignments Total Sworn Alameda, CA 2 99 Bellevue, WA 8 175 Boca Raton, FL 4 198 Boulder, CO 1 171 Broken Arrow, OK 0 123 Cedar Rapids, IA 0 203 Chula Vista, CA 0 244 Coral Springs, FL 10 202 Edmond, OK 0 116 Fort Collins, CO 5 164 Fremont, CA 0 196 Garland, TX 21 328 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 41 Irving, TX 4 344 Lincoln, NE 0 317 Naperville, IL 0 189 Norman, OK 1 135 Olathe, KS 0 175 Overland Park, KS 8 261 Plano, TX 15 360 Richardson, TX 0 149 San Angelo, TX 3 154 Lakeland, FL 8 227 Miami Garden, FL 2 251 North Miami Beach, FL 0 121 Sunrise 2 184 Average 4 203 Clearwater 27 227 While each agency’s service demands and crime issues are unique, the information shown above indicates that special assignments within the CPD are at the high end of typical ranges in other, similarly sized agencies. Only two agencies, Garland, TX and Plano, TX have more than 10 Officers assigned to Community Policing Teams, and both agencies are significantly larger than the CPD. • Based on the high levels of proactive time in District 1, the use of a dedicated special enforcement team is excessive. As shown previously, District 1 averages approximately 1 call for service per hour, or less, and averages 73% proactive time. As a result, there is available Officer time for targeted enforcement of these areas. • The CPD assigns a large number of personnel to the District 2 Bike / CHIP Team. As shown in the previous section, redeployment of personnel would result in a baseline proactive time level of 43% within District 2, which is a high level of service. In addition, the CPD already assigns two dedicated proactive enforcement units, comprised of 2 Sergeants and 9 Officers (North Greenwood: 1 Sgt., 5 Officers; and CPR West: 1 Sgt. 4 Officers), to the District. Dedication of an additional 7 Officers to the Downtown Bike Team and CHIP is excessive. As a result, the CPD should assign a core group of 1 Sgt. and 4 Officers to the Bike / CHIP team. Two of these positions are funded by the CRA. • While the teams may work together to address crime trends (e.g. vehicle burglaries at the malls during the holidays), they largely function independently and work different schedules. • The spans of control within the teams are small. For example, the CPR West team is assigned 4 Officers and 1 Sergeant, the Beachwalk Team is assigned 3 Officers and 1 Sergeant, and the CPR East Team is assigned 3 Officers and 1 Sergeant. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 42 • The CPD does not require that special enforcement teams report on their activities on a regular basis. For example, the CPD does not develop written operational plans, which incorporate crime statistics, resource commitments (officer hours), and outcome statistics (e.g. arrests, citations, drug confiscations, etc.). Reviews are done verbally on a regular basis (weekly), but there are no written targets in place. • The CPD’s COP teams also respond to calls for service in their areas of responsibility when they are on duty – making them somewhat different than many of their counterparts. The project team believes that the current organization of the Community Policing Teams is not optimal. Based on the size of the City, the number of community policing teams is excessive. In addition, the dedication of resources to small geographic areas, with separate command structures, limits the ability of the CPD to utilize personnel flexibly and re-deploy personnel should new crime trends emerge. In addition, the size of the teams, particularly North Greenwood, CPR West, and CPR East limits their operations. In other mid-sized departments, one or two proactive enforcement teams are utilized. For example, St. Petersburg uses a team of 13 Officers and 1 Lieutenant for its main proactive enforcement team, in addition to a downtown enforcement team that focuses on local business issues, homelessness, and other quality of life concerns. Based on these findings, the project team makes the following recommendations: Recommendation: The CPD should re-organize the North Greenwood, Community Problem Response West, and Community Problem Response East Teams and create two proactive enforcement teams of 6 Officers and 1 Sergeant. These teams should be deployed flexibly to known problem areas as well as to areas with emerging crime issues. This approach would eliminate 1 Sergeant position. This results in savings of $91,400 in salaries and benefits (assumes mid-point salary + 30% benefit rate). Recommendation: Based on the overall level of proactive time resulting from redeployment of Officers, the presence of a newly organized CPR West Team, and geography and scope of responsibility, the City and the CPD should consider CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 43 reducing the number of Officers assigned to the Downtown Bike Team / CHIP Team to 1 Sergeant and 4 Officers. This approach would reduce the number of Officers by 3 and result in cost savings of $220,279 in salaries and benefit costs (assuming mid point salary of $56,482 + 30% benefit rate). Recommendation: The City should consider elimination of the Beachwalk Community Policing Team. As shown in the previous section, District 1 has high levels of proactive time available within the District, which would provide adequate time to provide routine patrol of these areas. As a result, the project team recommends that the team be dissolved. This would eliminate 1 Sergeant’s positions and three Officer positions. This results in savings of $311,679 in salaries and benefits (assumes mid-point salary + 30% benefit rate). Recommendation: The CPD should require quarterly reporting of each team’s activities. These reports should be utilized to evaluate the team’s performance in achievement of its core mission. This should be done in writing rather than relying on verbal reviews. 7. ANALYSIS OF TRAFFIC ENFORCEMENT INDICATES THAT ADDITIONAL ENFORCEMENT EFFORTS ARE NEEDED. The Traffic Enforcement Section assigns seven officers to provide primary traffic enforcement services. These personnel primarily work Monday through Friday; however, three officers work Saturday from 1500 to 0100. Four officers are assigned to motors units from 0700 to 1500 Monday through Friday. A Sergeant oversees the seven officers. In addition, six Police Service Technicians provide support to the Traffic Enforcement Section. These personnel are responsible for responding to minor traffic accidents, abandoned vehicle incidents, transporting found property, providing traffic control, and other duties. The primary purpose of traffic enforcement and selective enforcement units is to impact the number of accidents within the City. Particular attention should also be paid to reducing the number of injury accidents and traffic fatalities that occur each year. Research conducted by the National Traffic Safety Institute and confirmed by additional research completed by traffic safety research organizations at Northwestern University CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 44 and the University of California at Berkeley has indicated that there is a relationship between levels of, and changes in, citation volume and motor vehicle accident frequency. Based on this research, a measure of traffic enforcement effectiveness has been developed. This measure, termed the “Traffic Enforcement Index”, compares moving citations and traffic warnings with injury accident frequency. The ratio is calculated as follow: Number of Moving Citations Issued + DUI Arrests Traffic Enforcement Index = ________________________________ Number of Injury Accidents The research indicates that the optimum effectiveness range for the traffic enforcement index is 35 to 40 (i.e. ratio of 35 moving citations issued for each injury accident which occurs in the community). As traffic citations and DUI arrests increase, injury accidents decrease, and the 35 to 40 ratio is the range in which enforcement activities have an optimum impact. The project team evaluated the current level of traffic enforcement within Clearwater. The table, below, shows the total number of traffic citations and DUI arrests compared to injury accidents during the first five months of 2008: Clearwater Police Department Traffic Enforcement Index Total Citations 19,602 DUI Arrests 446 Injury Accidents 757 Traffic Enforcement Index 26 As shown above, the current traffic enforcement index in Clearwater is 26. This is below the recommended target of 35 citations per injury accident. The project team next evaluated the productivity of officers assigned to traffic enforcement. As a guideline, the CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 45 project team uses a benchmark of one citizen contact per duty hour to evaluate officer utilization. Based on the current staffing within the traffic enforcement section, net on- duty time, and the number of traffic stops, the project team estimated the number of citizen contacts made by the traffic enforcement unit. This estimate is shown below: Officers 7 Net Duty Hours 1,450 Total Available Hours 10,150 Traffic Stops 4,180 Back-ups / Calls 1,010 Citizen contacts per hour 0.51 As shown above, the traffic enforcement section officers average less than one citizen contact per hour. As a result, there are opportunities to increase the level of traffic enforcement to the best practice range of 35 to 1. Assuming that the unit met the recommended target for citizen contacts, and half of these resulted in a citation, this activity would increase the number of traffic citations by 2,486 citations. This would increase the traffic enforcement index to 29 to 1. Moreover, one additional citation per patrol officer every other day would result in an additional 8,410 citations per year, improving the index to 37 to 1. Based on available proactive time within patrol (53%), there is sufficient available time to increased traffic enforcement activities. Recommendation: The CPD should focus on increasing the level of traffic enforcement to meet the recommended benchmarks for traffic enforcement. This would require additional citizen contacts (i.e. traffic stops, etc.) from traffic enforcement officers and / or one additional citation per patrol officer every other day. 8. THE CPD STAFF THE K-9 UNIT TO PROVIDE AT LEAST ONE K-9 AVAILABLE EACH DAY. The CPD currently assigns four Officers and one Sergeant to the K-9 Unit. These personnel generally work an evening and midnight shift and work 8-hour shifts. This provides a minimum of one K-9 per day for tracking, area searches, building searches, CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 46 evidence recovery, narcotics search and screening, and other duties. All K-9 personnel work on Wednesday which is the mandatory training day for K-9 Officers. In addition, each Officer is required to train 2.5 hour each day and is provided 45 minutes for dog care. The table, below, provides a summary of workload and activities performed by the K-9 Unit during 2008: CPD – 2008 K-9 Activity Total Calls Responded 1,105 Total Deployment 384 Tracks 162 Area Searches 108 Building Searches 52 Straight Release 1 Perimeter 57 Evidence Recovery 8 Narcotics 5 Currency Screen 18 Arrests - Felony 46 Arrests - Misdemeanor 19 Apprehensions - Felony 2 Apprehensions - Misdemeanor 2 Callouts 23 As shown above, the K-9 unit handled 1,105 calls for service and deployed canines 384 times. Due to the presence of at least one K-9 unit on duty during the afternoon and evening hours, only 23 callouts were made. The current schedule utilized by the K-9 unit results in the following schedule deployment: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 47 CPD – K-9 Unit Scheduling 2009 Hour Sun Mon Tues Wed Thur Fri Sat 0100 2 1 3 3.25 4 3 2 0200 2 1 2 2 3 2 2 0300 1.25 1 2 2 2.25 1.25 1.25 0400 1 1 1.25 0.5 1.25 0.25 0.25 0500 0.25 0.25 0.25 0 0.25 0 0 0600 0 0 0 0 0 0 0 0700 0 0 0 0 0 0 0 0800 0 0 0 0 0 0 0 0900 0 0 0 0 0 0 0 1000 0 0 0 0 0 1 0 1100 0 0 0 0 0 1 0 1200 0 0 0 0 0 1 0 1300 0 0 0 0 0 1 0 1400 0 0 0 0 0 1 0 1500 0 0 0 0 0 1 0 1600 0 2 1 2 2 1 0 1700 0 2 1 2 2 0.25 0 1800 0 2 2 2 2 0 0 1900 0 2 2 2 2 0 0 2000 0 2 2 3 3 1 1 2100 0 3 4 5 4 2 1 2200 1 4 4 5 4 2 2 2300 1 3.25 4 4.25 3.25 2 2 2400 1 3 3 4 3 2 2 As shown above, the current schedule provides for an average of one to two K-9 units scheduled during the evening shift Monday through Friday. In addition, there are times where 3 or 4 units are scheduled, particularly on Wednesday, which is a training night. The current schedule accommodates one unit off for sick or vacation leave, as well as opportunities for training throughout the week. The deployment of K-9 units is based on a local jurisdiction’s decisions about service levels, local risks (e.g. public events, and desire for rapidity of response for special services, such as utilization of canines. While many jurisdictions share these services to defray the costs of specialized training, canine maintenance and care, and liability issues, these decisions are based on resource commitments of each agency and service level goals. In addition, sharing specialized units increases the utilization of CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 48 these resources. For example, one option available to the City would be to share these services with the Pinellas County Sheriff’s Office. However, the availability of these personnel when needed, and the response time of this unit would be a primary concern. As shown above, K-9 utilization is fairly high. These personnel also provide back-up to patrol units and are part of the SWAT Team deployment. Recommendation: Maintain current K-9 Unit staffing of 1 Sergeant and 4 K-9 Officers. 8. THE CLEARWATER POLICE DEPARTMENT EFFECTIVELY UTILIZES CIVILIAN PERSONNEL AS PART OF ITS DIFFERENTIAL POLICE RESPONSE POLICY. The Clearwater Police Department utilizes civilian personnel within the Records Unit as well as within Patrol to handle low priority calls for service including abandoned vehicles, found property, parking violations, “cold” burglary and theft calls, and other non-life threatening incidents. These calls are diverted to civilian responders or the telephone reporting unit when only a simple report is needed. In addition, the Police Service Technicians within Traffic Support handle minor traffic accidents as well as transport of found property, provide parking enforcement, and transport Department vehicles for maintenance and service. The use of “differential police response” has a relatively long history in the United States with the roots of the program extending back to work conducted more than 35 years ago. The use of differential police response is intended to address a number of issues that have been of increasing significance to police departments around the country. These issues include: • Use of 9-1-1 in conjunction with public expectations has dramatically increased demands for service from the police in most communities. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 49 • Community resources are constrained and alternatives to police response have become increasingly important. • Public education efforts, use of 3-1-1 (non-emergency hotlines) and other approaches, have demonstrated varying levels of success in the communities that have made such efforts and investments. The table, below, provides a brief description of the history of the differential police response approach to law enforcement: Year Development in Differential Police Response 1967 Presidents Commission on Law Enforcement and Administration of Justice delivers a report that suggests that police need to work to be more responsive to community needs – a key aspect of which is through improved communication with the community. 1968 National Advisory Commission of Civil Disorders found that law enforcement agencies must provide comprehensive services and recommended that police re-examine the traditional police organizational structure and processes. 1972 Kansas City Preventative Patrol Study found that preventative patrol time is not only uncommitted time but that it is also unproductive time. Also found that isolating Police Officers in their cars and making them solely responsive to radio calls for service made them less responsive to the community and its needs. 1977 Kansas City Response Time Study found that a large proportion of the most serious (i.e. FBI Part 1) crimes are not susceptible to the impact of rapid police response. Further, the study found that for the majority of calls that could be impacted by rapid response, the rapidity of response was most often linked to how quickly the complainant called rather than how quickly the police department responded. Said in another way, the study found that very low response times did nothing to deter crime and did little to result in the immediate apprehension of criminals. 1977 National Institute of Law Enforcement and Criminal Justice (various field research projects) found that there is no universal deployment approach or tactic that can work equally well in all communities. Further, the studies showed that traditional deployment approaches allow police to intervene (typically after the fact) in incidents but do nothing to result in reduction of criminal activity or to improve the general quality of life in the community. 1980 National Center for Community Police Research found that the public is equally interested in police response to crimes and to police provision of order maintenance and assistance with quality of life issues. 1981 National Institute of Justice’s Differential Police Response Study examined approaches to reducing police response to non-emergency calls for service. The study found that a large number of calls could be handled over the phone, by non-sworn field personnel or by simply delaying the response to the call for service. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 50 Year Development in Differential Police Response 1985 Police Executive Research Forum’s Studies in San Diego, Peoria and Rochester found that the use of sophisticated technology and deployment strategies to reduce response times were well intentioned but generally misguided – fast response times neither addressed crime effectively nor enhanced citizen satisfaction with the police department. 1988 Bureau of Justice Statistics studies found that only 10% of a Police Officer’s time is spent on crime related activities. The remainder of the time is spent handling administrative functions, patrolling and other activities. 1990’s A number of practical and local experiments have taken place to address the potential of various strategies in improving the ability of the police to respond effectively to the most critical issues while at the same time improving their operational efficiencies. These programs have included: self-reporting (gas drive offs, “beer runs” are examples); call-in reporting (misdemeanors, theft of property from a motor vehicle, etc.); and civilian field responders (minor accidents, misdemeanor reports, minor felony reports, evidence collection, traffic control). The use of differential police response has taken on a number of forms in various communities around the United States (and the world). The most common approaches include the following: Approach Description of Key Elements Call Queuing • Calls are grouped by type into different priority levels. • Calls of the highest priority are dispatched immediately (Officers may even be broken away from on-going calls to respond). • Calls of a lower priority will be placed in a queue or stacked until an appropriate unit is available. This may mean holding the call for a unit specifically assigned to the beat where the call has originated, waiting for a special unit (vice, narcotics, youth), etc. Self Reporting • Offered for call types where the caller needs the police report primarily for insurance purposes – i.e. where there is little chance of apprehending the offender. • Most often used for call types such as: gas drive offs, “beer runs,” and other minor thefts. • Reports are either mailed, faxed or made (in-person) by the complainant with no Officer involvement. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 51 Approach Description of Key Elements Phone Report Taking • As with Call Queuing, this approach relies on the triage of calls for service before the fact. • Call takers are provided with a set of questions related to pre- determined protocols which lead to the ultimate decision regarding whether to send an Officer or whether to take the report by phone. • To enhance the success of these programs, the call takers are encouraged to provide the caller with information regarding the response time of an Officer (very long) compared to doing the report over the phone (immediate) and to take other steps to educate the public. • These steps taken by the call takers are often conducted in conjunction with other educational efforts by the department. Civilian Field Report Taking • Departments will dispatch uniformed non-commissioned (non- sworn) to take reports from complainants in the field. • Some departments utilize these positions as a way of augmenting the approaches described, above. • Others use them as a way of handling calls that might have otherwise been taken over the phone (in another agency). Field Civilians in Other Roles • An expansion of the above roles. This approach has uniformed non-sworn personnel responding to calls for service that have been determined to be of 1) lower risk, 2) higher priority than those calls taken over the phone and 3) to have the potential for requiring some follow-up – such as with evidence collection or photography. • Departments send these staff members to a wide range of call types. • Examples include: misdemeanors, traffic accidents, minor felonies, non-violent issues, civil matters, etc. In Clearwater, the Police Department has adopted a program of taking police reports over the telephone using its Telephone Reporting Unit (where civilian call takers complete the police report over the telephone with the complainant) as well as deploying civilian responders in the field to handle minor incidents such as traffic accidents, abandoned vehicles, found property. The table, below, provides a summary of workloads handled by the TRU and the Traffic Support Team from October 2007 to September 2008: Unit Reports % of 08 CFS TRU - 07/08 5,528 7.44% PST - Traffic Support 1,540 2.07% Total TRU/PST Report 7,068 9.51% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 52 As shown above, the TRU and Traffic Support Team handled 7,068 reports during fiscal year 2007-08. This represents approximately 10% of total community generated calls for service and 20% of total reports taken (35,113) during the same period. This is a fairly high level of call diversion. Typically, the project team recommends that law enforcement agencies target between 5% to 15% of total calls for service through the use of telephone reporting, internet reporting, and civilian field response. The CPD has also made effective use of civilian responders and volunteers in other roles throughout the Department including AmeriCorps and volunteers. These personnel are used for a number of functions including traffic control, park patrol, crowd control, and general support at special events and large public events. Recommendation: The City and the CPD should continue its efforts to handle low priority, non-emergency calls for service with civilian personnel. The CPD should also continue its pursuit of the use of internet reporting for minor incidents where a simple report is required. This effort is underway with the assistance of the City’s IT Department. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 53 3. ANALYSIS OF CRIMINAL INVESTIGATIONS The Criminal Investigations Division is responsible for conducting follow-up investigations and providing proactive investigations of vice and narcotics issues. This chapter is organized to focus on three major areas of interest: • Case Management; • Staffing and operations in the case handling units; • Staffing and operations in the proactive units. The first section focuses on the way in which cases are assigned and managed in the Police Department. 1. INVESTIGATIVE EFFECTIVENESS IS EVALUATED DIFFERENTLY THAN FIELD OPERATIONS. As the Matrix Consulting Group has worked with investigative analysis in over more than 25 years working with law enforcement agencies, we have found that it is more difficult to evaluate the staffing levels required by criminal investigations because, unlike field services, more subjective and qualitative determinants of workload and work practices are more important. Factors making comparative analyses difficult include: • Approaches used to screen, assign, and monitor cases are different among law enforcement agencies. • What is actually investigated varies by agency. The extent to which agencies assign misdemeanor level property crime cases to detectives varies. Also, the extent to which patrol performs preliminary investigation varies widely and impacts detective caseloads. It should be noted that the CPD does an excellent job of identifying the types of investigations that patrol officers can and should handle. A significant number of cases are investigated in Patrol that are often investigated by detectives in other agencies. • Work practices vary tremendously among agencies, relating to interviewing techniques, mix of telephone and in-person interviews, use of computer CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 54 technologies, and the time devoted to clerical tasks. • The nature of the caseload is also a critical factor to consider when examining quantitative factors relating to investigative activity. Each case is different in terms of leads, suspect description, and other available information. The way information in a single case combines with information on other cases also impacts investigative actions. • Finally, the nature of the community itself is a factor in evaluating investigative workload and staffing needs. Citizen expectations translate into service levels impacting detectives in terms of what is investigated and how investigations are conducted. Collectively, these factors portray a different type of workload compared to that which depicts patrol workload. In patrol, workload can be characterized broadly by the following factors: • High volume/fast turnaround work. • Work oriented not toward solution of a complex case, but oriented toward documenting available evidence at a crime scene and initiating contacts with victims and witnesses. • Deployment practices designed to result in a rapid response of personnel. Therefore, unlike patrol, investigative workload cannot be converted into quantitative methodologies to arrive at required staffing levels. Investigative staffing requirements need to be examined from a variety of perspectives in order to obtain an overall portrait of staffing issues, case handling issues and philosophies having an impact on staffing needs. The perspectives we employed in our study of investigative staffing include the following: • The project team reviewed case management practices through interviews with staff and obtained caseload data for each of the units, where available. • The project team compared CPD’s investigator staffing and workload with detectives in other law enforcement agencies. • The project team examined other measures of workload as well as effectiveness CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 55 of investigative services. It should be noted that caseload and workload data availability varies between agencies and the analytical methods used are improved by automated case management systems that accurately report investigator workloads and work progress. The Clearwater Police Department has a sophisticated automated case management system that provides a significant amount of workload data, enabling more comprehensive data analysis and increasing the confidence in data accuracy. The system is used widely by case handling unit Sergeants who are knowledgeable in caseload management and tracking of investigator progress and productivity. 2. THE CRIMINAL INVESTIGATIONS DIVISION COMPARES FAVORABLY TO BEST MANAGEMENT PRACTICES. The project team compared the operations of the Criminal Investigations Division to an extensive set of best management practices. Our findings are outlined, below: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 56   Performance Target Does the Department Meet the Target? Potential Improvements CASE HANDLING DETECTIVES Investigative staff ratios by various measures: • Number of case handling investigators compared to the number of Part I crimes (comparative average of 200- 400). • Number of cases per investigator is 15-20 for ‘property crimes’ and 8-12 for ‘person crimes’. This translates into the following averages for cases ‘assigned’ per investigator – 50 for property crimes and 10 for most person crimes. Auto theft typically functions with case assignments in excess of 50 cases; fraud typically functions with cases assignments resembling person crimes because of their complexity. The City of Clearwater has forwarded their 2008 UCR (Uniform Crime Report) data to the FDLE. These data indicate a total of 5,776 “Part 1” crimes (these include the most serious offenses: homicide, rape, robbery, aggravated assault, burglary, larceny / theft and motor vehicle theft). This figure, divided by the total number of case handling detectives results in a figure of approximately one detective per every 193 cases. The CPD is very focused on the inactivation of cases when the case either has 1) no investigative leads worthy of additional effort or 2) leads have been exhausted pending further results (subpoena returns, lab results, etc.). This results in open / active caseloads that are typically less than 10 per Detective. However, there were 18,963 open / active cases assigned to Detectives between 10/1/07 and 9/30/08 – this equates to an average of 632 cases per Detective, or more than 50 assignments per month (with higher levels assigned to property investigators and lower levels assigned to person crimes investigators). The ratio of management and supervisory personnel is appropriate and approximates industry standards. One-on-one reporting relationships exist only in cases where they are justified by unusual or extenuating circumstances. All Detective units operate with ratios of at least 1:5 or greater in terms of Sergeants to Detectives. There are no examples of 1:1 reporting relationships, even at the command staff levels of the Division. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 57 Performance Target Does the Department Meet the Target? Potential Improvements Unit supervisors are utilizing a formal case management system that involves screening cases for solvability, assigning cases based on workloads, reviewing cases once assigned, and making decisions about proceeding based on case progress criteria. The Police Department is intensively utilizing its case management systems. Cases are assigned using solvability, workload and geography. Cases which are assigned as “inactive” are still routed to the appropriate Detective / Unit for review and potential pattern identification. Cases are actively managed using specific deadlines and reports. Reports are reviewed actively by Detectives, Sergeants and command staff members. Cases are inactivated, even while still being worked, when the Detective is awaiting additional information that may not arrive for a protracted time period. There is some disparity among the various case handling units in terms of Sergeant involvement in case screening and assessment of cases assigned as “inactive.” More active participation by the Sergeants, in particular through the review of case assignments made by the Investigative Support Unit, may be warranted. The software used by the CPD does not enable us to determine how many cases are reassigned as “active” following an initial assignment of “inactive.” A case management automated system exists to support unit supervisors in making decisions and monitoring caseloads. As mentioned previously, the CPD actively manages its caseloads using its automated systems. All case assignments, documentation, review and management are done using the software. Field supervisors assist in making recommendations about assigning cases. Officers and field supervisors provide feedback on cases through their reports. Actual decision making regarding follow-up by a Detective is made within the Investigative Support Unit and by the appropriate unit Sergeant and Detectives. Field staff members handle the follow-up of minor crimes, as appropriate. Patrol officers handle the follow- up on many misdemeanors. There is a Patrol officer detailed to the Burglary unit to provide support for follow-up of misdemeanors where the investigation may exceed the time available / where scheduling conflicts exist that limit Patrol’s ability to handle follow-up. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 58 Performance Target Does the Department Meet the Target? Potential Improvements Systems exist to enhance cases by tracking leads, MO’s and other crime characteristics. The CPD has a number of innovative systems in place to support investigators as they develop available leads. One particularly innovative approach involves the sharing of information between the City and PCSO investigators. The Department has developed capabilities to monitor internet and computer crime issues. The CPD has several staff assigned to the CID who focus at least part of their time on internet and computer related crimes. This includes Detectives who work fraud cases and Detectives who actively participate in computer forensics, internet predators and other computer / internet issues. Callout of staff on a rotating basis rather than night shifts of investigators. The CPD has taken an innovative approach by assigning one of its case handling units (Robbery) to work the evening shift. This has essentially eliminated call out for all cases with the exception of homicides. Cases initially taken by these Detectives tend to remain with this unit, unless a scheduling conflict or pattern of crime suggests otherwise. Investigators regularly brief field operations staff in crime trends, important cases, etc. CPD’s Detectives will attend briefing to ensure that critical cases / wanted persons are discussed. The CPD has several formal venues for sharing information including a daily bulletin that is shared through email / the intranet (open only to CPD staff). Sworn personnel are not handling administrative assignments that could be performed by non-sworn personnel. There are several civilian positions assigned within the CID. These include personnel who handle missing juveniles, investigative support functions (research / crime analysis) and property seizures (vice / narcotics). There are no civilians assigned to provide general investigative support (i.e. making phone calls, checking pawn tickets, etc.). CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 59 Performance Target Does the Department Meet the Target? Potential Improvements Regional information flow and selected joint investigations are performed, as needed. Regional information flow is managed in several ways: the CPD and the Pinellas County Sheriff’s Office share both CAD / RMS software, enabling information to flow easily between investigators. In addition, the CPD belongs to a number of regional information sharing groups focused on particular crime types that involve agencies from throughout the County and region. Investigations that span multiple jurisdictions are typically coordinated at the unit level depending on the type of case under investigation. Goals, objectives, and the overall mission of each Unit is clearly defined and mechanisms exist to monitor progress and ensure objectives are fulfilled. CPD policy documents clearly define the clearly define the roles and responsibilities of the Detectives in the case handling units. Additional document define the cases and responsibilities of each investigative unit. Maps depicting the geographic responsibility of each Detective are widely available throughout the Division and CPD. SPECIAL INVESTIGATIONS (VICE / NARCOTICS / INTELLIGENCE) Are sworn personnel being used in areas where their certifications / training are not required. The CPD uses several non- sworn personnel in the special investigations units to support operations (asset seizures, crime analysis). Sworn personnel are assigned to investigative tasks (vice / narcotics) or to intelligence tasks (local, regional and federal). Are decisions made at the appropriate level? Case decisions are made at the level of Sergeant, typically, after a case is opened by a Detective. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 60 Performance Target Does the Department Meet the Target? Potential Improvements Clearly defined mission that focuses on both street level as well as large-scale interdiction? The CPD tends to focus most heavily on street-level and mid- level narcotics and prostitution issues. Large-scale interdiction and investigations are handled by the regional / federal task forces in the Tampa Bay area. Targets are tied to meeting the mission and are reviewed periodically. Targets are identified through a variety of sources. These may include police officer referrals, review of on-going reactive investigations, information from confidential informants, information from the Intelligence unit or information generated from the TIPS line. Internal systems and performance measures have been designed to provide for internal accountability? There are checks and balances within the unit and within specific Policies, including #’s 570 and 571. The CID does not operate under a set of specific, policy-maker approved performance objectives. Internal systems provide for clear accountability and tracking of money and drugs used / collected? The CPD has detailed policies and procedures regarding the collection, documentation, storage and chain of custody relating to evidence. Policy # 123 “Property and Evidence” specifically references procedures for Narcotics (123.30), currency (123.506) and other items. The CPD has been utilizing the PCSO’s Property and Evidence function for more than a decade – however, some functions are being returned to the CPD at this time. Interaction with local, state, federal and international agencies? The Intelligence unit interacts with FBI, DEA and ICE on a regular basis. In addition, they have access to a wide variety of databases (both public and law enforcement specific). CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 61 Performance Target Does the Department Meet the Target? Potential Improvements Secured storage on-site for drugs and money? The CPD has appropriate and secured storage for all high- value items. The CPD is in a transition between using the Sheriff’s Office and their own evidence storage facility. Asset seizure funds are regularly audited by an external entity. The CPD policies require an annual audit as well as an audit whenever the primary property and evidence custodian changes. The PCSO has similar policies (in fact, the CPD specifically references PCSO General-Order 7-2) which define the ways in which property and evidence are handled, catalogued, stored and disposed of. Is information collected by Intelligence developed, organized, and disseminated to permit its effective use? The Intelligence Unit collects and disseminates information to a wide variety of sources internal to the CPD: command staff, unit commanders and line personnel get appropriately categorized and “sanitized” information to maximize its effective utilization while still protecting various sources of information. The Unit is focused on a wide variety of issues that are particularly germane to the City of Clearwater, including: human trafficking, gangs, vice / narcotics, disruptive groups, etc. Systems exist to enhance cases by tracking leads, MO’s, and individuals. The CPD’s records management systems are searchable and serve as a for Detectives to follow up on investigative leads. Is interaction with local, state, federal and international agencies sufficient to accomplish the Intelligence Unit’s mission? The Intelligence Unit Detectives, as well as others in the CID of the CPD are involved with a wide range of extra-jurisdictional entities in an effort to maximize the flow of information into the CPD. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 62 Performance Target Does the Department Meet the Target? Potential Improvements Does Intelligence have or have access to appropriate material, technological, and personnel resource to accomplish its mission. The Intelligence Unit makes use of a number of commercial and law enforcement specific databases and other forums to monitor and research key issues. The Unit also plays key field support roles in providing electronic and in-person surveillance for investigative units throughout the CPD. These databases include: Lexis Nexis Secure USA Accurint LEO Online LEIU InSite Comprehensive Case Information System National Insurance Crime Bureau Regional Organized Crime Intell. Center The next section examines the case handling policy and its resulting implementation in the Police Department. 2. THE POLICE DEPARTMENT POLICY FOR CASE MANAGEMENT IS WELL CRAFTED AND IMPLEMENTED. The Clearwater Police Department has a detailed and well-crafted policy guiding the process of case selection, assignment and investigation. This policy requires the following steps to be taken: • All cases initiated by Patrol are reviewed by a Patrol supervisor. • Either following that review, or potentially prior to that review, cases are reviewed by the staff in the Investigative Support unit. • A part-time employee reviews all cases and assigns them based on formal factors as well as by case type and geographic location. • All cases are assigned. They are assigned using one of two classifications: - Pending / Open – these require further investigation by the Detective. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 63 - Inactive – these cases are provided to the Detectives for information only – though they can be opened by either the Detective or the Sergeant in each unit. • Detectives are assigned to cases based on their unit (Homicide, Robbery, Burglary, etc.) and geography (either by District or other areas). • Cases are expected to be supplemented every 30 days – meaning that an interim or final summary of the steps taken on the case should be submitted no less than monthly. This, in effect, encourages Detectives to aggressively work cases in the earliest days of the case. The data, below, show that this practice is being effectively followed: Open / Active Cases – Aging Report All Case Handling Units Days Total % Total Under 10 107 66.0% 19-10 26 16.0% 20-29 13 8.0% 30-59 10 6.2% 60-89 1 0.6% 90 or More 5 3.1% Grand Total 162 100.0% Only 10% of cases have been open for a period of more than 30 days – all of these are either homicides or unattended deaths (where toxicology, autopsy, DNA and other results can be delayed by weeks or months). The project team’s one concern about the current process is that the unit Sergeants have only limited responsibility for reviewing incoming cases and making case assignments. The project team recommends that the Police Department adopt the following changes: • The records management system / case management system should be utilized to assign cases to the appropriate unit Sergeant. This assignment can be made based either on the most serious charge or based on the recommendation made by the Patrol supervisor (using a list of crime types – as currently exists and is used by the Investigative Support unit). • Once the cases are assigned to the Sergeant, he or she should review the basic facts and nature of each incident. The current process of assigning cases either pending / active or inactive should be continued. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 64 • By involving the unit Sergeants more directly in the case assignment process, the Police Department improves the oversight and management of these investigative units. The Sergeants are also in a better position to evaluate the quality of incident reports being provided to CID by Patrol and are thereby more able to work with their peers in Patrol to enhance the quality of incoming reports. Finally, the Sergeants are better able to balance workload among their Detectives if they are directly involved in case distribution. • The part-time position in the Investigative Support unit should be eliminated. This position is being utilized to remove key responsibilities from the unit supervisors. While the savings from this action are relatively minor (less than $27,000 including wages, benefits, taxes, etc.) this efficiency can and should be implemented. • This has the added benefit of allowing the two crime analysts to focus less on case assignment (they back up the part-time case management position) but also rather on providing crime analysis support to Patrol and CID. Recommendation: The Police Department should eliminate the current process of having the Investigative Support unit review and assign cases. Rather, the cases should be assigned to the unit Sergeants automatically using the case management system. Once assigned to the Sergeant, they can then review and assign them to the most appropriate Detective in their respective units. The savings from this approach will be approximately $27,000 in wages, benefits and taxes. 3. STAFFING IN THE CASE HANDLING UNITS IS APPROPRIATE GIVEN CASE MANAGEMENT PHILOSOPHY AND THE WORKLOAD IN THE CITY. THE ONLY OPPORTUNITY TO ADJUST STAFFING WOULD BE TO REDUCE THE LEVEL OF INVESTIGATIVE FOLLOW-UP. The project team next focused on the staffing and allocation of personnel in the case handling units. As noted previously, the CID is broken into two primary sub- divisions: one that handles cases initiated (primarily) by Patrol and another which focused on proactive investigations. The case handling unit is comprised of five units: Burglary, Economic Crimes, Robbery, Homicide and Crimes Against Children and Families. The newest of the units is the Robbery unit which was created in January, 2009. This unit works in the evening – thereby relieving the other units of much of their nighttime call-out. The project team has already demonstrated that Detectives are very CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 65 aggressively inactivating cases as soon as they have exhausted viable investigative leads in the preceding section. Note that cases are frequently re-opened (re-activated) when investigative leads emerge (for example, when an investigator subpoenas credit card records the case will be inactivated until such time as the results of the subpoena are returned, at which point the case is opended). The table, which follows, provides a workload summary for the units: Unit Total Cases Detectives Cases / Detective Cases / Detective / Month Active Cases Given Case Open Days Burglary 9,633 6 1,605.5 133.8 22.30 CACF 3,033 6 505.5 42.1 14.04 Economic Crimes 2,303 5 460.6 38.4 15.35 Robbery / Homicide 2,004 10 200.4 16.7 13.36 The following paragraphs summarize the key points to be taken from this analysis: • Robbery and Homicide are combined for purposes of this analysis due to the relatively short life-span of the new Robbery unit (<4 months at the time of this report). This is an acceptable approach given that the two units were created to handle essentially the same workload they were handling previously (i.e. case types were moved from other units into the two units). • Person crimes units should have between 8-10 active cases at any one time. The units handing person crimes (CACF and Burglary / Homicide) have higher levels than this. This is driven in CACF by the fact that they handle all runaway / truancy complaints (one position) and in Robbery / Homicide by the delay in receiving results to close out unattended deaths. • The Burglary and Economic crimes units should be expected to be in a much higher range of open cases – between 15 to 25. Burglary falls inside this range, driven largely by their aggressive inactivation of cases once viable leads have been exhausted. The figures for Economic Crimes fall in the middle of the expected range as well – this unit handles a number of complicated credit card and other fraud cases. • The result of our desk audits support the above levels of active caseload in the five case handling units. Clearly, the workload handled by a particular Detective CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 66 will vary day by day and seasonally. This underscores the importance of looking at the broader picture of overall workload. Recommendation: Staffing in the case handling units should remain the same. Staffing could be adjusted in the case handling units only by changing the cases which receive Detective follow-up. The Police Department is already very aggressive with rapidly inactivating cases where viable leads have been exhausted. 4. PROACTIVE UNITS PROVIDE KEY ROLES EITHER IN SUPPORT OF THE ENTIRE POLICE DEPARTMENT OR TO DELIVER PROACTIVE LAW ENFORCEMENT. The Proactive Investigations unit is comprised of three units: Investigative Support, Intelligence / Homeland Security and Vice / Narcotics. Each unit is addressed in a sub-section, below. (1) Investigative Support Provides Crime Analysis and Data Analysis Support to the Police Department. The Investigative Support Unit is comprised of two full-time and one part-time staff – the Unit has two primary functions: • Review and assign cases to Detectives; • Provide crime analysis and data analysis for Detectives, Officers and management team. The Matrix Consulting Group has recommended a change in the approach to case management and assignment that should result in the reduction of one position in the Unit (the part-time position). The project team’s review of the crime and data analysis functions of the Unit show the following: • The Unit’s primary focus is to provide, on request and proactively, information in support of the CID. • Data have been made available to Patrol and other personnel by putting them on the Department’s intranet. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 67 • The Investigative Support Unit provides and supports a large number of information sources that are broadly distributed to staff in the Police Department. • In addition, the Investigative Support Unit provides on-demand analyses and assessments of issues. Furthermore the staff in the Unit will provide analyses when they identify a trend or pattern that may be of interest to Detectives or Patrol. Recommendation: The Police Department requires crime analysis and data analysis to function as a modern law enforcement agency. Providing staff with access to data from their in-car computers is an excellent way of ensuring that the information reaches end-users. The Unit should discontinue its involvement in the review and assignment of cases, as discussed previously. (2) The Intelligence / Homeland Security Unit Provides Support to the Police Department and Serves as the City’s Link to Various Regional Task Forces. The Intelligence Unit is focused on providing proactive information related to a wide variety of law enforcement / public safety issues. Unlike those Detectives assigned to case handling units, these staff focus on topical areas rather than geographic ones. The areas of primary focus include the following: • Gangs, Organized Crime, Criminal Intelligence • Terrorism, Officer Safety Issues • Narcotics Intelligence • Human Trafficking • Extremist / Special Interest Groups, Disruptive Groups / Persons, Terrorism • Technical Support (electronic surveillance, etc.). The functions, above, are based on computer and other research-driven work. In each of these areas, the primary focus of the Unit is to provide support to operational units (Patrol, CID, Vice / Narcotics, etc.). In addition to their “desk functions” the members of the Intelligence Unit serve as a field resource for undercover surveillance and back-up for units such as Vice / Narcotics, Homicide, Robbery, etc. when a major CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 68 incident is on-going. This requires that the personnel in the unit be sworn – rather than civilian analysts. The Intelligence Unit also serves as a linkage between the City of Clearwater and Pinellas County, the State of Florida and various Federal agencies (ICE, FBI, etc.). The Unit has taken a lead role in coordinating the Police Department’s innovative efforts to address human trafficking in the City of Clearwater. These functions are clearly dependent on the use of sworn personnel, as these other agencies will not provide access to outside agencies non-sworn personnel. Recommendation: The Intelligence Unit should remain staffed as currently authorized. The use of sworn personnel, rather than non-sworn analysts, is supported both by their role as undercover responders in support of field units and their relationships with outside law enforcement agencies. (3) The Vice Narcotics Unit Provides the Minimum Level of Staffing to Safely Provide Street Level Narcotics Enforcement. The Vice Narcotics unit is comprised of several key functions: • The unit is supervised by a Sergeant who is responsible for overseeing all operations. • One Detective is assigned to a regional task forces (with the DEA). This unit focuses on long-term investigations of significant magnitude. • Another Detective focuses on asset / seizure of impounded vehicles and other property. • The remaining three Detectives serve as the City’s street level narcotics enforcement unit. The Narcotics unit opened 1,939 cases in a recent 12-month period. This is equivalent to 646 cases per Detective or 53 cases opened per month. The points that follow, provide a summary of our key findings and conclusions: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 69 • The City of Clearwater’s assignment of two Detectives to regional task forces is a reasonable and common approach to obtaining focus on large scale narcotics operations. • The use of a Detective at the asset seizure facility is reasonable given the economic value of items and the potential for issues with former property owners attempting to reclaim or repurchase their vehicles or property. • The assignment of a Sergeant and three Detective to conduct street level narcotics enforcement in a community as large and complex as Clearwater is clearly the minimal acceptable level of deployment. For Officer and citizen safety, a unit with fewer than four people would be imprudent. Four personnel are able to conduct undercover buys and to provide minimally acceptable security for the undercover Officer. Recommendation: The Police Department should maintain the Vice / Narcotics Unit at current staffing and deployment. Any future reductions in the unit should come from participation in the regional task forces. Reduction of staffing assigned to provide street level enforcement should force a reconsideration of the safety of continuing these operations. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 70 4. ANALYSIS OF SUPPORT SERVICES The Services Bureau, managed by a Deputy Chief, is composed of the Personnel, Internal Affairs, Training, Front Desk / Telephone Reporting, Property, Facility Maintenance, Fiscal Services, Records, Payroll and the Communications Section. The Human Resources Section is responsible for agency-wide human resources functions including personnel management and employee. The organization chart on the following page displays the Services Bureau reporting structure and number of employees for each position. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 71 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 72 As noted in the previous organizational chart, the Deputy Chief has five direct reports, Professional Standards Lieutenant, Fiscal Services Sr. Accountant, Records Section Manager, Payroll Services Support Manager and Communications Section Manager. Authorized staffing for the CPD Services Bureau, including the Deputy Chief, is 92.5. Currently, 91.5 positions are filled. The following section of this chapter review and provide analysis of individual services originating in the Services Bureau. Applicable recommendations for improvement follow each section. 1. PROFESSIONAL STANDARDS. The Professional Standards Section, managed by a Lieutenant, is composed of the following section: Personnel, Training, Internal Affairs / Accreditation, Services and Property. The following table outlines the overall organizational structure of this Department. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 73 The following section of this chapter provides review, analysis and if applicable, recommendations for improvement of these areas. (1) Lieutenant of Professional Standards. The Lieutenant of Professional Standards is responsible for the management and operations of CPD Personnel, Training, Internal Affairs / Accreditation, Services and Property. Responsibilities include the setting of policies and procedures to be utilized, the establishment of performance standards, and the provision of services in assigned areas. One Police Office Specialist is assigned to the Section to provide clerical support to the Unit. (2) Personnel Section. The Personnel Section is responsible for the provision of agency-wide personnel functions for sworn personnel in the City of Clearwater Police Department. Non-sworn CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 74 and civilian positions are managed through the City’s Human Resource Department. One Training Sergeant manages the section with two civilian support personnel. The following table outlines the staffing of the Personnel Section during the time of the study and shows original staffing levels, vacancies and net available staff for service provision. Position Number Authorized Number Vacant Net Total Sergeant 1 0 1 Personnel / Payroll Technician 1 0 1 Police Office Specialist 1 0 1 TOTAL 3 0 3 As noted above, the Section is managed by the Personnel Sergeant and consists of three (3) employees to provide personnel services to the agency. The Police Office Specialist position was recently changed from Personnel / Payroll with a corresponding reduction in pay grade. The Personnel / Payroll position is shared between personnel and payroll duties. Based on information gleaned during interviews, the incumbent dedicates typically three days or 60.6% on payroll duties and 39.4% toward personnel services. The Police Office Specialist FTE assigned role is training. The points, which follow, provide a summary of the strengths in the Personnel Section: • Job Classifications are reviewed on an as-needed basis to maintain the integrity and accuracy of the system. Wage and benefit studies are conducted during labor contract negotiations. • Supervisory training is provided for supervisory personnel on conducting the annual employee evaluations. This training is included as part of the annual core training required for supervisory personnel. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 75 • CPD is one of 16 members of the Pinellas County “Police Applicant Screening Service” or PASS. This service eliminates much of the early recruitment paperwork responsibly from CPD. • A Headquarter sized recruiting and selection process is utilized within the CPD. The department places priority in early recognition of new candidates, introducing these individuals to CPD and potential employment. The Training Sergeant encourages potential recruits to do a ride-along with on-duty officers to become familiar with CPD. • Selection decisions are based upon job-related criteria and tests, interviews, and other selection methods utilized are validated. Associated with the bullet above, refined recruitment has reduced department attrition by 79.84% between 2005 and 2008 (80% in 2005 / 13% in 2008). • Exit interviews are routinely conducted and information gathered is analyzed and developed into a report. Findings from exit interviews are evaluated and if warranted appropriate changes made to CPD operations. The project review team evaluated CPD personnel section to standards that are State and nationally recognized benchmarks of best practices for the specific discipline. The standards provide templates with methods for reaching administrative and operational goals. Study findings show CPD Personnel section meets recognized benchmarks. Performance Target Clearwater Police Potential Improvements Are employees’ performances objectively evaluated each year? Each employee of CPD receives annual evaluations on annually. Non-sworn personnel (approx. 160) receive annual evaluations in the month of September. The City’s fiscal budget preparation runs parallel with final adoption in September, which often causes conflict and delays with the evaluation process. Sworn personnel receive annual evaluations of date of hire. Probationary employees receive four (4) evaluations during first year of employment. Consider moving common expiration of non-sworn personnel from September to beginning of the calendar year to avoid conflict with fiscal budget process. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 76 Performance Target Clearwater Police Potential Improvements Are performance ratings linked directly to compensation? Performance ratings and compensation is a negotiated item in Bargaining Unit Agreements. Current process links performance and compensation. Are supervisors trained periodically in the administration of the performance evaluation process? Annually, supervisors receive performance evaluation training. All recruitment and selection processes have been centralized within the organization. CPD recruitment and selection processes are centralized in the agency. Proactive advertising and recruiting techniques used for all positions. CPD is a member of Pinellas County Police Applicant Screening Service for pooling of sworn officer recruitment. Additionally, the Personnel Sergeant visits police recruit academies to identify potential candidates. Searches for management personnel are national in scope. National searches are conducted for top CPD leadership. In-house promotions are typical for Deputy Chief and below. The marketing effort focuses on the key reasons and benefits of joining law enforcement and becoming a police officer (i.e. job satisfaction, compensation, retirement plan, days off, etc). CPD marketing for new sworn recruits is broad based. Customized approaches are offered for specific target groups for minority hiring. Turnover is targeted to be less than 10% annually? CPD attrition rate in 2008 is 13%. Majority of turnover is related to retirement of police members. Background investigations take a reasonable amount of time and comprehensive in scope. Background investigation was recently outsourced. To date, there are minimal concerns of degradation in a comprehensive review of potential employees. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 77 Performance Target Clearwater Police Potential Improvements Is employee testing successful in ensuring a high quality recruiting pool? All CPD candidates must successfully pass written test, oral interviews and background investigation. Additionally, the Personnel Sergeant collects intelligence on prospective candidates in advance of the application process. Does the Office handle grievances and/or complaints from employees? The Personnel section tracks all grievances and / or complaints. Other offices within the agency handle processing. Are grievance guidelines clearly defined in the personnel regulations? CPD has extensive general orders and contractual agreements on grievance guidelines. All guidelines are well published. Educational opportunities and information regarding tuition reimbursement policies are well publicized and encouraged throughout the organization. Educational opportunities are well publicized including web posting. If appropriate, opportunities are discussed during roll call. Promotional processes utilized are designed to ensure that the most qualified and skilled individuals are selected for vacancies and promotion to position of higher responsibility. CPD philosophy is to focus on getting the right person for the right job. Interviews are typically a macro review of the person to include skill, experience, knowledge and how the individual will fit in the organization. The following points summarize key aspects relating of the Personnel Section. • One (1) sergeant and two (2) civilian support personnel manage the Personnel Section of CPD. • The section is responsible for numerous duties to include formal interviews, coordination of probationary and annual evaluations, managing the agencies Early Intervention Process, assignment of light duty personnel, sworn personnel records and bio-hazard coordination. • Turnover rate for sworn officers has reduced approximately 70% since 2005. • The section meets or exceeds nationally recognized best practices for police personnel services. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 78 Overall, the organization and role of the Personnel Section is efficiently operated given the size of staff and responsibility of personnel activities. The next section will discuss Internal Affairs. Recommendation: Make no changes to the Personnel Section in terms of staffing or business practices. (3) The Internal Affairs Unit Is Operating as a Best Practice Unit. Self- Reporting of Internally Initiated Discipline Should Be Improved. The Internal Affairs provides the coordination and support for maintaining professional conduct in any law enforcement agency. The manner in which an agency responds to allegations of employee misconduct and the quality of such investigations greatly influences the public’s perception regarding the agency’s integrity. The agency must respond appropriately and in a timely fashion to allegations of misfeasance, malfeasance, and nonfeasance by its members. The CPD’s Internal Affairs Unit, located within the Professional Standards Division, is responsible for conducting an impartial review and objective investigation of all allegations of Department member misconduct and accusations against the Police Department. The Unit is comprised of two (2) Detective Sergeants. The structure of the Unit is depicted in the following chart: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 79 The following table outlines the staffing of the Internal Affairs during the time of the study and shows original staffing levels, vacancies and net available staff for service provision: Position Number Authorized Number Vacant Net Total Sergeant 2 0 2 TOTAL 2 0 2 The project team’s assessment of the CPD’s approach to internal investigations and the overall internal affairs function has identified many positive attributes and “best practice” protocols in place. The points, which follow, provide a summary of the strengths in the Internal Affairs Unit: • The CPD has long-established documented policies and procedures in place to govern its overall internal affairs function and disciplinary process. Internal Affairs and Accreditation Unit staff members review the controlling directives and investigation protocols on an on-going basis. Revisions are made as needed to comply with changes in federal and State laws, union agreements, and accreditation requirements. • The CPD accepts citizen complaints via telephone, department web site, email, letter, and in-person. Information describing how to file a complaint is posted on CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 80 the agency website and is disseminated to the media through the Public Information Officer. Brochures describing the process are readily available to the public and employees at the main Police Station. These brochures are also available from any field supervisor or police officer. • The Internal Affairs Unit acknowledges each complaint by providing a written receipt to the complainant via US mail. Investigators keep complainants informed regarding the progress of their complaint in-person and via telephone, as appropriate. Final case disposition notification to the complainant is via letter. • Internal Affairs complaint data are maintained in an electronic database maintained by the Internal Affairs Unit, which allows for easy monitoring and timely analysis. • All internal affair investigations and supervisors who conduct internal investigations document the results of their investigations using a uniform structured format with a recommendation for final disposition (unfounded, sustained, etc.). Standardized forms are used to document witness statements, investigation summaries, and disciplinary recommendations. • Employees’ supervisors and internal affairs investigators closely adhere to the Florida “Law Enforcement Officers Bill of Rights” when conducting any internal investigation involving a Police Officer. When an investigator is ready to interview an accused Officer, the Officer is given the opportunity to read and/or review the complaint against them before being interviewed. The Officer is advised of his/her Law Enforcement Officer Bill Of Rights and any other rights before the beginning of the interview. • CPD policy requires that “all investigations shall be completed within 180 calendar days from the date the complaint is received by Internal Affairs. Unofficially, the target date for completing cases handled in the field is 30 days. Reasonable extensions are granted for extenuating circumstances. Extension requests must be in writing and are included as part of the case file. • The Professional Standards Lieutenant closely monitors the progress and quality of all investigations conducted by the Internal Affairs Unit. In addition, the Lieutenant closely reviews all case documentation to ensure consistency in structure and presentation. • CPD policy requires that all interviews are audio recorded. The Professional Standards Lieutenant conducts monthly quality control reviews of a random sampling of audiotapes to ensure case summations accurately represent the material discussed during interviews. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 81 • Open Internal Affairs case files are kept securely in the Internal Affairs office, separate from other investigations. The files are maintained in conformance with Florida’s record retention and disposition requirements, and union agreements. The Internal Affairs Unit is responsible for investigating serious violations that could lead to suspension, demotion, or dismissal and include: • Violations of law • Excessive/unnecessary force (with evidence of injury) • Falsification of official documents/statements • Progressive/gross incompetence • Substance abuse • Other allegations deemed serious by the Internal Affairs Unit or command staff Employees’ Watch Lieutenants, or Unit manager, are responsible for investigating minor violations which could result in counseling, remedial training, or minor disciplinary action and include: • Discourtesy • Violations of procedural regulations • Limited incompetence • Any allegation deemed appropriate by the Commanding Officer or the Sergeant of the Internal Affairs Unit Supervisors and administrators in the employee’s chain of command have the authority to serve discipline according to the severity of the violation and recommended level of discipline outlined in General Order 203 - DISCIPLINE. Internal affairs staff members are well trained and educated in their job responsibilities and the complexities of the internal affairs process as it applies to employees’ rights and the disciplinary process. Upon assignment to the Internal Affairs CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 82 Unit, investigators are required to attend the next available internal affairs investigators’ training class. Supervisors at the rank of Sergeant and above, who are responsible for conducting internal investigations of minor complaints in their respective areas receive specialized training by Internal Affairs Unit staff members. CPD personnel are informed of the Internal Affairs process through Academy training, written directives, the agency Field Officer Training program, and in-service training classes. Internal Affairs staff members regularly participate in Academy training sessions. The Internal Affairs Unit Sergeants are responsible for conducting thorough reviews of internal investigations and for analyzing data maintained electronically using ‘On-Target’ Performance System AIM. In addition, this software system is used to determine trends, training needs, and policy deficiencies. CPD policy requires an investigation and initial report of all bias-based complaints within 14 days of reporting. The report is routed to CPD Command Staff and City Human Resources. In conformance with State of Florida accreditation standards, the Internal Affairs Unit conducts an annual review and detailed analysis of citizen complaints regarding bias-based enforcement. The CPD is proactive in promoting professional conduct and utilizes a comprehensive Early Intervention System to identify potential problem employees. The system uses established criteria as triggers to initiate Performance Awareness Notifications to employees’ Commanding Officers and immediate supervisor for review CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 83 and attention. Mandatory reviews for the Early Intervention System, number of occurrences with set periods follows: # OCCUR TYPE # DAYS 4 Use of Force1 90 days 1 Domestic Violence No limit 2 Traffic Crashes 90 days 2 O.O.C. Complaints 90 days 1 Late/Missed Extra Duty Job No limit 4 Q.S.I.’s 90 days 3 Commendations 180 days 3 Stress/Critical Issues 180 days 1 At Level 4 or higher and including Cuff and Release. Another key element in an effective and comprehensive internal investigations program in a law enforcement agency relates to the ways in which managers are kept informed of the status of investigations. The following points summarize these approaches in CPD. The Internal Affairs Unit, through the Lieutenant of Professional Standards, reports to the Deputy Chief - Services, who keeps the Chief informed of all pertinent investigations. In addition, the Lieutenant of Professional Standards has the authority to report directly to the Police Chief when appropriate. The Lieutenant of Professional Standards also presents the CPD Command Staff monthly status reports, which include trend analyses that cover the following type events: • Internal Affairs Investigations • Vehicle Pursuits • Response to Resistance Reports • Taser Usage • Bias-based Enforcement (Annual) • Quality control reports of citizens’ responses to I.A. investigations CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 84 Again, the ways in which the status of internal investigations is communicated throughout the organization are effective. The Project Team’s overall assessment is that CPD’s policies and protocols for conducting internal investigations are sound. The following tables summarize CPD’s investigation activities related to alleged policy violations and internal/external complaint activities. The first table shows the number and type of complaints received agency-wide. Activity 2007 2008 Total Citizen Complaints 145 150 295 Internal Complaints 75 73 148 Internal Compliant Types • Traffic Crash Review 41 44 85 • K-9 Bites Reviewed 6 5 11 • Pursuits Reviewed 12 10 22 • Deadly Force 0 0 0 • Internal ID’d 16 14 30 Source: CPD’s 2007 / 2008 On-Target AIM Note: Only counseling and discipline based on a formal complaint is included. As previously mentioned, the CPD records all citizen complaints. However, minor corrections to an officer’s actions by a supervisor are not required to obtain an I.A. tracking number or report the incident. By not tracking supervisor – employee corrective exchanges, internal compliant statistics may not fully demonstrate pro-active actions on the part of police behavior. With reported complaints, CPD shows a minimal imbalance toward citizen complaints at a two (2) year average of 295 citizen complaints and 148 internal complaints or a ratio of 1:1.9. The project review team recommends a ration of 1:1 for citizen / internal complaints for a strong indicator that the CPD is self-policing. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 85 With current staffing, the average inquiry and formal investigation caseload per Internal Affairs Detective in 2008 is three cases per month. In addition, each investigator is responsible for accomplishing the following: • Assisting other agency members with complaints and providing guidance on how to resolve/handle cases being handled by others, • Answering phone calls from citizens, employees, and other agencies, • Conducting immediate interviews of walk-in complainants, • Completing comprehensive and detailed investigative reports, • Presenting their cases to the Disciplinary Hearing Board, • Attending Civil Service Board and Arbitration Hearings where they serve as advisors and answering questions specific to the investigation, and • Managing the CPD Florida Law Enforcement Accreditation program. The CPD maintains the State of Florida accredited law enforcement accreditation status. The IA sergeants manage the CPD’s law enforcement accreditation process with the assistance of the Professional Standards Lieutenant. The agency obtained Commission for Florida Law Enforcement Accreditation (CFA) accredited status in May 1998. The next accreditation assessment for law enforcement is scheduled for February 2010. Accreditation processes are essential elements to the efficiency of the agency and the pursuit of professional excellence. Each process consists of professionally developed standards that are State and nationally recognized benchmarks of best practices for the specific discipline. The standards provide templates with methods for reaching administrative and operational goals. The on-going accreditation processes CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 86 requires the collection and analysis of specific data, which administrators and managers must have to make fact-based, informed management decisions. The accreditation processes strengthen the agency’s accountability, both within the agency and to the community. The fact that the agency voluntary participates in the programs and is subjected to extensive scrutiny by outside independent assessors fosters an image of transparency of operations. Meeting the standards can limit an agency’s liability and risk exposure by demonstrating that independent outside specially trained assessors have verified the agency has met stringent requirements. Maintaining the CPD’s law enforcement accredited status requires the following list of activities. • Development, review and on-going maintenance of CPD’s policies and operating procedures. CFA have specific requirements for an extensive system of policies and procedures to be in place, for those to be formally reviewed on a regular basis, and for updates to be enacted when appropriate. • Confirmation of policy distribution to, and receipt by, affected personnel with training updates accomplished, when appropriate. • Maintenance of reporting mechanisms to ensure that policies are not only in place, but are adhered to by agency staff. • Conduct periodic inspections throughout the agency to proactively confirm ongoing compliance with standards and CPD policies and procedures. • Maintenance of an extensive filing system, which contains documentation proving compliance with standards during the three-year accreditation cycle. • Maintenance of a filing system, which contains all past and current policies and procedures. • Coordinating mock and on-site assessments every three years. These involved processes are accomplished by the collective efforts of all personnel assigned to the Internal Affairs Unit. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 87 The following table presents a summary of data gathered from a comparison survey of staffing assigned to the law enforcement Internal Affairs and Accreditation function in surrounding municipal police departments. Pinellas County Agency Name Authorized Sworn Officers Types of L.E. Accreditations Maintained Total No. of Staff Assigned to Accreditation Total Staff Assigned to Internal Affairs* Clearwater Police Department 258 CFA 0 2 Largo Police Department 140 CALEA, CFA 1 N/A Pinellas Park Police Department 99 Not Accredited N/A 1 St. Pete Beach Police Department 27 Not Accredited N/A 0 St. Petersburg Police Department 540 CALEA 3 N/A Average 1.3 1 * With Accreditation responsibilities An analysis of the preceding table shows that all agencies participate in both the State and / or national accreditation programs. The average number of staff assigned to handle the accreditation function is 1.3. For those agencies that use IA staff to manage a State and / or national accreditation program the average is one FTE. This table demonstrates Clearwater is 0.3 FTEs below surrounding law enforcement agencies with Internal Affair and State and / or national accreditation programs. The project review team evaluated CPD Internal Affairs to standards that are State and nationally recognized benchmarks of best practices. The standards provide templates with methods for reaching administrative and operational goals. Study findings show CPD Personnel section meets recognized benchmarks. The following table compares the best practice, CPD practice and potential improvements,. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 88   Performance Target Clearwater Police Potential Improvements PROFESSIONAL STANDARDS Does the Department meet accreditation standards of CALEA, or comparable standards? CPD is accredited under the Florida Law Enforcement Accreditation Standards. Does the agency utilize a citizen survey as part of its standards establishment and review process? CPD employs the use of annual Citizen Surveys. FY 2008/2009 the annual survey is included in the City’ Citizens Survey in-lieu of a stand-alone instrument. Consideration should be given to conducting an on-going survey of citizens who have had contact with the CPD. Does the agency analyze operations of all organizational units on a recurring basis? Routine analysis is performed on each operational unit within CPD. INTERNAL AFFAIRS Is there a policy and procedure regarding the Internal Affairs process? Does it do more than simply restate state law? CPD has extensive Policy and Procedures that meet and exceed State and Federal law. Minor complaints are tracked and, as necessary, followed up on by the agency at the unit or division level. CPD Policy and Procedure clearly outlines that minor infractions are handled at lower levels while significant issues are addressed at higher levels. Are Internal Affairs investigations completed within 30 days from the allegation? Majority of all IA investigations are completed within 30 days of allegation. Potential exists final review by Command Staff will postpone closure because of once- a-month meeting schedule. As of this review, no adverse results are identified. Departmentally initiated cases equal or exceed those from the public (i.e. self- policing)? What is the trend (increase/decrease)? Historically, the majority of IA case workload is initiated from internal sources. IA internal case workload is stable with no trend line identified. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 89 Performance Target Clearwater Police Potential Improvements Is there a Headquarters location where citizens can “walk in” and make complaints? CPD Headquarters front desk permit Citizen Complaints to be submitted. Each CPD Officer carries pamphlets outlining the compliant process. Additionally, the CPD website provides opportunity to file complaints. Does the public have sufficient access to the internal affairs process and its results? Is a status report provided for protracted investigations? CPD IA establishes communications with individuals making a compliant and provides follow-up letters, if applicable, advising of any delays in the investigation. Complaint and non- complaint information is used to develop guidance for both training and policy development. CPD Training uses both complaint- driven actions, as well as non- complaint in developing formal training as well as one-on-one counseling. Does the Department use digital photography to store Officer pictures? • If so, are the photographs current? • Is investigative data maintained in electronic format? • Does the department have a record retention system that conforms to state record retention requirements? CPD has digital photos of each officer. Current photos were taken within the last 12 months. However, CPD has no policy establishing how often updated photos are to be taken. CPD investigative data are stored in the ACISS RMS. CPD record retention conforms to State and Florida Law Enforcement Accreditation Standards. Establish department policy that all CPD officers shall have a digital picture on file with the department of no less then five (5) years old. Does Internal Affairs promote awareness of the process among line personnel? Are I.A. policies clear and complete? IA processes is a modular for new CPD employee orientation. Any change or revision to established processes are reviewed with officers during shift line-up. Policies are clear, concise and complete. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 90 Performance Target Clearwater Police Potential Improvements How is discipline/corrective action accomplished? CPD establishes five (5) levels of disciplinary / corrective actions. Level 1 is the least offense with Level 5 identified as the most serious of infraction. The type of action imposed is based on the level of infraction and employee’s history of corrective actions. General Order 203, DISCIPLINE, provides explicit detail for each level, degree of corrective action and who/how an investigation will be conducted. Potential disciplinary / corrective actions range from note to log for non-corrective action up to and including termination. As Florida Law Enforcement Officers, a State of Florida Bill of Rights protects sworn officers from unfair, untimely or illegal disciplinary actions. Additionally, CPD non- exempt employees are covered under a Bargaining Agreement. CPD incorporates all components of the Law Enforcement Bill of Rights and contractual understanding in General Order 203. CPD non-sworn or exempt employees are covered under separate Bargaining Agreements and are subject to the City’s Policy and Procedures Codes and respective contractual rules. Degree of offense and action range from note to file through dismissal. Does the Department accept complaints from anonymous sources? CPD IA will accept and investigate allegations from an anonymous source. Does the Department, as a matter of policy, inform an officer that a complaint has been made against him and that an investigation will commence? Is it in writing? Pursuant to General Order 203, officers are notified of alleged complaints. However, in the event the compliant is determined to be criminal in nature the officer is not notified. IA is aware of the investigation but is not involved until the criminal investigation ends. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 91 Performance Target Clearwater Police Potential Improvements Does the Department proactively attempt to uncover patterns of officer misconduct? Does the MIS function facilitate this effort? Have these attempts had a demonstrable effect on officer behavior patterns? CPD encourage all personnel to be proactive in identifying negative trends and inappropriate behaviors. All Divisions within CPD work cooperatively to identify negative trends early including the use of quality of service indicator(s) software to track negative behavior traits, as individual officers and as a department, for early intervention. This practice is proven successful with fewer issues seen since implementation. Is there an established formal procedure for reviewing complaints for patterns of inappropriate behavior and/or for committing acts of misconduct? IA uses the Early Intervention System (EIS) and disciplinary histories to identify patterns of officer misconduct. Does the Department document proactive initiatives that are undertaken by the unit to confront/remedy officers’ inappropriate conduct? CPD attaches (re) training expectations to the individual’s IA record with monthly updates. IA and Training evaluates each action taken for inappropriate behavior for training opportunities. In the event the information is emergent in nature a bulletin will be sent to field computers. Other information is shared during monthly training or during shift line-up. Are Internal Affairs investigators and other supervisors provided specialized training regarding the conduct of internal investigations? Each IA Officer and supervisors receive additional training for internal investigations. IA investigators receive additional training outside the CPD. Are interviews with witnesses and/or officers videotaped in order to utilize techniques for determining the veracity of interviewee by multiple viewers? IA interviews are audio taped. At this time, unless criminal in nature, the CPD is not videotaping interviews. CPD adopt policy of videotaping IA interviews. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 92 Performance Target Clearwater Police Potential Improvements Does the Department employ alternatives to the I.A. process for complaints of minor misconduct such as “community based mediation” programs? CPD does not exercise use of Community Based Mediation for less serious cases. Does the Department meet accreditation standards of CALEA, or comparable standards? CPD is accredited under the Florida Law Enforcement Accreditation Standards. Does the agency utilize a citizen survey as part of its standards establishment and review process? CPD employs the use of annual Citizen Surveys. FY 2008/2009 the annual survey is included in the City’ Citizens Survey in-lieu of a stand-alone instrument. Consideration should be given to conducting an on-going survey of citizens who have had contact with the CPD. Does the agency analyze operations of all organizational units on a recurring basis? Routine analysis is performed on each operational unit within CPD. The Project Team’s overall analysis of the preceding information is that CPD’s Internal Affairs Unit currently has minimal staffing to accomplish its IA and accreditation goals. The CPD is a full-service agency with a strong culture of pride and a high level of professionalism among its members. Maintaining comprehensive accreditation requirements is highly recommended for the agency. The following points summarize key aspects relating to the Internal Affairs Unit: • The IA Unit is lead by the Professional Services Lieutenant and two (2) detective sergeants. Clerical work is shared between the sergeants and the Professional Standards Police Service Technician. • CPD is an accredited law enforcement agency with the Commission for Florida Law Enforcement Accreditation (CFA). IA sergeants carry the responsibility of maintaining CFA updates, revisions, inspections and (re) accreditation renewals. • Surrounding municipal police jurisdictions’ Internal Affairs Unit that are accredited by the Commission for Florida Law Enforcement Accreditation (CFA) average 1.3 positions and I position for Internal Affairs. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 93 • Between January 1, 2007 and December 31, 2008, the IA Unit investigated 295 public complaints and 148 department initiated complaints. This 1:1.9 ratio is slightly higher than industry standards of 1:1. • All IA investigations and reports are appropriately stored in secure files and / or software and separate from other investigations. IA information is additionally used to track employee conduct pursuant to department policy and employee bargaining agreements. • Internal Affairs exercise Florida Statute 112.532, Law enforcement officers’ and correctional officers’ rights on all investigation. On average, investigations are complete within 30 days of initiation. • Departmental policy and procedures are well established and openly available to both employees and the public. Overall, the organization and role of the Internal Affairs Unit is efficiently operated given the size of staff and responsibility of personnel activities. The next section will discuss the Training Section. Recommendation: CPD should mandate every supervisor / employee corrective action taken, regardless of degree, be submitted to Internal Affairs as a Quality of Service Incident (QSI). This change in procedure will track all CPD initiated compliance issues and clearly identify CPD self-policing discipline. (4) The Training Section Provides Comprehensive Training Support to the CPD. Direction in the Training Section is received from the Professional Standards Lieutenant with two Training Sergeants providing the hands-on management and training functions. The following section provides analysis of the findings and issues related to each section. The Training Section serves the police department with four (4) primary services: in-service training, special projects, professional development, and post academy. In addition to the Training Sergeants, Field Training Officers (FTO) and contract instructors provide in-service and specialized training to over 500 sworn, non-sworn, and volunteer CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 94 CPD employees. Training staff members provide required Florida Department of Law Enforcement (FDLE) officer continuing education certification training. In addition, the staff work closely with the Training Section operates from two facilities: Headquarters Police Station and the Firing Range (training room, warehouse and range). (4.1) In-Service Training. In-service training includes training required by the Florida Department of Law Enforcement for certified officers and department-mandated classes. Subjects include the follow list of subjects. • Annual handgun, long rifle, shotgun and specialty weapons; • Annual two-day supervisory training; • Biennial State of Florida ‘TASER’ recertification; • One-time 56 hours City of Clearwater Supervisor Training; • 40-hour computer based training (CBT) refresher every four-years, • A one-time 40-hour mental health ‘Crisis Intervention’ training is an additional training requirement, however, CPD does not provide this training on-sight. Additional in-service training conducted by the Training Section include, but not limited to the following list of courses. • Weapon transition and low light, • Basic and Advanced Cyclist familiarization, • Motorcycle Operators Course • Dementia and Safe Return • Incident Command System • CEVO II Training CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 95 In calendar year 2007, the above noted classes provided 18,882 hours of certified training to CPD. In calendar year 2008, this number was 8,273. The dramatic drop in training hours (56.18%) between the two years is a result of fewer requirements for computer-based and ACISS software training. These two programs alone account for 8,848 hours in 2007. Because of budget constraint, CPD trains personnel while on duty in-lieu of overtime. The Training Section maintains current training records for all sworn personnel electronically in the “On-Target” software program. In addition, complete records are kept for each in-service class conducted by the Training Section. The City Human Resources Department maintains civilian training records. CPD utilizes a Field Training Officer (FTO) model to expand the department’s ability to provide hands-on training experiences. This method is an industry preferred as it allows essential core missions to be met, e.g. community patrol and the costs associated with a FTO are substantially less than dedicated FTE. To demonstrate this point, the current Agreement between the City of Clearwater and the Clearwater FOP gives a 5% of base salary incentive to officers with FTO responsibilities. For a mid- range CPD police officer, ($54,482) this equates to $2,824 annually for FTO duties. Field Training Officers reporting structure is under Patrol and will be addressed further in that section. (4.2) Professional Development. With limited training staff, Professional Development limited for in-house CPD programs. The City Human Resources Department provides online supervisory training via the City’s intranet. Professional Development programs hosted at St. Petersburg CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 96 Community College, other academic facilities around the state offer a number of classes for career advancement. SAMP, CWA and FOP are at liberty for the City’s Tuition Refund Program. Stated in Article 10, Section 13. Tuition Refund Program, of the Agreement between City of Clearwater, Florida and Fraternal Order of Police Clearwater Officers Bargaining Unit states “Members of the bargaining unit shall be entitled to reimbursement for tuition fees for approved courses in accordance with the City’s Tuition Refund Program up to an amount of…..$1,500 for the period from October 1, 2008 and September 31, 2009.” CPD personnel are encouraged to use Tuition reimbursement is professional development. Although the CPD does not currently offer a Command Officer’s Course, it is evident that management recognizes the value of career development and command- level training and has taken a leadership role in this regard. During calendar year 2007, the department sponsored 9,169 total hours for travel and training. In 2008, this amount dropped to 5,120. (4.3) Special Projects. The Training Sergeants have key responsibilities within their duties to include department weapons, research & development, coordination of light duty personnel and liaison between law enforcement training institutions and training product vendors. The following detail expands the scope and responsibilities of Special Projects in the Training Section. • Training sergeant’s research and test weapons, ammunition, holsters and related armor used by CPD officers and specialty tactical teams. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 97 • Sergeants provide on-going liaison with police equipment vendors for R & D and purchasing bids. • Training conducts, annually, 400+ weapons system inspections including a physical inspection and audit. • Evaluate and test weapon(s) for all officer-involved-shootings to ensure manufacture specification performance. • Sergeants participate in the CPD early intervention system for remedial training, recognition of trend and corresponding training opportunities. • Both Training Sergeants are Firing Range Safety Officers with at least one present during all live-fire range activity. • Coordinate with City Risk Management and owners of private property owners for off-site training for Emergency Tactical Teams. • Sergeants serve as department liaison with St. Petersburg and other Police Academies for monitoring and supervising CPD recruits or potential candidates. Overall, Special Projects performed by the Training Section meet services delivery standards for a department the size of Clearwater Police. (4.4) Post Academy. The CPD does not operate its own recruit academy. The nearest Police Academy is the St. Petersburg College (SPC) who provides a 790-hour scenario-based (CMS) Florida Department of Law Enforcement (FDLE) law enforcement-training program. The CPD maintains a proactive relationship with the SPC and provides many of its instructors. Four law enforcement academies are held each year. Once hired by CPD, all new police recruits are required to attend the department’s 160-hour Post Academy. The purpose of a Post Academy is uniformity in police action and conduct within CPD. The following table provides Post Academy training classes’ specific to CPD policy and procedure. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 98   Legal Overview CD - CP High Risk Traffic Stops Blood Borne Pathogens Gangs Review of CPD Organization Use of Force / Pursuit Anti-Terrorism Awareness Firearms Day / Night Shooting Professional Traffic Stops Crime Analysis Policy / Ethics Defensive Tactics Active Shooter Discriminatory Profiling Victim Advocate Incident Command Handcuffing Tactical Driving Software Training Volunteer Program TASER Certification Edged Weapon Defense Domestic Violence Alarms / Building Search Upon successful completion of the above classes, the new hire is required to complete 14 weeks of Field Training. During this period, the individual is evaluated under established criteria, including the following list of behaviors. • Working independently, • Accepts feedback / Corrects deficiencies, • Productivity, Professionalism, • Following policy and procedures, • Grooming, dependability and attendance, • Interpersonal skills with the public / supervisors, • Operation and care of City equipment, • Safety skills, teamwork and general communications skills, • Problem solving / decision making and job knowledge, • Investigative skills, • Traffic initiative. The four elements of training are encompassing and representative of a professional law enforcement agency. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 99 The project team’s comparative analysis of police of six municipal police departments’ show that the average human resource dedicated to the training function is 2.4. CPD training section has two (2) dedicated sergeants. However, when evaluating department ratio of training personnel to sworn officer, CPD has the second highest ratio of 1:140. Ratios of other comparative departments range from a low of 1 training person for every 83.7 officers to a high of one trainer for every 150 sworn personnel. The following table identifies staffing and dedicated trainers by department. Pinellas County Agency Name Sworn Employees Dedicated Trainer Trainer / Sworn Ratio Clearwater PD 258 2 1:140 Cape Coral PD 257 N/A N/A Lakeland PD 227 2 1:113.5 Miami Gardens 251 3 1:83.7 Port St. Lucie PD 330 3 1:110 Sunrise PD 300 2 1:150 The project review team evaluated the Training Section to standards that are State and nationally recognized benchmarks of best practices for the specific discipline. The standards provide templates with methods for reaching administrative and operational goals. Study findings show CPD Training section meets recognized benchmarks. The following table compares the best practice, CPD standard and potential improvements, if applicable. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 100   Performance Target Clearwater Police Potential Improvements TRAINING In-service training hours averages 40 hours per sworn officer per year. Each sworn officer receives a minimum of 44 hours of in- service training annually. In-service training is available to sworn as well as civilian employees. CPD provides supervisor in- service training. Non-sworn employees receive in-service training from City departments. Training needs assessments are conducted to determine needed training The Training Sergeant conducts regular evaluation and assessments for training needs. Training records are centralized. CPD training records are centralized in ACISS. Does the Department conduct a supervisor’s school for new supervisors? CPD requires all new supervisors to attend in-house supervisory classes at time of promotion. Are electronic (i.e. “e-learning”) training courses available through Training? CPD conducts monthly training through e-learning. Training packets are forwarded to each officer who completes their work via laptop computer. The quality and usefulness of training is frequently assessed. Training feedback is requested after each session. Additionally, mid-management is regularly solicited for input. All sworn personnel meet State and agency requirements for firearms certification annually. CPD policy has establish mandates for firearm certification pursuant State Statute and Florida Law Enforcement Accreditation Standards. There is on-going annual defensive tactics training provided to officers. CPD policy has established mandates were officers receive, at least annually, defensive tactics training. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 101 Performance Target Clearwater Police Potential Improvements Does Training communicate formally with the Internal Affairs to identify instances of recurring violations and/or problematic behavior, and incorporate this into directed counseling and training? Current organizational structure of CPD sorts IA and Training under the Professional Standards Lieutenant. This provides regular checks and balances to assure developing concerns are addressed. Sworn personnel have adequate opportunities to use the firing range. CPD has its own firing range and provides adequate access for its officers. Does the Department provide diversity training? CPD provides annual diversity training for its members. The Project Team’s overall analysis of the preceding information is that CPD’s Training Section currently has 0.5 less personnel that comparative departments but are currently meeting department and accreditation goals. The following points summarize key aspects relating to the Training Section. • The Section provides four primary elements to CPD training, In-service Training, Professional Development, Special Projects and Post Academy. • A strong emphasis on providing training opportunities for sworn staff is present in the organization. On-going training is delivered electronically to officer issued laptop computers. Internal and external training course announcements to sworn officers made via computer or during shift lineup. • Training Sergeants are assigned investigative duties for all incidents involving ‘use of force’ by CPD officers, including evaluating officer weapons post in-the- line of duty shootings. Finding from these investigations are used to enhance training opportunity and / or institute the departments Early Intervention Process for the respective sworn personnel. • Professional Development is provided through local colleges. Employee tuition programs are in place for all levels of the agency. • Post Academy training for newly hired officers provides uniformity of law enforcement in the City of Clearwater. Academy hours and field training is equivalent to comparison departments. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 102 Overall, the organization and role of the Training Section is efficiently operated given the size of staff and responsibility of training activities. The next section will discuss the Services Section. Recommendation: Make no changes to the current staffing or operations of the Training Section. (5) Services Section Provides a High Level of Service in a Variety of Support Functions. The Department Should Pursue Automation of Purchase Requisitions with the City’s Systems. The Services Sergeant tasks include oversight and direct responsibility in building security, project management, supervision of Police Service Technicians (PST) and employee access cards. Total staffing for the Services Section is 21.5 FTE positions with the following reporting structure shown below: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 103 The following table outlines the staffing of the Services Section during the time of the study and shows original staffing levels, vacancies and net available staff:  Position Number Authorized Number Vacant Net Total Services Sergeant 1 0 1 PST Supervisor 1 0 1 PST 14 0 14 Property Supervisor 1 0 1 Property Clerk 1 0 1 Maintenance worker 1.0 0 1.0 Custodial worker 2.0 0 2.0 TOTAL 21.5 0 21.5 As noted above, the Section is managed by the Personnel Sergeant and consists of 21.5 employees to provide Services to the agency. The following table provides responsibility summaries for each of the positions: Unit / Position FTE Filled Responsibilities Services Sgt 1.0 1.0 The Services Sergeant tasks include oversight and direct responsibility in building security, project management, supervision of Police Service Technicians (PST) and employee access cards. Police Services Technician (PST) PST Supervisor PST 1.0 14.0 1.0 14.0 Police Service technicians primary duties include staffing the front counter and staffing the Telephone Report Unit (TRU). TRU receives information via 911, telephone or in- person of less severe crimes. PST’s enters information directly into a computer using the TriTech Records Management Software. Approximately 7% of CPD reports are taken by the TRU. This percentage represents 5,528 reports that otherwise would require an officers to handle. Property CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 104 Unit / Position FTE Filled Responsibilities Supervisor Property Clerk Maintenance worker Custodial worker 1.0 1.0 2.5 2.0 1.0 1.0 2.5 2.0 Property responsibilities were reassumed from the Pinellas County Sheriffs Office on October 1, 2008. Evidence maintained at Police Station or Shooting Range. Large incidents and violent crime property remains with Sheriff. Supervisor and Clerk responsibilities include in-house / out- of-house mail, ordering / receiving supplies, supply distribution, uniform distribution and building inspections. Maintenance workers perform minor repairs and preventative maintenance to eight (8) CPD buildings. Large repairs are out-sourced or handled by City staff. Custodial workers maintain CPD stations. The Services Sergeant retains responsibility for building security, project management of software implementations and vendor relations. Specific task include the following. Civilian PST (Police Service Technician) in the Services Section staffs the front desk and the Telephone Report Unit (TRU). In calendar year 2008, TRU handled 5,528 calls for service through either telephone or walk-up report taking. This represents approximately 9% of calls for service. This is a high average level of call diversion for telephone reporting and is an effective way to focus law enforcement resources on higher priority calls. An added responsibility of the Telephone Report Unit is staffing the Front Desk in CPD Headquarters, the front desk of the State Attorneys Office (located in CPD Headquarters) and fingerprinting for the public. Divided into three shifts, PST personnel work a 40-hour workweek, scheduled as follows:  CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 105   Shift FTE Assigned Average On-Duty Tasks Daytime (7am – 3pm) 7 5 • TRU (3) • Front Desk (1) • State Attorneys (1) • Fingerprinting* Evening (3pm – 11pm) 6 4 • TRU (2) • Front Desk (1) • State Attorneys (1)** • Fingerprinting* Midnight (11pm – 7am) 1 1 • TRU & Front Desk (1) * Between 8am and 4 pm two (2) CST assigned primary and back up from TRU total ** State Attorney CST returns to Front Desk at 5 PM. The table, below, represents the TRU Front Desk workload in calendar year 2008: Activity Total 2008 T.R.U. Citizen Assists Front Desk 42,027 T.R.U. Front Desk Reports Taken 568 T.R.U. Telephonic Reports Taken 4,310 Fingerprints Taken 1,554 The Property Unit is responsible for evidence, building maintenance and custodial services. Authorized FTEs for the Property Unit is 6.5 civilian positions. The Property Supervisor supervises the unit. The following organizational chart shows lines of authority. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 106 Between October 1, 1993 and September 31, 2008, the Pinellas County Sheriffs Office managed the City’s property and evidence. This responsibility changed this fiscal year in an effort to reduce contract costs. As of March 1, 2009, the Property and Evidence was managing 2,621 items. Had the contract with the Sheriffs Office for evidence been valid during this period, the cost to the City would be $30,141.50. Housing of evidence is located at Police Headquarters or at the CPD shooting range buildings. Each District Police Station has evidence lockers for temporary storage. Large evidence Property and evidence resulting from violent crimes continues to be housed with the Sheriff’s Office. The Property and Evidence Unit provides services eight hours per day with 24-hour call for large seizures. Assisted by the Property Supervisor, the Property Clerk is assigned to the following functions: • Intake: Staff receives and process property and evidence. • Warehouse: Staff receive property and evidence from intake and assign and place materials in proper location. Staff is also responsible for the Unit’s purging program. • Vaults: Use to store guns, money and drugs property. • Releasing: Responsible for the release of property and evidence under appropriate guidelines. • Inventory Control: This position is responsible for developing internal and quality control programs for the Unit, including purging and auditing programs. The two FTE positions noted above also have responsibility for internal supply inventory Management and uniform / personal equipment to CPD employees. This includes ordering supplies, stocking shelves, maintaining inventory, disbursing uniforms, etc. Uniform and personal equipment, governed by department policy and procedures is issued under bargaining unit agreements or by need. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 107 CPD Services Section carries responsibilities for routine, preventative maintenance and minor interior remodeling at eight CPD (City) buildings. These buildings are shown in the following list. • District 1 Police Station • District 2 Police Station (Headquarters) • North Greenwood Substation • South Greenwood Substation • CHIPS (Downtown Bike Substation) • Shuffle Board Substation • Wood Valley Substation • Seizure and Forfeiture Office The City typically out sources major repairs of these buildings. Custodial services are performed primarily by at the three District Stations. The project review team evaluated the Services Section to standards that are State and nationally recognized benchmarks of best practices for the specific discipline. The standards provide templates with methods for reaching administrative and operational goals. Study findings show CPD Services Section meets recognized benchmarks. The following table compares the best practice, CPD standard and potential improvements, if applicable. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 108   Performance Target Clearwater Police Potential Improvements PROPERTY MANAGEMENT - SUPPLY MANAGEMENT An individual manager has been designated as being responsible for the management of CPD supplies. The CPD has designated the Property Supervisor, as the manager responsible for CPD supplies. Materials acquisition and inventory is centralized to minimize fragmentation. Materials acquisition and inventory is centralized within the Property Division. The issuance and control of weapons and ammunition is centralized to assure control and security. The issuance and control of weapons and ammunition is centralized. Weapons and ammunition are the responsibility of Training Office. Procurement is centralized to minimize fragmentation. Property has one Property Clerk allocated to procurement and inventory. Managers within CPD can proceed directly to the City to procure goods and services. Information Technology orders hardware and software on its own. Procurement cards are utilized to reduce the costs of acquisition of small purchases. Internal control measures have been developed and put in place for the use of procurement cards. Procurement cards are utilized throughout CPD. Issuance and controls are conducted in the Fiscal Services Unit. Comprehensive and well documented purchasing policies and procedures are in place. The CPD utilizes the City’s purchasing policies and procedures. Competitive bidding techniques are utilized. Any purchases over $50,000 are competitively bid in accordance with the City’s procurement policies. Purchase requisitions and purchase orders are submitted and issued electronically using the automated financial information system. Internal CPD purchase requests are submitted in hard copy, reviewed and once approved, are enter into the City’s automated financial information system. Purchase Requisitions are issued electronically using the City’s automated financial information system. Internal CPD purchase requests are prepared and submitted using a hard copy to the Fiscal Services Unit. Although the City uses automated financial information system, CPD is not does not have the capability for electronic purchase request. CPD should pursue automation of its internal purchase request forms. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 109 The Project Team’s overall analysis of the preceding information is that CPD’s Services Section has proper staffing to accomplish department goals. The following points summarize key aspects relating to the Service Section. • All FTE positions are civilian employees. • Police Service Technicians (PST) staffed the Telephone Report Unit that reduce sworn officer workload by 7% in 2008. PST positions additionally staff the Front Desk at Police Headquarters and the States Attorneys Office. • Property and Evidence was recently brought in-house and the 6-month savings to the department is $30,141.50. • Florida Department of Florida conducts evidence audits at least twice annually. One audit is announced while the second is unannounced. • CPD inventory, supplies and receiving are centralized within the Property unit. • Request forms for purchasing require manually handling for the internal approval process. The City purchasing software has automation capabilities to expedite the approval process. Overall, the organization and role of the Services Section is efficiently operated given the size of staff and responsibility. The next section will discuss the Fiscal Services Unit. Recommendation: CPD should pursue automation of its internal purchase request forms through integration of City purchasing enterprise software. 2. THE FISCAL SERVICES UNIT WORKS CLOSELY WITH SIMILAR FUNCTIONS IN THE CITY. The Fiscal Services Unit has three authorized positions, Senior Accountant, Accounting Technician and Police Office Specialist. Positions are civilian employees. This Division is responsible for the development and monitoring of the CPD operating and capital budgets. This Unit is also responsible for the procurement activities and expenditure reports such as the Special Law Enforcement Trust Fund. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 110 Specific duties of the Senior Accountant include the following: • Processing purchase orders to include data input off handwritten internal request forms. • Approvals of Purchasing Cards and reconciliation of P-card purchase receipts. • Internal posting of revenues for forfeiture purchases grants, etc. • Managing approximately 30 projects such as expenditure reports, reporting to various agencies (e.g. FDLE), reviews of grant expenditures and monthly reconciliation of projects. • Review of internal transfers. • Prepares and submits Budget Amendments for Board approval. • Serves as lead for annual budget preparation. The Accounting Technician and Police Office Specialist perform additional tasks. The following list of items includes these tasks. • Accounting for personnel use of City issued cell phones. • Inputs all City and PD agendas for City Council Meetings. • Process property damages reports and payment for harm caused by CPD. An example of damage caused by CPD would be during SWAT entry. • Conduct project research to include contracts, contract dates, etc. • Issuance of petty cash and reconciliation expenditure receipts. Noted above is monthly accounting for City issued cell phone. City policy is the employee is charged $0.17 per minute for personnel cell phone use. Monthly reconciliation of the 104 cell phones assigned to CPD employees is $120 or approximately $1.15 per person. To accomplish the task of reviewing each of the 104 cell phone charges requires action on the part of the Police Office Specialist, the applicable section or unit Captain CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 111 or Lieutenant and the responsible employee. Actual time expended accomplishing this task is undetermined, however, it would appear employee time in review and processing 104 forms exceeds the $120 average dollars the City collects in return. An option to create efficiency in this process would to create a flat fee charge for cell phone usage. By having a flat fee for personnel phone calls the department will continue to recovery the cost for using City property for personnel use while redirecting employee work assignments towards more productive use of time. The practice of flat fees is common practice in many Florida governments. The project review team evaluated the Fiscal Services Unit to standards that are State and nationally recognized benchmarks of best practices for the specific discipline. The standards provide templates with methods for reaching administrative and operational goals. Study findings show CPD Fiscal Service Unit meets recognized benchmarks. The following table compares the best practice, CPD standard and potential improvements, if applicable.  Performance Target Clearwater Police Potential Improvements FINANCE Management of financial systems has been centralized to assure effective financial management practices. The Fiscal Services Unit’s Senior Accountant is responsible for most CPD financial systems. Payroll is a separate division within the Services Bureau. Comprehensive and effective fiscal policies have been developed. The Finance Office has developed policies for accounts payable, accounts receivable, credit cards, purchasing cards and petty cash funds, etc. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 112 Performance Target Clearwater Police Potential Improvements FINANCE A long-term financial plan has been prepared for the CPD – both operating and capital. The City operates under annual budgeting, however, operating and capital planning is an element of an annual budget. Amid recent tax reforms and loss of property values, sales tax revenue, etc long-term planning has become problematic. Continue a long-term financial planning approach especially for major capital expense. A program budget is utilized that links the CPD strategic plan to the goals, objectives, and performance measures within the budget complying with GFOA Best Practices in Public Budgeting. CPD, under City policy, operates under the GFOA’s Best Practices in Public Budgeting. Budget instructions have been prepared and are available on- line. The City has Budget instructions on line. Operating and capital expenditures are monitored on an ongoing basis to assure actual expenditures do not exceed the authorized budget. The Fiscal Services Unit monitors expenditures against the authorized budget. If found to exceed available budget the request is returned to the Bureau’s Lieutenant or Deputy Chief. The Fiscal Unit conducts internal audits on an ongoing basis to assess the effectiveness of internal controls. The CPD Fiscal Services Unit conducts ongoing internal audits to assure compliancy to City and CPD budget policy. The City, including CPD, undergoes annual external audits. Grant accounting maintains financial information, monitors grant expenditures for compliance with conditions, prepares financial reports, and carries out all cash management responsibilities associated with the grant. Grant accounting maintains financial information, monitors expenditures for compliance with conditions, prepares financial reports, and carries out all cash management responsibilities associated with the grant. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 113 The Project Team’s overall analysis of the preceding information is that CPD’s Fiscal Service Unit has proper staffing to accomplish department goals. The following points summarize key aspects relating to the Fiscal Service Unit. • All FTE positions are civilian employees. • Internal purchase order requests are handwritten and inputted by the Police Office Specialist. Automation of this task whereby the section or unit initiating the requisition will do the data input. • Reimbursement for personnel use of City issued cell phones average $120 monthly. The department has 104 City cell phones issues to employees. Consideration should be given to a flat fee for personnel use of City issued cell phone. • The Section meets best practices for law enforcement Fiscal Management. Overall, the organization and role of the Fiscal Services Section is efficiently operated given the size of staff and responsibility. The next section will discuss the Payroll Services Unit. Recommendation: Amend current City policy to allow monthly flat fee charge for personal use of City cell phones assigned to CPD employees. 3. THE PAYROLL SERVICES UNIT MUST WORK CLOSELY WITH THE CITY AS A PAYROLL SYSTEM IS IMPLEMENTED TO ENSURE THAT THE SOLUTION MEETS THE UNIQUE NEEDS OF LAW ENFORCEMENT PAYROLL MANAGEMENT. The Payroll Unit primary function is preparation and submission of the CPD payroll of 474 employees. The Unit is managed by the Payroll Services Support Manager with one support position, Personnel / Payroll Technician. As shown in the CPD Personnel organizational chart there is a second Personnel / Payroll position which shares payroll tasks. The Personnel assigned technician averages 3 days out of five on payroll related work. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 114 Lines of authority and duty tasks are shown in the organizational chart and table below.   Unit / Position FTE Filled Responsibilities Payroll Services Unit Manager Personnel / Payroll Tech 1.0 1.0 1.0 1.0 The Payroll Services primary role is preparation and submission of CPD payroll reports. Average payroll includes hours for 474 personnel. Employees are fulltime, part time or grant funded positions. CPD has four (3) Bargaining Units, FOP-Officer, FOP- Supervisor and CWA. Payroll rules for exempt employees or SAMP (Supervisor, Administrative, Managerial, and Professional) in the City’s Human Resource Manuals. Payroll staff works with each Unit. Payroll time sheets require manual preparation. Paper copies forwarded to supervisors as exemption only. Typical payroll review requires 15% - 20% of payroll records reviewed or edited by Payroll staff. Payroll forms submissions to the unit are handwritten and entered into the City’s payroll system once a number of checks and balances to ensure accuracy and corrections are made. Steps for CPD payroll are shown in the following bulleted items. • Employees submit payroll sheets to supervisors weekly. Payroll forms show hours worked and / or leave time (sick, vacation, training, etc). CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 115 • CPD Supervisors review and sign payroll sheets and forward to the senior Bureau officer for final approval. Once signoff is complete, the forms are sent to the Payroll Unit. • The Payroll Unit checks individual employee submissions against department work schedules, court and training. • Errors are identified on the handwritten submissions and returned to the respective bureau for correction. Fifteen to twenty percent of handwritten reports are returned for errors. • Supervisors make corrections to payroll sheets and return to Payroll for processing. • Payroll submissions are coded and entered into the City’s Payroll system. The process listed above requires two weeks to complete. Any revision not captured within the two-week window is held until the next pay period. Error returns can be reduced by electronic submission of payroll sheets by supervisors. At the direction of the Police Chief, the Payroll Unit Manager is researching payroll software applicable to law enforcement schedules. Benefits of automating payroll include the following points: • Automating payroll creates a single point of data-entry for employee payroll and supervisor approvals. • Allows revisions to an individual’s payroll to be “exception” based allowing only those changes necessary to the employee’s regular workweek. • Expedited the payroll process where most checks and balances are done electronically and based from bargaining units / SAMP rules. • Automation establishes a seamless transmission of the department’s payroll to the City’s Oracle enterprise payroll software. The project review team evaluated the Payroll Services Unit to standards that are State and nationally recognized benchmarks of best practices for the specific discipline. The standards provide templates with methods for reaching administrative and CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 116 operational goals. Study findings show CPD Payroll Service Unit meets recognized benchmarks. The following table compares the best practice, CPD standard and potential improvements, if applicable.  PERFORMANCE TARGET CLEARWATER POLICE POTENTIAL IMPROVEMENTS PAYROLL SERVICES The Department processes 90% of all payrolls accurately on the first run. The Payroll Unit has a series of analytical steps to ensure the correct processing of payroll. The Payroll Manager, however, estimates that well over 80% are correct on the first “run,” although these errors tend to be greater during holiday weeks, large influx of new recruits, etc. Fewer than 10% of all errors in payroll runs are due to Payroll personnel input errors. The Payroll Manager estimates that the Unit meets this objective. Electronic submittal of payroll data from operating divisions? Payroll submissions are done in by hand and this data must be re-entered by Payroll staff. It is Payroll Services’ belief the 20% error rate on first submission is preventable with proper payroll software. Staff was directed to research software options. Continue research for payroll software for electronic submission to Payroll Services. It is essential payroll software be compatible to law enforcement shift work, special assignments and overtime. Are the Personnel and Payroll information systems integrated? The City’s payroll and compensation modules are integrated, with changes in employee classification automatically updating changes in compensation. The Project Team’s overall analysis of the preceding information is that CPD’s Payroll Service Unit has limited staffing to accomplish department goals. Automation of the department payroll system will address this concern. The following points summarize key aspects relating to the Payroll Service Unit. • The Payroll Services Unit has two (2) authorized FTE positions which are both civilian employees. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 117 • Each payroll period 474 individual payroll changes are made into the City’s payroll system by Unit employees. • Payroll time sheets are completed by hand, reviewed for accuracy and returned to the employee’s bureau for correction before being entered into the City’s payroll system. • CPD payroll experiences between fifteen to twenty percent error rate that requires return of submitted payroll sheets. Payroll staff is researching software to address this high error rate. • Payroll software is available that is customizable to CPD work rules allowing substantial reduction in error rate through single point of entry and electronic submission from beginning to end. Overall, the organization and role of the Payroll Services Unit is adequately operated given the size of staff and responsibility. Improvement to the unit’s efficiency through automation of the payroll process is viable. The next section will discuss the Records Section. Recommendation: Continue research for payroll software for electronic submission to Payroll Services. It is essential that payroll software be compatible to law enforcement shift work, special assignments and overtime. 4. RECORDS SECTION. The Records Section in the City of Clearwater Police Department is responsible for document management, including receipt and processing of all reports and records, document imaging, and inmate identification for the County jail. The Section is staffed with 11 fulltime equivalents. All Record Section employees are civilian positions. The following organizational chart shows lines of authority within this section. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 118 The project team compared organization, staffing and key practices of Records Section. Presented below are key strengths in the Records Section. • Automated systems are integrated to reduce duplicative work efforts and to increase efficiencies with respect to processing of reports and documents. It should be noted; automated Records Management Systems (RMS) systems were changed in 2007 from LRS to ACISS. Both systems continue to run parallel but with the most recent software update, staff anticipates this to end in the near future. • Additionally, field services personnel utilize in-vehicle laptops to write and submit reports to supervisors, who then electronically submit reports to Records Section. • Records Section personnel staff the front counter and process requests for records at the counter, by fax, mail, etc. Records Section utilizes a two tiered system to ensure that requests and receipt of money can be quickly processed. • Records Section has a records purging program to ensure compliance with State and Federal regulations. • All Records Section employees are crossed trained for any task assigned. The following table provides authorized as well as current staffing in the Records Section. Also included in the table are brief descriptions of work assignments. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 119   FTE Unit / Position Auth. Current Responsibilities Records Section Manager Police Info Supervisor Police Info Technician I & II 1.0 1.0 3.0 6.0 1.0 1.0 3.0 6.0 The Manager of the Records Section is responsible for daily management of the Section’s operations. Units in this section include Report and Review, Uniform Crime Reporting and Validation, and Records. This Unit is responsible for the uniform crime reporting and validation for the CPD. Key responsibilities include: • Responsible for reviewing all supervisor approved reports. • Perform quality control on all officer reports, including read all reports, review charges, change crime codes, as needed etc. • Process data for UCR required reporting (e.g. monthly, quarterly, etc.) • Responsible for validating data in Teletype. • Review monthly Teletype report, research open complaints, remove cases as approved, etc. • Confirm NCIC – FCIC ‘hit’ during business hours. This Unit is responsible for staffing the front counter, processing requests for reports, etc. Key elements of this Unit include: • Receive and process requests for reports. Including mail, phone and walk-in requests. • Receive and process payments for requests, as necessary. • Conduct background checks to include permit request for taxi service, occupational license and new City employees. • Issues and receives alarm application. This Unit is responsible for document imaging of Records for the CPD: • Responsible for imaging documents. • Receive paper documents from throughout the Office. • Prepare packets for imaging. • Scan documents, • Review scans for quality control. • Attach case number to each scanned document. As illustrated above, specific tasks assigned to the Records Section evolve around collection of reports, accuracy of report coding, archiving reports, issuance of permit, collection of fees, fingerprinting and background checks. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 120 The City of Clearwater Police Department collects fees for a variety of services provided to the public. With respect to the Records Section, fees are collected for fingerprinting, report and records requests, etc. The total collected for calendar year 2008 was $143,164.39. The following table shows sales by the Records Section. Point of Sale Transactions 2008 Total Accident Reports Sold 40318 Call for Service Reports Sold 1544 Dispatch Recordings Sold 75 Fingerprints taken 1554 Letters of Good Conduct/Arrest 159 Offense/Incident Reports Sold 17882 Taxi-cab Vehicle Inspections 297 Taxi-driver/Solicitor/Handbill Permits 907 Vehicle Equipment Inspections 87 Total Fees Collected $143,164.39 Assignments routinely performed by Police Information Technicians include records processing, permits, point of sale transaction, research, and records management. The following table illustrates specific workload volumes in 2008. Records Information Services 2008 Total Accident Reports Issued 3386 Long Form Accidents Processed 1395 Short Form Accidents Processed 1991 Data Entry Completed (minutes) 20113 Local Records Checks Processed 3354 Offense/Incident Reports Issued 39379 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 121 Records Information Services 2008 Total Photos I.D.s City Employees 187 Traffic Fatalities 14 Report Requests Completed 20522 Traffic Citations To Clerk 16425 DUI Citations Processed 446 Alarm Responses 3603 Alarm Citations 1479 Alarm Permits Issued 555 Alarm Service Charges Paid 1,412 NCIC/FCIC Vehicles/Boats 514 NCIC/FCIC Persons 1116 NCIC/FCIC Articles/Decals 362 NCIC/FCIC Guns 117 NCIC/FCIC Tags 169 NCIC/FCIC Hit Confirmations/Terminal/Phones 1131 NCIC/FCIC Purges 360 NCIC/FCIC Criminal Histories 3209 NCIC/FCIC Validations Modified 537 NCIC/FCIC Impounds 1164 NCIC/FCIC Securities 4 NCIC/FCIC SPNS (system person number) 45 Fingerprints (Ch.119) to FDLE 762 Approved/Issued 752 Denied/Notified 4 Records microfilmed (cu.ft.) 23 Records sealed/expunged 108 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 122 The project review team evaluated the Records Section to standards that are State and nationally recognized benchmarks of best practices for the specific discipline. The standards provide templates with methods for reaching administrative and operational goals. Study findings show CPD Records Section meets recognized benchmarks. The following table compares the best practice, CPD standard and potential improvements, if applicable. PERFORMANCE TARGET CLEARWATER POLICE POTENTIAL IMPROVEMENTS RECORDS Are Patrol personnel utilizing in- vehicle computers for dispatch information and developing report narratives, etc.? In-vehicle computers with access to RMS are the standard. CPD Officers prepare written reports via the RMS from their vehicles (through “air- card” technology). RMS (records management systems) are integrated and automated. Although the Records Division is under transition to ACISS, CPD’s RMS is not fully integrated. Current practice is two RMS running in parallel. This transition period continues. Records staff are available to handle customer requests. This Division has personnel dedicated to a public counter, who are responsible for processing all public requests for records. All personnel assigned to Records Division are cross-trained to staff the counter or perform other tasks within this office. Records are maintained in an area secure from the public and staff. CPD records are maintained in an area secure from the public and staff. “Proximity cards” are used for additional security measures and to enable to track staff access to the storage area. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 123 PERFORMANCE TARGET CLEARWATER POLICE POTENTIAL IMPROVEMENTS Record requests are processed within an hour of a request. Whenever possible, records requests made at the public counter are filled immediately. A second option for requesting and receiving records is provided through CPD’s website. Records purging and destruction proceeds per state guidelines. CPD has a formal policy regarding record retention and purging. This complies with guidelines established by the State of Florida and the Commission for Florida Law Enforcement Accreditation. Records personnel are civilians. Personnel of the Records Division are civilian employees. The cost of taking and processing fingerprints for residents is recovered through fees. The Records Division charges $5.00 for each fingerprint request. The Division averages fingerprint requests 63.5 monthly in 2008. The Project Team’s overall analysis of the preceding information is that CPD’s Records Section currently has staffing to accomplish its mission and accreditation goals. The CPD Records Section has a high level of professionalism among its members. The following points summarize key aspects relating to the Records Section. • Eleven FTE positions are authorized in the FY 2008 / 2009 budget for the Records Section. All employees are civilian. • The Section serves as the primary point of contact for public requests for public records, including accident and crime reports. Clearwater Police Department charges for public records. • Perform quality control on all officer reports, including read all reports, review charges, change crime codes, as needed etc. • Conduct background checks to include permit request for taxi service, occupational license and new City employees. • Reviews previous 24-hours of National Crimes Information Center (NCIC) and Florida Crimes Information Center (FCIC) activity from Communications against the Uniform Crime Reporting (UCR) to assure correctness of information. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 124 • The Section collected point of sale revenue in the amount of $143,164.39. Overall, the organization and role of the Records Section is adequately given the size of staff and responsibility. The next section will discuss the Communications Section. Recommendation: Make no changes to the staffing or base procedures of the Records Section. 5. THE COMMUNICATIONS SECTION PROVIDES EMERGENCY DISPATCH SERVICES TO THE POLICE DEPARTMENT. The Communications section has 46 authorized FTE positions. All Communications members are civilian employees. A Manager leads the Section, who reports to the Deputy Chief - Service. The following organizational chart shows lines of authority. The following table illustrates authorized FTE positions along with vacancies. Additionally contained in the table are summarized work assignments by position. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 125   Manager Section Supervisor Operators 1.0 7.0 38.0 1.0 7.0 37.0 The Communications Section answers, process and transmits 911 and non-emergency phone and radio information to CPD officers. This center services CPD law enforcement only. All 911 calls originating in Pinellas County are answered at the County Communications Center. Requests for law enforcement are transferred from the Center to the appropriate jurisdiction for processing. Adopted FTE is 46 personnel, 38 serving as call takers, teletype or radio operators, Current staffing reflects one vacancy. However, 11 Operator positions are trainees. High attrition is common in this Section. The Section uses Part- Time operators and tele-communicators. Key points in the Communications Section: • The radio system is an 800 MHz Motorola digital system. • The Section uses New World Computer Aided Dispatch software. • Communication personnel answer and process 911 calls, dispatch Officers, operate the teletype system and assist in training new employees. • Supervisors perform one of three supervisory functions, floor (dispatch), lead, training or administrative. • Minimum staffing (see table below) is two (2) call-takers, three (3) Operators, (1) floor Supervisor and one Teletype tele-communicator. • Communication Section shift schedule is 12 hours. • There are 16 radio positions in the dispatch room, 1 Supervisor, 5 Dispatch, 2 Information Channels and 8 Call-takers. • Typical allocations of channels are two, District 1 / 2 and District 3. • Quality Assurance is performed on an as-needed basis by the floor supervisor. • Operators have option of becoming Senior Operator and / or Communication Training Officer (CTO). Senior Operator step-up to Supervisor. CTO Operators serve as field training officers. (1) The Police Department Operates as a Secondary PSAP. Pinellas County 911 Communications Center is the Public Safety Answering Point (PSAP) for all emergency law enforcement, fire and emergency medical calls in the County. Upon receipt of a 911 call, the County Communication Center operator determines if the need is police, fire or medical. If the need is law enforcement the 911 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 126 Center forwards the call to the proper jurisdiction. The County Communications Center provides dispatch for fire and medical emergencies. During non-business hours, the section also answers non-emergency calls for the CPD. The following points describe the functions of the Communications Section: • Manager / Supervisor - A civilian Manager oversees seven (7) Supervisors who run the day-to-day operations of the Section. Section personnel are assigned to work 12-hour shifts weekly. • Call-Takers – Call-takers answer calls, gather basic information, enter CPD emergency calls into the Computer Aided Dispatch (CAD) system, transfer non- emergency calls to other CPD personnel as required. The section has a goal of answering 90% of the 911 and 10-digit calls to the CPD within 10 seconds. Current goal is met with the average call is answered in less then five (5) seconds. • Radio Operators – The Section has an authorized staff of 38 Operators and five (5) part-time positions. The Operators are the link between citizens requesting services and officers in the field who provide emergency services. Most of the emergency services are provided by Uniform Patrol Officers but Operators also communicate with Detectives and Special Operations personnel. Operators enter information about service calls into the CAD system. • Teletype Operators - The Section has no authorized Teletype Operators. Instead, this position is filled with overflow coverage for either need. Teletype personnel operate Teletype machines to receive and transmit messages with county, state and national computer systems pertaining to missing persons and stolen property. Operators retrieve and disseminate information (e.g. warrants, vehicle registrations, missing persons, etc.) via radio and enter, update, recover and/or cancel entries in the FCIC/NCIC (Florida Crime Information Center/National Crime Information Center) on-line databases. • Training – The Section has a Training Supervisor who provides entry level and in-service training to Communications Section staff. The Call-taker and Operator training involve 27 weeks of classroom and practical training. • CAD Map Maintenance – Geo-coding is done by the City’s Information Technology Department. Geo-coding is the CAD system maps and associated data files. The project review team evaluated the Communications Section to standards that are State and nationally recognized benchmarks of best practices for the specific CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 127 discipline. The standards provide templates with methods for reaching administrative and operational goals. Study findings show CPD Communications Section meets recognized benchmarks. The following table compares the best practice, CPD standard and potential improvements, if applicable. Performance Target Clearwater Police Potential Improvements COMMUNICATIONS A consolidated public safety dispatch center is utilized that dispatches police and fire calls for service. The Communications Division serves as a secondary PSAP. Pinellas County Central Dispatch receives all 911 calls and transfers to CPD for actual dispatch. The Communications Division does not dispatch for the fire and rescue department. Fire and Rescue dispatch is performed at the Pinellas County Central Dispatch. A backup PSAP is established for the communication center. Pinellas County Sheriff’s Office serves as back-up dispatch center for CPD. Additionally, if CPD fails to pick-up after one cycle (14 rings) the call is forwarded to Largo PD. Largo PD will collect information and call CPD via direct line. Uninterruptible power supplies and backup generators are available to prevent power disruptions from interrupting calls in progress or incoming calls. CPD Headquarters is equipped with an uninterrupted power source. Generators provide sufficient power for continued operations of the Communications Division. Generator has fuel for 72 hours of continual use. All Operators have training that meets or exceeds APCO training guidelines. CPD Operators must successfully complete a three phase training period that meets or exceeds APCO training standards. Failure to complete all phases within a maximum of nine (9) months is cause for termination. Teletype operators and operators have appropriate training and certifications to access criminal justice databases. CPD Teletype operators meet State and National qualifications to access criminal justice databases. Each Operator is required to recertify every 24 months. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 128 Performance Target Clearwater Police Potential Improvements Communications has developed and utilizes written procedures to standardize effective dispatch practices. CPD Communications Division has developed and utilizes written procedures to standardize effective dispatch practices. Additionally, the Division provides ongoing training on procedures to ensure consistency. Dependent on urgency training is pre- planned or through electronic Training Bulletin. 90% of the 9-1-1 calls are answered within 10 seconds. CPD Communications Division answers 99.97% of 911 Calls within 10 seconds. The CAD and the records management system (RMS) are integrated. CPD RMS is part of a unique cooperative partnership with Pinellas County Sheriff’s Office where shared records are maintained in a central database. CPD Communications Division has complete access through this integration to the PCSO CAD. The radio system is digital and all units have been equipped with digital radios. CPD operates on the City’s 800 MHz digital infrastructure. Communications has designed and maintained a Master Street Address Guide. CPD Communications Division includes the management of the City’s 9-1-1- information and database. This program included the design of the master street and address guide. The Division coordinates with other City agencies to ensure new streets and / or street name changes are consistent with 9-1-1 needs. In-vehicle computers are utilized in police vehicles to reduce the extent of operator workload such as record checks and call status updates. In-vehicle computers with access to CAD and RMS are the standard for all non- undercover units. Communications is staffed with civilians. The Communications Division is staffed with civilians. 9-1-1 telephone user fees on cell phones help finance the operations of the dispatch center. Pinellas County is sole recipient of 9-1-1 telephone user fees. Funds are not shared with incorporated municipalities. Seek partnership projects with County to offset local tax dollars with 9-1-1 user fees. Particular attention to capital equipment upgrades and Division enhancements are critical to meet State Statute. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 129 Performance Target Clearwater Police Potential Improvements Dispatch equipment and furniture has been ergonomically designed to reduce the risk of repetitive motion injuries, problems with lighting and the constant use of computer screens. CPD Communications Division has ergonomically designed chairs and workstations for Operator comfort and to reduce the risk of occupationally derived injuries. The dispatch and radio equipment is well maintained by telecommunications staff. CPD Communications Division has established procedures for equipment maintenance. Equipment maintenance is performed by either City IT or an outside vendor. Adequate communications and 9-1-1 network equipment is utilized for dispatching. CPD Communications and the 9-1-1 network are adequate for a center of its size and workload. The work schedule for operators matches the call for service demand profile by hour of the day and day of week. CPD Communications Division evaluates no less than annually its staffing needs and plans accordingly. Current staffing for workload ranges from a low of 6 (six) and a high of 10 (ten). Adequate funding to assure minimal staffing is essential for meeting State and Federal 911 Standards. Based on nationally established best practices, Clearwater Police Department’s Communications Section meets all standards. The exhibit that follows compares the daily workload of the Communications Units (Calls for Service) to the number of personnel assigned to work on by hour. The workload data is consistent to the industry where highest calls for service occur between 11 AM and 10 PM. The greatest percentage of calls for service takes place between 3 PM and 7 PM daily. The percent of calls for service ranges from a low of 1.19% at 5 AM to a high of 6.39% at 5 PM. Minimum staffing in the Communications Section personnel assigned range from a low of seven (7) during slow periods to a high of 8.5 during busiest hours of the day: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 130 MINIMUM STAFFING Time of Day Sup. Call Takers TType Radio Oper. Average Calls for Service Percent of Calls for Serv. 0000 1 2 1 4 7.44 4.04% 0100 1 2 1 3 6.05 3.28% 0200 1 2 1 3 5.43 2.95% 0300 1 2 1 3 3.65 1.98% 0400 1 2 1 3 2.79 1.51% 0500 1 2 1 3 2.19 1.19% 0600 1 2 1 3 2.44 1.32% 0700 1 2 1 3 4.05 2.20% 0800 1 2 1 3 5.84 3.17% 0900 1 2 1 3 7.29 3.96% 1000 1 2 1 3 7.95 4.31% 1100 1 2 1 3 8.37 4.54% 1200 1 2 1 5 8.76 4.75% 1300 1 2 1 5 9.49 5.15% 1400 1 2 1 5 9.95 5.40% 1500 1 2 1 5 10.53 5.71% 1600 1 2 1 3 10.84 5.88% 1700 1 2 1 3 11.77 6.39% 1800 1 2 1 3 10.96 5.95% 1900 1 2 1 4 10.45 5.67% 2000 1 2 1 3 9.81 5.32% 2100 1 2 1 4 9.93 5.39% 2200 1 2 1 4 9.62 5.22% 2300 1 2 1 4 8.65 4.69% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 131 It is important to note operator staffing is routinely below established departmental minimum staffing standards on many days. The next table represents the data for calls for service and minimum communications staffing during six-hour blocks. Blocks are arranges from the highest block of service (23.93%) to the lowest (6.00%). This section presents an analysis of the Communications Section workload and staffing requirements, based on the following: • Workload data collected was based on the annual number of community generated calls for service for calendar year 2008. This data was generated from the City of Clearwater Police Department CAD. • The data described above were subjected to a quantitative analysis to determine staffing needs on an hour-by-hour basis. The staffing needs are based on desired or targeted call taker and Operator utilization levels. • Operational data relating to Operator availability were collected and analyzed to determine personnel availability. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 132 (2) A Quantitative Approach Was Utilized to Assess the Staffing Requirements for the Emergency Communications Center. The quantitative approach utilized in this study ties the CPD dispatching volumes with time standards developed to determine total communications center workload. This methodology has been utilized for over twenty years by members of this project team. This process starts from the premise that there are relationships among dispatch center workloads that are reasonably constant from one agency to another relating to the following: • The total number of telephone calls received in a dispatch center expressed on a "per incident" or call for service basis. • The total number of radio transmissions received in a dispatch center expressed on a "per incident" or call for service basis. • The total number of other workloads handled in a dispatch center expressed on a "per incident" or call for service basis. These assumptions are critical because while most public safety agencies count "incidents" and/or "calls for service," few count other dispatching tasks such as the number of telephone calls, radio transmissions and other activities. In addition, the project team utilized two methodologies for determining communications center staffing. The first method utilizes total calls handled by the communications center to evaluate call taker staffing. This first approach utilizes the following elements: • Total annual 911 calls during each hour of the day are collected to capture emergency workload patterns. • Total annual administrative calls during each hour of the day are collected to capture other non-emergency workload which impacts call taker availability. • The average call time is determined utilizing the emergency 911 records management system. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 133 • Based on queuing theory, which utilizes a statistical formula for determining the probability of a call taker being available to answer a call, an availability factor of 50% is applied to call workload during each hour to determine the number of call takers needed. The second approach is based on workload studies conducted by the Matrix Consulting Group in public safety agencies throughout the United States. These studies indicate that there are several key relationships related to dispatch workloads and community generated calls for service. These standards include the following: • For each law enforcement call for service, the equivalent of 8.20 minutes of call- related (call taking / radio / teletype) and self-initiated activities are handled by Operators. This total includes: - Approximately 327 seconds of total radio transmissions related activity expressed on a per call for service basis — including call-related and self- initiated field workloads and administrative transmissions. - Approximately 36 seconds are allocated for record checks. - Approximately 129 seconds are allocated for other tasks associated with the dispatch center (e.g. administrative, record-keeping, other activities). Note: these standards represent averages — they do not represent actual workload per incidents. For example, it does not take 36 seconds to process a records request; however, the overall time required to process a records request averages 36 seconds per incident call. • The time standards are then applied against known law enforcement calls for service to generate the total minutes of dispatch workloads. To understand workload variations, calls and dispatch center workloads are calculated on a per hour basis. Finally, an allowance needs to be made regarding the proportion of time desirable to have an Operator actually involved in call handling and/or radio transmissions. There are several reasons why direct task allocation should not be 100%, including the following: • Dispatch centers which have high utilization levels tend to "burn-out" staff and have high levels of employee turnover. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 134 • Dispatch centers which have high utilization levels experience "queuing" problems in which responses to incoming calls and transmissions are delayed because of the number of calls and field units handled. • Quality begins to suffer because Operators cut calls and radio information exchanges short. Thus, the project team used a task-loading factor of 30 minutes of actual call/radio activity per dispatch personnel per hour (or 50% utilization). The basis of this assumption is that one-half of every working hour should be used for direct communications workloads. This 30-minute factor is divided into the hourly workload amount in the dispatch center. The next section details existing staffing and scheduling approaches employed by the section. (3) Communications Dispatching Workloads Are Currently Handled with an Authorized Amount of 38 Full-time Operators and Seven (7) Supervisors. The CPD Communications Section is currently authorized 38 full-time and five (5) part-time positions cross-trained as 9-1-1 call takers, Operators, and Teletype operators. Authorized Communication supervisor FTE positions are seven (7) positions. Supervisor duties are divided by Administrative (1), Floor (Operations) (5), and Training (1). Under the current structure, the Administrative Supervisor assists the manager in the on-going management of the organization, communication updates and policy and procedure revisions. Five Floor Supervisors provide supervision to 911 operators, on- demand assistance, including handling radio communications and / or 911 call load and quality assurance in the Communications Section. CPD’s one Communications Training Supervisor provides new hire training for operators. This includes training for the CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 135 Communications Section’s Computer Aided Dispatch (CAD), Records Management System and policy and procedures. Additionally, the Communications Supervisor provides in-service training to communications staff. The following points summarize the characteristics of the CPD emergency communications staffing: • Operators and Call-takers are scheduled according to a 12-hour work model but must work a 40-hour workweek (three 12 hour and one 4 hour shifts). Therefore, positions are “available” or paid for 219 shifts per year (40 hours per week times 52 weeks, or 2,080 hours per Operator per year). • Based on the numerous Communication studies and experience of the review team members, the typical communications operator averages 15% leave time utilization (i.e. vacation, sick, bereavement, jury duty, etc.) or an averaged 312 hours of leave, resulting in a net availability of 1,768 hours annually. • Operational average span of control for supervisor to employee is currently 1:8 The section that follow provide our analysis of the staffing requirements given the impact of workloads on staff, on a time of day and day of week basis. (4) Calendar Year 2008, CPD had 67,255 Community Generated Calls for Service Were Handled by the Communications Section The following table shows the total number of administrative and emergency calls handled by emergency communications during 2008: CY 2008 CALLS FOR SERVICE Hour Citywide 0 2,717 100 2,208 200 1,981 300 1,331 400 1,018 500 801 600 890 700 1,480 800 2,132 900 2,662 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 136 CY 2008 CALLS FOR SERVICE Hour Citywide 1000 2,903 1100 3,055 1200 3,198 1300 3,465 1400 3,630 1500 3,845 1600 3,957 1700 4,295 1800 3,999 1900 3,815 2000 3,580 2100 3,625 2200 3,510 2300 3,158 Total 67,255 As shown above, the CPD communications section handled 67,255 calls during 2008. Calls range from a low of 801 at 5 AM to a high of 4,295 at 5 PM. (5) Analysis of Communications Workloads Indicate That, Under the 12-Hour Shift, the Center Is Appropriately Staffed. As described previously, total calls received by Communications are multiplied by average call handling time and divided by a 50% availability factor. In addition, community generated calls for service are multiplied by 8.2 minutes to yield the total minutes of Call taker, Operator and teletype operator workload each hour. Based on these approaches, the project team determined the total number of personnel needed to handle communications workload: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 137   Hour Community Generated Calls Annual CFS/Hour Avg. Workload (Mins) Dispatchers Needed 0 2,717 7.44 61 2.03 100 2,208 6.05 50 1.65 200 1,981 5.43 45 1.48 300 1,331 3.65 30 1.00 400 1,018 2.79 23 0.76 500 801 2.19 18 0.60 600 890 2.44 20 0.67 700 1,480 4.05 33 1.11 800 2,132 5.84 48 1.60 900 2,662 7.29 60 1.99 1000 2,903 7.95 65 2.17 1100 3,055 8.37 69 2.29 1200 3,198 8.76 72 2.39 1300 3,465 9.49 78 2.59 1400 3,630 9.95 82 2.72 1500 3,845 10.53 86 2.88 1600 3,957 10.84 89 2.96 1700 4,295 11.77 96 3.22 1800 3,999 10.96 90 2.99 1900 3,815 10.45 86 2.86 2000 3,580 9.81 80 2.68 2100 3,625 9.93 81 2.71 2200 3,510 9.62 79 2.63 2300 3,158 8.65 71 2.36 Average 2,802 7.68 63 2.10 As shown above, the CPD communications center needs an average of 2 Operators per hour to handle workloads. During peak hours of the day the communications center needs 3 Operators. The project team then calculated the various “shift factors” developed using the workweek schedule, the hourly schedule, leave time and turnover. The average staffing requirement was then multiplied by these factors to determine the total number of staff required to adequately meet the call for service workload, as shown in the following table. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 138   Element Number Average Operator Hourly Workload (hours) 7.68 Annual Hours Operator Workload (hours) 62.96 Total Annual Workload (hours) 22978.79 Scheduled 2080.00 Leaves (@15%) 312.00 Breaks 216.00 Training 40.00 Net Hours 1512.00 Occupancy Rate 50% FTE’s Needed 24.00 Turnover (12 months hire/train) 20% FTE’s Needed 29.00 With loss of 4 hours / week 31.90 Current Dispatchers 38.00 Difference 6.10 Based on current workload and schedule of 12-hours shifts and a 40-hour workweek, the Communications Section is overstaffed by 6 FTEs. However, by communication design, dedicated Operators are assigned by console: District 1 & 2 and District 3. This arrangement permits the operator to have intimate knowledge of current activity within the assigned district(s), incoming calls and enhanced officer safety. Under this structure, five (5) operators are required to be on-duty or 35 FTE positions. The following table illustrates console staffing of the Communications Section. Shift Schedule Min Needed 0700 to 1930 5 1900 to 0730 5 0700 to 1930 21,900 1900 to 0730 21,900 Total Hours Needed Annually 43,800 Dispatchers Needed 28.97 Adjusted For Turnover 35.00 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 139 As shown above, based on console workloads and shift requirements, the communications center needs 35 personnel, three positions fewer than currently authorized. However, given the relatively high levels of turnover within communications centers, and experienced by the CPD over the past several years, it is appropriate to maintain these additional positions. As a result, the project team recommends that current staffing levels remain the same. Recommendation: Make no changes to current communications section staffing levels. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 140 5. ANALYSIS OF OFFICE OF THE CHIEF The Office of the Police Chief is composed command staff, Deputy Chief - Operations Bureau and the Deputy Chief - Services Bureau, in addition to the following services, Legal Services, Community Outreach, Public Information Office and Public Safety Grants. The following organizational chart represents the reporting relationship within the Office of the Police Chief: The following sections of this chapter outline the review and analyses of these areas, including recommendations for improvement. 1. DEPUTY CHIEF - OPERATIONS BUREAU The Deputy Chief is responsible for overall direction, policy development, management and oversight of the Operations Bureau including Patrol Division, and Criminal Investigations. The Deputy Chief is a member of the Executive Command Staff and directly supervises two captains, one for each division identified above. The Deputy Chief – Operations reports directly to the Police Chief. Key functions fulfilled by the Deputy Chief - Operations Bureau include the following. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 141 • Provides direction, policy development, management and oversight of the Operations Bureau including Patrol Division and Criminal Investigations Division. • This position supervises one captain with oversight responsibilities for two lieutenants, one for each operational division identified above. • The deputy chief position is a member of the CPD Command Staff. The following organizational chart represents the reporting relationship within the Operations Bureau. Authorized in the FY 2008 / 2009 Budget is one Deputy Chief – Operations. This FTE is currently filled. Total authorized FTEs in the Bureau currently under the Deputy Chief are 258.5. Specific details relating to this complement of CPD personnel is provided in the Operations Bureau chapter. The following points summarize key aspects relating to the Deputy Chief – Operations. • Leadership responsibility for the largest workforce in the department. • Authorized FTE count under the Deputy Chief – Operations is 258.5 positions. • Deputy Chief – Operations’ administrative span of control, based on size of organization, is efficient. • All authorized FTE positions in the Deputy Chief – Operations direct reports are filled with tenured employees. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 142 The Deputy Chief – Operations, is responsible for law enforcement services typically observed in agencies the size of CPD. The minimal number of direct reports is viewed as an efficient use of resources. 2. SERVICES BUREAU The Deputy Chief – Services oversees and manages the Services Bureau. The functions provided by this Bureau include: Personnel, Training, Internal Affairs, Property, Facility Maintenance, Police Service Technicians (PST), Fiscal Services, Records, Payroll and the Communications Division. The Deputy Chief is a member of the Executive Command Staff and directly supervises both sworn and civilian personnel. The Deputy Chief – Services reports directly to the Police Chief. Key functions fulfilled by the Deputy Chief - Services Bureau include the following. • Overall direction, policy development, management and oversight of the Services Bureau including Professional Services, Fiscal Management, Records, Payroll, and Communications. • Member of the Command Staff and directly supervises the sworn and civilian managers over each of the Units identified above. • Serves as CPD liaison to the City’s Information Technology and General Services Departments. The following organizational chart represents the reporting relationship within the Operations Bureau. Authorized in the FY 2008 / 2009 Budget is one Deputy Chief – Services. This FTE is currently filled. Total authorized FTEs in the Bureau are 92.5. Specific details CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 143 relating to this compliment of CPD personnel is provided in the Services Bureau chapter. The following points summarize key aspects relating to the Deputy Chief – Operations. • Leadership responsibility for department’s finance and budgets. • Authorized FTE count under the Deputy Chief – Operations is 92.5 positions. • Deputy Chief – Services’ administrative span of control is 1 supervisor for 6 subordinates. • All authorized FTE positions in the Deputy Chief – Services direct reports are filled with tenured employees. The Deputy Chief – Operations, has been responsible for law enforcement services typically observed in agencies the size of CPD. The Services Bureau management is a 1:6 ratio between manager and subordinate. This position has been eliminated in the City Manager’s budget as of the fall of 2009. The project team has presented several organizational structure alternatives to address the elimination of this position. 3. LEGAL SECTION An assigned lawyer from the City’s Legal Department manages the CPD Legal Services Office. The Legal Advisor is counsel to the Police Chief on all criminal issues that come before the department. One attorney and one paralegal staff the Office. The salaries for Attorney and Paralegal are funded from the City’s Attorney’s Office. Legal issues range from providing training to officers, drafting legislation, defending the Office to researching policies and procedures. The City will retain outside counsel as needed to manage issues. The role of the Legal Section include: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 144 • Serves as the legal counsel to the Police Department. • Handles civil and criminal issues coming before the CPD. • Retains outside counsel as needed to manage issues. • Routinely provides training to police officers. Total authorized FTEs in Legal Services are two (2). The following organizational chart represents the reporting relationship within the Operations Bureau. The following points summarize key aspects relating to Legal Services. • One attorney and one paralegal provide criminal and civil legal services to CPD. • Authorized FTE count for this office are assigned from the City’s Attorney’s Office. The project team performed no further assessment of this Office because staffing and funding are not within the Police Department’s budget or control. 4. COMMUNITY OUTREACH A sergeant manages the Department’s Community Outreach program. The functions provided by this section include: Crime Prevention Programs, Public Service Announcements, weekly Clearwater Government Channel Police program and manages special projects. The Sergeant has no subordinate relationships. The Deputy Chief – Services reports directly to the Police Chief. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 145 Community outreach, specifically Crime Prevention, plays a central role within CPD. Reinforcing this importance is the reporting structuring where the Community Outreach Sergeant reports directly to the Police Chief. As the single community educator, the sergeant facilitates approximately 95% crime prevention programs under the following curriculums. • Crime prevention programs that catering to children. Venues include local schools, pre-K and childcare programs. Because of budget reductions, the popular Officer Friendly program was eliminated. • Faith based “watch” programs where local religious congregations work with identified juveniles to change the direction of a youth’s future or reduce criminal activities already occurring. • Working in concert with local businesses, Business Crime Watch and Beach Crime Watch programs are active. • CPD participates in the City’s Community Development review to provide input on such crime prevention opportunity in lighting, building design, etc. Crime Prevention through Environmental Design or CPTED is the title of this program. • Production of “Blueline”, a weekly locally produced program shown on the City’s government access channel, that focus’ on CPD law enforcement issues. • City Crime Watch is the newest of CPD programs where members receive daily crime activity updates. The program is for both residents and businesses. As a direct result of the above programs, annually, over 11,000 Clearwater households are involved in some degree of crime prevention activities. Additional statistical information on various program are provided in the following table. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 146 Program / Activity Points of Interest Issues / Measures Crime Watch • Citywide • Neighborhood Crime Watch • Business Crime Watch • Beach Crime Watch Average between 67 to 80 active programs throughout the year. Business Crime Watch is currently passive. Beach Crime Watch active with approximately 65 members. The measurement is by rise and fall of crimes in watch areas and number of active participants. It is important to note crime watch programs are one variable of many effecting crime activity. Crime Prevention Presentations • Between January 1, 2008 and December 31, 2008, Community Outreach conducted 164 presentations to various groups. • Officer Friendly was eliminated in 2008 for lack of funding. City Crime Watch • First two weeks the program had 172 members join. • Participating members receive daily crime reports discussing the last 24-hour law enforcement events. • Open to both City residents and businesses. Faith based Crime Watch • Open communication between CPD and religious groups. • CPD provides names of at- risk youths for Faith based interaction. Measurement is done through the number of referrals of troubled kids to local faith based organizations. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 147 Program / Activity Points of Interest Issues / Measures Blueline CPD • Locally product program for the City’s government access channel. • Program has operated for 15 years. • Currently, the program airs for 30 minutes multiple times per week. • Most watch program on City’s government access channel. • Blueline has a following of transient individuals who view the program in the CPD lobby. Success of the Blueline CPD program is measured by its popularity and viewership. The following points summarize key aspects relating to the Community Outreach: • Approximately 11,000 households in the City receive information from CPD. • Authorized FTE for Community Outreach is one (1) sergeant position. • Community Outreach utilizes multiple medias to delivery crime prevention information. • Community Outreach is an effective section of CPD based on the number of active crime watch programs and popularity of Blueline CPD. The Community Outreach section provides high-quality services to City residents and businesses. 5. PUBLIC SAFETY GRANTS The Public Safety Grants Coordinator is a civilian position and is responsible for the continual research, grant application preparation, and awards of local, state, and federal grants. The Coordinator works directly with CPD divisions to write grant applications and process through the City Commission. Currently, CPD has 10 active grants. The Public Safety Grant Coordinator reports to the Police Chief. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 148 Key functions managed by the Coordinator include the following: • Researches applicability of local, state, and federal grants specific to the needs of local law enforcement. • Works directly or indirectly with the divisions to write grant applications. • Serves as liaison with outside agencies and City staff during and after the award of Police Department grants. • Preparation and maintenance of grant reporting according to specific rule or authority. The project team performed no further assessment of this program because staffing and services are applicable to the Department’s size and budget. 6. PUBLIC INFORMATION OFFICE The Public Information Officer (PIO) is a shared position between the Clearwater Police and Fire Departments and is funded through the City Manager’s Office. The PIO collects newsworthy information, prepares media releases and provides information to television, radio and newspaper outlets. In addition to the above, the PIO is the point of contact for media reporters, serves as department representative for on-scene interviews and authors’ professional trade journal articles. While working on law enforcement issues the PIO reports directly to the Police Chief. Key functions managed by Public Information Officer include the following. • Collects newsworthy information, prepares media releases and provides information to television, radio and newspaper outlets. • The PIO serves as the point of contact for media reporters and serves as department representative for on-scene interviews. • Shared PIO time is approximately 70% CPD and 30% Fire during routine daily workload. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 149 • During times of impending threat to the City or Emergency Operations Center activation the PIO serves as spokesperson for the Emergency Management Department. After-hour public information activities are the responsibility to on-duty supervisors. In the event of large-scale incidents, events with large media coverage or other situations where deemed appropriate, the PIO Officer will report as required. 7. CLERICAL SUPPORT Two (2) FTEs, Administrative Analysis and a Senior Staff Assistant provide the Office of the Chief’s clerical support. Each are civilian positions. The Administrative Analysis serves the Police Chief and Deputy Chief of Operations. The Senior Staff Assistant provides clerical support for the Deputy Chief of Operations and other administrative personnel operating in the Office of the Chief. The Senior Staff Assistant additionally serves as receptionist for this office. Key functions performed by the Administrative Analysis position include the following. • Drafts, prepares and edits written documentation created by or for the Police Chief and Deputy Chief – Operations. • Receives public complaints and performs research, including forwarding compliant to the appropriate individual in the department. • This position coordinates with City IT as department Webmaster. • Performs other clerical related tasks as requested. Key functions performed by the Senior Staff Assistant position include the following. • Drafts, prepares and edits written documentation created by or for the Deputy Chief – Services and other administrative personnel assigned to the Chief of the Chief. • Position is first point of contact and reception in the Office of the Chief. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 150 • Performs special projects as assigned. Fiscal 2008 / 2009 budget authorizes one FTE position for each of the positions discussed above of which both are filled with tenured employees. The project team does not recommend any changes to this function. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 151 6. ORGANIZATIONAL STRUCTURE AND COMMAND STAFFING This chapter addresses the overall organizational structure and top management positions in the Clearwater Police Department. The project team has reviewed and evaluated the current organizational plan and makes recommendations for change to facilitate the management changes recommended in this report, better group complementary functions and better allocate spans of control. It should be noted that this chapter of the report does not address issues at the level of divisional or unit organizational structure and management staffing; this is left for analysis in the other chapters of the report. 1. THE ORGANIZATIONAL STRUCTURE OF THE POLICE DEPARTMENT HAS BEEN IN TRANSITION DURING THIS PROJECT. The Matrix Consulting Group has been working with the Police Department for several months and two major changes in organizational structure have been implemented or announced during that period. The following paragraphs summarize some of the key points: • Previously, the Department had as many as two Deputy Chiefs and four Captains. • In January (2009) the Police Department reorganized around a Chief, two Deputy Chiefs and two Captains. • In April (2009) the City made the decision to further reduce command staffing by eliminating one of the remaining Deputy Chief positions. This necessitated the reorganization of several functions, including shifting one of the Captains from a command role in the Criminal Investigations Division to a support role in Support Services (as a succession planning tool since it is that Deputy Chief position that has been eliminated in the budget). CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 152 These changes for the context under which the project team is assessing organizational structure and command staffing. The current organizational structure, as it now exists, is depicted, below: Patrol Districts Lieutenant (3) Special Operations Lieutenant (1) Watch Command Lieutenant (2) PATROL DIVISION Captain (1) Proactive Investigations Lieutenant (1) CID / Case Handling Lieutenant (1) Acting Division Cmdr. OPERATIONS BUREAU Deputy Chief (1) Records Section Section Manager (1) Professional Standards Lieutenant (1) Fiscal Services Sr. Accountant (1) Payroll Services Support Manager (1) Communications Section Manager (1) Services Sergeant (1) Support Services Assistant Cmdr. Captain (1) SERVICES Deputy Chief (1) Chief of Police Note the following key issues with the organizational structure: • There is one Captain assigned to Operations (Patrol commander) with a Lieutenant serving the role of Acting Commander in Criminal Investigations. • The Deputy Chief (Support) position will be eliminated in the fall of 2009. When this happens, the current organizational structure will result in a Captain running the Support Division. It is not clear whether this position will report to the Deputy Chief or whether it will report directly to the Chief of Police. This Captain has been transferred from CID to Support in an effort to bridge the transition period and to build in knowledge of on-going projects and issues. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 153 • The Criminal Investigations Division is being run by a Lieutenant, reporting to the Deputy Chief. As the Acting Division Commander, this position is responsible for overseeing the six (6) case handling Sergeants as well as supervising the work of the remaining Lieutenant (Proactive Investigations). The next section provides our observations on the current organizational structure and command staffing in the Police Department. 2. THE POLICE DEPARTMENT OPERATES WITH A LEAN COMMAND STAFF UNDER ITS CURRENT CONFIGURATION. The project team next reviewed the current organizational structure and approach to command staffing in the Police Department. The following paragraphs provide our key findings: • The Police Department, even prior to the elimination of the Deputy Chief position, was operating with a lean command staff – with only five non-union management positions. • The Police Department is organized along logical lines – support services under one Division and Operations under another. Within each Division, the functional areas are well organized. • The CPD is a relatively ‘flat’ organization which has pushed down important organizational responsibilities to the level of Lieutenant and Sergeant. • There are few examples of ‘one-over-one’ reporting relationships in which one commander reports to one other commander with no other functional responsibilities. The only example of this can be found in the Support Division – and this is a temporary approach being used to support the transition to a single Deputy Chief. • The Police Department has civilianized or consolidated with the City of Clearwater central support units several management or supervisory positions, including Human Resources, Fiscal Management, Research and Development, and Public Information. This has ensured that in critical technical functions there is a high level of competency as well as continuity – as well as cost effectiveness. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 154 In addition, the Police Department manages operations at multiple levels on a daily, weekly and monthly basis which ensures that organizational goals and objectives, performance targets and budget commitments are met. There are also several issues associated with the CPD’s organizational structure. Prior to examining organizational issues, the project team has developed a set of organizational principles against which to identify issues in the CPD. These are described in the next section. 3. A SUCCESSFUL ORGANIZATION IS COMPRISED OF STRUCTURAL, FUNCTIONAL ELEMENTS AS WELL AS INDIVIDUAL MANAGEMENT CHARACTERISTICS. Any organization, whether law enforcement or not, needs to balance the need to function at the highest level of efficiency and effectiveness with the fact that it is comprised of human beings. Successful law enforcement organizations optimize the management and control of the organization while furthering the goal of providing a high level of service to the community. As a paramilitary organization centered around the concept of security, this balance is somewhat easier than for other types of complex organizations. In common with all complex organizations, an analysis of organizational structure needs to focus on functional alignment; spans of control; unit and individual performance criteria. No organization can be effective without some balance in these criteria. There are a number of structural, functional and span of control criteria that should be considered in an analysis of the organization of the Clearwater Police Department. The paragraphs, which follow, provide the project team’s description of the organizational factors considered in this study. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 155 • Complementary of Functions: Are functions grouped consistent with periodic interaction, common planning and scheduling approaches, to delivery services which are linked in some way, etc.? • Degree of Coordination Required: This factor concerns the relationships within units and among units, sections and divisions. Many functions need close or indirect alignment in order to maximize efficiency and/or effectiveness. • Accountability: Does the organizational structure foster accountability among management and supervisory staff? While this criteria overlaps with the management systems utilized, the organizational structure itself can facilitate or impede the performance of an organization. • Complexity of Work: Does the task involve a lot of steps, have many decision points, require a large amount of personal discretion in decision making? Greater complexity in work generally requires closer organizational placement. • Degree of Organizational Risk: This relates to how much risk a function incurs if an activity is not performed or is performed poorly. Risk might involve financial or personnel concerns. Generally, higher risk functions are close in contact with top management staff. For example, property and evidence presents a relatively high organizational risk. • Degree of Public Scrutiny: This factor is concerned with the degree to which public attention is routinely paid to a given activity. For example, internal affairs is a function whose work results in public scrutiny at some level. • Supervisor and Management Responsibilities: This relates to whether the supervisor is fully devoted to overseeing the primary activities on the function or has been assigned other duties. This results in functional responsibility being placed higher or lower in a management chain. • Degree of Centralization: The physical dispersal of the function also relates to supervisory and management requirements – the greater the level of decentralization, the greater the number of managers and/or supervisors are generally required. The section, below, provides the project team’s evaluation of this current organization against these organizational and span of control measures. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 156 4. THERE ARE FEW ORGANIZATIONAL ISSUES TO BE ADDRESSED GIVEN THE CURRENT STRUCTURE AND RECENT INITIATIVES. The project team reviewed the current organizational structure in comparison to the above mentioned criteria. The exhibit, that follows, provides our assessment: Criteria Findings Complementary Functions • The Police Department has organized like functions together. • Operations and Support functions report to the Chief, each under a distinct manager. • Functions are broken down logically within Operations (Patrol and Investigations). Coordination • Frequent management team interaction, including supervisors, occurs throughout the Police Department with regularly schedule / frequent meetings. The organizational structure supports this approach. Accountability • Organizational structure generally fosters accountability – both within units and between units in the Department. • Managers and supervisors work closely in those areas where accountability can be strengthened by those interactions (e.g. patrol and investigations). Complexity • The Police Department places a great deal of responsibility on Sergeants and Lieutenants for handling day to day operations. This allows command staff members to focus on broader issues (e.g. interaction with other jurisdictions, on-going projects). Organizational Risk • The Police Department continues to place significant management resources in place to oversee the most significant risk areas (i.e. Patrol). This includes dedication of Lieutenants from throughout the Police Department to providing shift command oversight at all times (citywide). Public Scrutiny • Functions which are under public scrutiny (Patrol, Professional Standards, Investigations) are well-placed organizationally and also receive appropriate levels of management oversight. Management Responsibilities • The Police Department has focused on pushing management decision making down to the lowest levels possible – giving Sergeants and Lieutenants direct responsibility for overseeing day to day operations throughout the organization. • This approach allows the Captains and Chief officers to focus their attention on broader issues. Centralization • The functions of the CPD are generally centralized in the headquarters – resulting in lean management oversight. • The only deviation from that approach is the decentralization of some Patrol services – and this has resulted in the creation of several command positions to provide this oversight. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 157 The project team’s review of the current organizational structure does not identify any significant issues. The project team will address, however, two issues in the following section of this Chapter: • Can the operations of the Police Department be made more efficient through reductions in total command staffing while still maintaining proper oversight of operations? • Can the operations and management of the Department be made more cost effective by reducing the number of Lieutenants – and by converting several Lieutenant positions to non-union Captain positions? These issues are addressed in the alternatives considered, in the following section. 5. THE POLICE DEPARTMENT HAS TWO PRIMARY ALTERNATIVES TO CONSIDER IN AN EFFORT TO FURTHER IMPROVE COST EFFECTIVENESS OF MANAGEMENT OVERSIGHT IN THE CPD. The project team examined the following alternatives for organizational structure within the Police Department: • Making maximum use of the positions that will be in the table of organization once the management reductions decisions are implemented. • Utilizing the total number of command staff personnel (Chief, Deputy Chief, Captain and Lieutenant) as best as possible to improve overall command and control of the Department once the management position reductions go into effect. The first option is shown in the exhibit that follows: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 158 Patrol Districts Lieutenant (3) Special Operations Lieutenant (1) Watch Command Lieutenant (2) CID / Case Handling Lieutenant (1) Proactive Investigations Lieutenant (1) OPERATIONS DIVISION Captain (1) Records Section Section Manager (1) Professional Standards Lieutenant (1) Fiscal Services Sr. Accountant (1) Payroll Services Support Manager (1) Communications Section Manager (1) Services Sergeant (1) SUPPORT SERVICES Captain (1) Deputy Chief (1) Chief of Police The following summarizes the project team’s observations about this approach: • This approach implements the City Manager’s reduction of a Deputy Chief position. • No other promotions or changes are made. There are no additional savings or costs associated with this change. • The Captain position is utilized to best organize the functions within the Department – given the limitations of the rank structure and the objective of having personnel of a similar rank maintain similar levels of responsibility and authority (i.e. this eliminates the 1:1 reporting relationship between Lieutenants in CID by having all Lieutenants in Operations report to the Captain). • The span of control for the Captain in the Operations Division is at the top of the range of 6-9 positions. This is made more complicated by the 24-hour nature of patrol operations and the geographic distribution of the patrol functions. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 159 • The span of control for the Support Services Captain duplicates that which is in place now for the Support Deputy Chief. The following exhibit shows the second alternative organizational structure: Patrol Districts Lieutenant (3) Special Operations Lieutenant (1) Watch Command Lieutenant (2) FIELD SERVICES Captain (1) Records Section Section Manager (1) Professional Standards Lieutenant (1) Fiscal Services Sr. Accountant (1) Payroll Services Support Manager (1) Communications Section Manager (1) Services Sergeant (1) SUPPORT SERVICES Captain (1) Proactive Investigations Lieutenant (1) Case Handling Sergeants INVESTIGATIVE SERVICES Captain (1) Deputy Chief (1) Chief of Police The following paragraphs provide a summary of the project team’s findings and observations: • This approach implements the City Manager’s reduction of a Deputy Chief position. • One other position classification change is made, by converting a Lieutenant position (currently in CID as the Case Handling Unit commander) to Captain. The cost impact of this switch will actually be a small savings – assuming that the wages don’t change (due to the current compensation schedule – the midpoint for Captains is actually lower than that for Lieutenants) and the fact that Captains are not eligible for overtime – which Lieutenants collected in 2008 at an average of $6,700 per person. To be conservative, the project team estimates the savings from this reclassification to be $5,000 (they could be slightly higher). CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 160 • This organizational structure provides clear separation of field, investigative and support services – each under a Captain as manager. • The span of control is more reasonable for the Field Services Division Captain by moving the Investigative functions under a separate Captain. • The Police Department has essentially adopted the second model, with the exception of assigning Professional Standards to the Chief. Recommendation: The project team recommends that the Police Department and the City implement the second option as a “permanent” solution. This will result in better organizational control and focus on these three critical areas. The Police Department should be authorized to permanently convert one Lieutenant to Captain. Given the salary and overtime implications, this should result in a small annual savings (estimated at $5,000). CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 161 APPENDIX A DESCRIPTIVE PROFILE OF THE CLEARWATER POLICE DEPARTMENT The pages, which follow, provide a Descriptive Profile of the Clearwater Police Department (CPD). The purpose of the Descriptive Profile is to document the project team’s understanding of the CPD organization, allocation of staff by unit and function, and principal assigned responsibilities of staff. Data contained in the Profile were developed based on the work conducted by the project team over the project, including: • Interviews with over 80 staff in the Department, including most managers, as well as many supervisors and line staff. Additional interviews are being conducted as well as re-contacts with staff, as needed. • Collection of various data describing organization and staffing, workload and service levels as well as costs. These efforts are continuing over the next few weeks of the project. • Documentation of key practices as that relates to work planning and scheduling, policies and procedures, as well as work processes. The Descriptive profile does not attempt to recapitulate all organizational and operational facets of the Police Department – our work continues to document these characteristics. The structure of this Descriptive Profile is as follows: • Organizational charts at the Division and Unit levels showing all staff positions by function and shift as appropriate and reporting relationships. • Summary descriptions of key roles and responsibilities of staff. The responsibility descriptions provided in the Descriptive Profile also summarize the team’s understanding of the major programs and service activities to which staff throughout the CPD are currently assigned. It should be clearly noted that responsibility descriptions are not intended to be at the “job description” level of detail. Rather, the descriptions are intended to provide the basic nature of each unit and assigned positions including deployment and work schedules, program targets and service descriptions. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 162 • Where necessary to better describe allocations and scheduling, as well as key workloads, additional information is provided (e.g. patrol schedules, call for services summary). These data were reviewed for accuracy and completeness by management staff in the Clearwater Police Department. Comments and corrections generated from staff reviews were incorporated into the final version of this document. Information contained in the Descriptive Profile was employed in the analysis of issues during subsequent stages of the project. The pages that follow describe our current understanding of the CPD by division, function, and position. The first section of the Profile provides an overview of the overall organization of the Police Department. From that point, individual sections describe the organization and staffing within each division. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 163 1. OVERALL ORGANIZATION OF THE CLEARWATER POLICE DEPARTMENT The organization chart, below, provides an overview of the Clearwater Police Department. A review of the chart will show that the Police Department is sub-divided into four major groups: • Office of the Chief - includes several functions reporting directly to the Chief. • Patrol Division (Operations Bureau) – includes all field services units (patrol, neighborhood patrol, bikes, etc.). • Criminal Investigations Division (Operations Bureau) – includes both case handling (e.g. Burglary, Robbery, Homicide, etc.) and proactive investigative units (Vice & Narcotics, Intelligence, etc.). • Services Bureau – includes various functions such as Communications, Records, Professional Standards, etc. The organization chart on the following page is not intended to be exhaustive. More detailed organization charts for each Bureau / Division / Office / Unit are provided throughout the Descriptive Profile. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 164 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 165 2. OFFICE OF THE CHIEF OF POLICE The Police Chief oversees the functions contained within the Office of the Chief and is responsible for the overall management and leadership of the Clearwater Police Department. The functions organized into the Office include Legal Services, Community Outreach, Grant Coordination, Public Information Officer, Deputy Chief for Operations Bureau and the Deputy Chief for Services Bureau. This section of the profile provides a summary of the Office of the Chief. Presented below is the table of organization for the Office of the Chief. Current Organization of the Office of the Chief Clearwater Police Department CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 166 No. of Positions Unit / Position Auth. Current Responsibilities Office of the Chief Police Chief 1.0 1.0 The Police Chief is responsible for all law enforcement service in the City of Clearwater. This Police Chief provides executive leadership for the department and administers direction to the Operations Bureau, Services Bureau, Legal Services, Community Outreach, Public Information and Grants. The Police Chief works closely with the City Manager and the management team to ensure that the policy direction of the City Council is carried out by the Police Department. Operations Deputy Chief 1.0 1.0 The Deputy Chief is responsible for overall direction, policy development, management and oversight of the Operations Bureau including Patrol Division, and Criminal Investigations Division. The Deputy Chief is a member of the Command Staff and directly supervises the Captains over each of the Divisions identified above. The Deputy Chief reports directly to the Police Chief. Staff Duty is assigned every fourth week, which is being on-call 24x7. Services Deputy Chief 1.0 1.0 The Deputy Chief is responsible for overall direction, policy development, management and oversight of the Services Bureau including Professional Services, Fiscal Management, Records, Payroll, and Communications. The Deputy Chief is a member of the Command Staff and directly supervises the sworn and civilian managers over each of the Units identified above. Reports directly to the Police Chief. Staff Duty is assigned every fourth week, which is being on-call 24x7. Legal Section Legal Advisor Assigned to the City Attorney’s Office 1.0 1.0 CITY LEGAL STAFF: Manages the Legal Services Office and serves as the legal counsel to the Police Chief. The Office handles both civil and criminal issues coming before the CPD. Legal issues range from providing training to Officers, drafting legislation, defending the Office to researching policies and procedures. Retains outside counsel as needed to manage issues and briefs and works with the City’s legal department. Routinely provides training to Officers. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 167 No. of Positions Unit / Position Auth. Current Responsibilities Paralegal-assigned to the City Attorney’s office 1.0 1.0 Assists and provides legal and other research support to the Police Legal Advisor, as needed. The majority of responsibilities and duties is to serve as Research Paralegal for the City, and works mainly from the City Attorney’s Office. Community Outreach Sergeant 1.0 1.0 The Community Outreach Sergeant provides Crime Prevention Programs, coordinates the City’s Neighborhood / Faith based Watch Programs, writes Public Service Announcements and weekly “CPD Blueline” script, in-house surveys / reports and manages special projects. Public Safety Grants Coordinator 1.0 1.0 Responsible for the continual research, grant application preparation, and awards of local, state, and federal grants. Works directly or indirectly with the divisions to write grant applications. Acts as liaison with outside agencies and City staff during and after the award of Police Department grants to maintain the proper financial reports to maintain compliance related to each grant. Public Information PIO Assigned to City Public Communications Department 0.5 0.5 The Public Information Officer (PIO) is a shared position between the Clearwater Police and Fire Departments. The PIO collects newsworthy information, prepares media releases and provides information to television, radio and newspaper outlets. Point of contact for media reporters, serves as department representative for on- scene interviews and authors’ professional trade journal articles. Clerical Support Administrative Analyst 1.0 1.0 The Administrative Analyst assists and provides administrative and clerical support to the Police Chief, Deputy Chief of Operations, Deputy Chief of Services and civilian managers. Senior Staff Assistant 1.0 1.0 The Senior Staff Assistant provides a wide range of support functions including coordinating with the other support staff in the department and City and staff assistant duties in the Office of the Chief. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 168 3. PATROL DIVISION The Operations Bureau consists of the following Divisions: Patrol, Watch Command, and Special Operations. This section provides the plan of organization and the key roles and responsibilities of staff. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 169 1. ADMINISTRATION No. of Positions Unit / Position Auth. Current Responsibilities OPERATIONS BUREAU Deputy Chief 1.0 1.0 The Deputy Chief is responsible for overall direction, policy development, management and oversight of the Operations Bureau including Patrol, Watch Command, and Special Operations. The Deputy Chief is a member of the Executive Command Staff and directly supervises the Patrol Division Captain. Reports directly to the Chief of Police. Captain 1.0 1.0 The Captain is responsible for management and oversight of the Patrol Division including the Patrol Districts, Watch Command, and Special Operations. The Captain manages day-to-day operations, holds weekly meetings with Lieutenants assigned to Operations in addition to the CID Captain and Lieutenants. The Captain reports directly to the Deputy Chief of Operations. Police Office Specialist 1.0 1.0 The Police Office Specialist provides administrative and clerical support to the Patrol Division. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 170 2. PATROL DISTRICTS AND WATCH COMMAND The City of Clearwater is organized into three primary patrol districts, each commanded by a Lieutenant. Two Lieutenants provide evening Watch Command. The overall organization of the Patrol Districts and Watch Command is shown below: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 171 No. of Positions Unit / Position Auth. Current Responsibilities PATROL DISTRICTS Watch Command Lieutenant 2.0 2.0 Watch Command provides evening (4 p.m. to 2 a.m. / Tues – Friday and Sat - Tues.) management and supervision of all Patrol Districts. At least one Lieutenant is available each night to provide supervision of patrol districts. Responsible for responding to large / high-risk incidents to coordinate and manage resources as well as to manage resources coordination between the districts. One Lieutenant also supervises the K-9 unit for the Department. Lieutenants report directly to the Patrol Division Captain. K-9 Unit Sergeant Officer 1.0 4.0 1.0 4.0 The K-9 Unit provides K-9 services for tracking suspects (all dogs) and narcotics detection (1 dog). This unit provides support to patrol as requested under the supervision of the K-9 Sergeant and Lieutenant in the Watch Command Unit. The Department currently utilizes five canines. These personnel work evening shifts, which provide for at least one dog on duty each day. All K-9 units train together every Tuesday night as a team. During 2008, K-9 personnel were deployed 384 times and made 64 arrests. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 172 No. of Positions Unit / Position Auth. Current Responsibilities District 1 Lieutenant Sergeant Officer Beachwalk CP Team Sergeant Officer 1.0 6.0 20.0 1.0 3.0 1.0 6.0 20.0 1.0 3.0 District 1 is the Clearwater Beach area located on the far west side of the City. The Lieutenant is the daytime Watch Commander for the District and provides overall management and direction. In addition, they attend weekly meetings every Tuesday with the Patrol Captain and Lieutenants and the Captain from CID to discuss crime issues in each district and to develop strategies for combating these issues. District 1 patrol is organized into 5 squads, each with a Sergeant. Each squad consists of 4 Officers. Team A is the midnight shift and works Monday through Thursday from 2200 to 0800. Team B is the daytime shift and works Monday and Tuesday from 0700 to 1700 and Saturday and Sunday from 0700 to 1700. Team C is the evening shift and works Monday through Friday from 1500 to 2300. There are two “relief” squads: Night Relief (Team D), which works Friday and Saturday 2200 to 0800 and 2100 to 0700 or 1600 to 0200 on Sunday, and Day Relief (Team E), which works Wednesday through Friday from 0700 to 1700 and 1500 to 0100 on Saturday. District 1 also has a Beachwalk Community Policing Team, which patrols the beachfront areas. This team consists of 1 Sergeant and 3 Officers who work Wednesday and Thursday from 1200 to 2000, Friday from 1400 to 2400, and Saturday from 1400 to 2400. Patrol personnel are responsible for responding to and handling law enforcement calls for services, performing directed and proactive patrols of problem areas, and general enforcement of local, state, and federal laws. The District assigns 1 Sergeant as the Support Sergeant. This position is responsible for management of the Police Aides, and Volunteer personnel who provide traffic control and general security at the Beach. In addition, this position is responsible for School Crossing Guards, ACIS reports review, attending community crime prevention meetings, and administrative support for the District Lieutenant. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 173 No. of Positions Unit / Position Auth. Current Responsibilities District 2 Lieutenant Sergeant Officer North Greenwood Sergeant Officer Community Problem Response West Sergeant Officer Bike Team / CHIP Sergeant Officer 1.0 6.0 49.0 1.0 5.0 1.0 4.0 1.0 7.0 1.0 6.0 49.0 1.0 5.0 1.0 4.0 1.0 7.0 District 2 is the Downtown and central area of the City. The Lieutenant is the daytime Watch Commander for the District and provides overall management and direction. In addition, they attend weekly meetings every Tuesday with the Patrol Captain and Lieutenants and the Captain from CID to discuss crime issues in each district and develop strategies for combating these issues. District 2 is organized into 5 squads, each with a Sergeant. Each squad consists of between 9 to 12 Officers. Team H is the midnight shift and works Monday through Thursday from 2200 to 0800. Team I is the daytime shift and works Monday and Tuesday from 0700 to 1700 and Saturday and Sunday from 0700 to 1700. Team J is the evening shift and works Monday through Friday from 1600 to 2400. This squad is also one of two FTO squads, which provide new recruit training and assessment. There are two “relief” squads: Night Relief (Team L), which works Friday and Saturday 2200 to 0800 and 2100 to 0700 or 1600 to 0200 on Sunday, and Day Relief (Team K), which works Wednesday through Friday from 0700 to 1700 and 1500 to 0100 on Saturday. District 2 also has three community policing teams: North Greenwood Neighborhood Patrol, District 2 Bike Team / CHIP (Clearwater Homeless Intervention Program), and Community Problem Response West. These teams are responsible for addressing crime and quality of life issues in their areas including responding to calls for service, surveillance, drug buys and arrests, and other proactive enforcement duties. The CHIP / Bike Team also handles the homeless intervention program and provides security at and around the homeless shelter. Patrol personnel are responsible for responding to and handling law enforcement calls for services, performing directed and proactive patrols of problem areas, and general enforcement of local, state, and federal laws. The District assigns 1 Sergeant as the Support Sergeant. This position is responsible for ACIS reports review, attending community crime prevention meetings, and administrative support for the District Lieutenant. In addition, this position is the administrative FTO sergeant and ensures that probationary officer assessment assessments and training curriculum is up to date and complete. District 3 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 174 No. of Positions Unit / Position Auth. Current Responsibilities Lieutenant Sergeant Officer Community Problem Response East Sergeant Officer 1.0 6.0 51.0 1.0 4.0 1.0 6.0 51.0 1.0 4.0 District 3 is the eastern area of the City. The Lieutenant is the daytime Watch Commander for the District and provides overall management and direction. In addition, they attend weekly meetings every Tuesday with the Patrol Captain and Lieutenants and the Captain from CID to discuss crime issues in each district and develop strategies for combating these issues. The District 3 Commander also serves as the Coordinator of the Department’s FTO Program and oversees all aspects of the FTO Program including the supervision of full and part time FTO officers. District 3 is organized into 5 squads, each with a Sergeant. Each squad consists of between 8 to 12 Officers. Team N is the midnight shift and works Monday through Thursday from 2200 to 0800. Team O is the daytime shift and works Monday and Tuesday from 0700 to 1700 and Saturday and Sunday from 0700 to 1700. Team P is the evening shift and works Monday through Friday from 1500 to 2300. This squad is also one of two FTO squads, which provide new recruit training and assessment. There are two “relief” squads: Night Relief (Team R), which works Friday and Saturday 2200 to 0800 and 2100 to 0700 or 1600 to 0200 on Sunday, and Day Relief (Team Q), which works Wednesday through Friday from 0700 to 1700 and 1500 to 0100 on Saturday. District 3 has one community policing team: Community Problem Response East. This team is responsible for proactively addressing crime and quality of life issues in the District. They work a flexible schedule in order to perform surveillance, drug buys, and other proactive enforcement efforts. Patrol personnel are responsible for responding to and handling law enforcement calls for services, performing directed and proactive patrols of problem areas, and general enforcement of local, state, and federal laws. The District assigns 1 Sergeant as the Support Sergeant. This position is responsible for ACIS reports review, attending community crime prevention meetings, and administrative support for the District Lieutenant. In addition, this position is the administrative FTO sergeant and ensures that probationary officer assessment assessments and training curriculum is up to date and complete and all administrative procedures are properly completed and compiled for all portions of the FTO Program. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 175 Scheduled Officers Patrol District 1 – All Squads (Not Including Community Policing Units) Hours Mon Tues Wed Thur Fri Sat Sun 0000 8 4 4 4 4 4 8 0100 8 4 4 4 4 4 4 0200 4 4 4 4 4 4 4 0300 4 4 4 4 4 4 4 0400 4 4 4 4 4 4 4 0500 4 4 4 4 4 4 4 0600 4 4 4 4 4 4 4 0700 8 8 8 8 8 8 4 0800 4 4 4 4 4 4 4 0900 4 4 4 4 4 4 4 1000 4 4 4 4 4 4 4 1100 4 4 4 4 4 4 4 1200 4 4 4 4 4 4 4 1300 4 4 4 4 4 4 4 1400 4 4 4 4 4 4 4 1500 8 8 8 8 8 8 4 1600 8 8 8 8 8 8 8 1700 4 4 4 4 4 4 4 1800 4 4 4 4 4 4 4 1900 4 4 4 4 4 4 4 2000 4 4 4 4 4 4 4 2100 4 4 4 4 4 8 4 2200 8 8 8 8 8 8 8 2300 4 4 4 4 4 8 8 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 176 Scheduled Officers Patrol District 2 – All Squads (Not Including Community Policing Units) Hours Mon Tues Wed Thur Fri Sat Sun 0000 18 9 9 9 9 9 19 0100 18 9 9 9 9 9 19 0200 9 9 9 9 9 9 9 0300 9 9 9 9 9 9 9 0400 9 9 9 9 9 9 9 0500 9 9 9 9 9 9 9 0600 9 9 9 9 9 9 9 0700 18 18 19 19 19 18 9 0800 9 9 10 10 10 9 9 0900 9 9 10 10 10 9 9 1000 9 9 10 10 10 9 9 1100 9 9 10 10 10 9 9 1200 9 9 10 10 10 9 9 1300 9 9 10 10 10 9 9 1400 9 9 10 10 10 9 9 1500 9 9 10 10 10 9 9 1600 21 21 22 22 22 19 18 1700 12 12 12 12 12 10 9 1800 12 12 12 12 12 10 9 1900 12 12 12 12 12 10 9 2000 12 12 12 12 12 10 9 2100 12 12 12 12 12 19 9 2200 21 21 21 21 21 19 18 2300 21 21 21 21 21 19 18 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 177 Scheduled Officers Patrol District 3 – All Squads (Not Including Community Policing Units) Hours Mon Tues Wed Thur Fri Sat Sun 0000 17 8 8 8 9 9 18 0100 17 8 8 8 9 9 9 0200 8 8 8 8 9 9 9 0300 8 8 8 8 9 9 9 0400 8 8 8 8 9 9 9 0500 8 8 8 8 9 9 9 0600 8 8 8 8 9 9 9 0700 16 16 17 17 18 17 8 0800 8 8 9 9 9 8 8 0900 8 8 9 9 9 8 8 1000 8 8 9 9 9 8 8 1100 8 8 9 9 9 8 8 1200 8 8 9 9 9 8 8 1300 8 8 9 9 9 8 8 1400 8 8 9 9 9 8 8 1500 20 20 21 21 21 17 8 1600 20 20 21 21 21 17 17 1700 12 12 12 12 12 9 9 1800 12 12 12 12 12 9 9 1900 12 12 12 12 12 9 9 2000 12 12 12 12 12 9 9 2100 12 12 12 12 12 18 9 2200 20 20 20 21 21 18 17 2300 8 8 8 9 9 18 17 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 178 Community Generated Calls for Service 2008 - Citywide (Does not Include Self-Initiated Activity or TRU) Hour Sun Mon Tues Wed Thur Fri Sat Total Avg/Hour 0000 526 362 307 353 334 339 496 2,717 7.44 0100 449 277 251 246 273 254 458 2,208 6.05 0200 424 208 225 237 225 250 412 1,981 5.43 0300 282 142 163 143 151 193 257 1,331 3.65 0400 175 117 132 117 145 142 190 1,018 2.79 0500 145 87 105 109 117 112 126 801 2.19 0600 100 129 139 121 128 152 121 890 2.44 0700 150 248 247 239 226 201 169 1,480 4.05 0800 209 289 381 341 342 328 242 2,132 5.84 0900 291 393 415 431 397 400 335 2,662 7.29 1000 307 428 444 425 432 439 428 2,903 7.95 1100 360 460 439 475 482 428 411 3,055 8.37 1200 396 458 465 525 455 451 448 3,198 8.76 1300 403 522 518 561 497 466 498 3,465 9.49 1400 476 555 583 535 497 515 469 3,630 9.95 1500 453 530 625 548 602 551 536 3,845 10.53 1600 541 579 577 568 573 571 548 3,957 10.84 1700 507 671 647 660 584 627 599 4,295 11.77 1800 499 613 585 609 531 607 555 3,999 10.96 1900 496 495 531 574 581 587 551 3,815 10.45 2000 486 467 523 537 527 519 521 3,580 9.81 2100 468 464 503 534 504 564 588 3,625 9.93 2200 453 436 448 504 477 576 616 3,510 9.62 2300 394 415 402 421 411 541 574 3,158 8.65 Total 8,990 9,345 9,655 9,813 9,491 9,813 10,148 67,255 184.26 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 179 Community Generated Calls for Service 2008 – District 1 (Does not Include Self-Initiated Activity or TRU) Hour Sun Mon Tues Wed Thur Fri Sat Total Avg/Hour 0000 84 63 24 27 51 43 61 353 0.97 0100 62 54 20 29 19 33 64 281 0.77 0200 82 30 27 26 17 25 73 280 0.77 0300 32 10 20 9 14 20 30 135 0.37 0400 21 7 19 13 15 17 21 113 0.31 0500 19 10 7 13 16 12 16 93 0.25 0600 8 7 6 8 2 9 9 49 0.13 0700 24 14 14 6 18 12 19 107 0.29 0800 35 32 18 14 25 16 19 159 0.44 0900 27 26 27 22 22 28 33 185 0.51 1000 33 39 31 24 27 41 44 239 0.65 1100 50 34 36 30 32 30 37 249 0.68 1200 42 32 34 33 28 32 49 250 0.68 1300 47 47 50 41 31 39 70 325 0.89 1400 71 59 44 47 34 48 55 358 0.98 1500 76 51 50 46 50 52 73 398 1.09 1600 75 59 50 59 48 47 79 417 1.14 1700 85 42 47 35 43 51 72 375 1.03 1800 74 49 39 35 51 54 77 379 1.04 1900 61 39 35 35 50 38 69 327 0.90 2000 61 47 45 50 55 60 69 387 1.06 2100 53 45 38 43 49 66 65 359 0.98 2200 65 51 38 50 55 63 88 410 1.12 2300 50 32 35 35 53 74 71 350 0.96 Total 1,237 879 754 730 805 910 1,263 6,578 18.02 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 180 Community Generated Calls for Service 2008 – District 2 (Does not Include Self-Initiated Activity or TRU) Hour Sun Mon Tues Wed Thur Fri Sat Total Avg/Hour 0000 259 172 167 186 180 174 271 1,409 3.86 0100 241 130 130 130 157 124 233 1,145 3.14 0200 191 98 109 118 131 140 211 998 2.73 0300 147 67 91 70 75 110 139 699 1.92 0400 87 63 61 60 65 81 109 526 1.44 0500 78 44 54 58 69 63 73 439 1.20 0600 44 70 80 62 68 84 65 473 1.30 0700 76 142 142 130 125 98 107 820 2.25 0800 115 158 241 186 185 202 137 1,224 3.35 0900 151 212 249 246 227 231 201 1,517 4.16 1000 169 243 259 235 243 245 230 1,624 4.45 1100 186 249 241 255 284 234 226 1,675 4.59 1200 200 245 272 283 250 216 229 1,695 4.64 1300 195 266 262 316 254 252 242 1,787 4.90 1400 231 297 333 306 278 254 241 1,940 5.32 1500 222 274 358 301 354 284 250 2,043 5.60 1600 267 290 302 304 300 287 267 2,017 5.53 1700 244 337 354 368 321 325 270 2,219 6.08 1800 249 334 324 345 301 330 262 2,145 5.88 1900 262 269 308 325 358 328 290 2,140 5.86 2000 267 258 303 307 292 281 283 1,991 5.45 2100 252 263 277 289 300 323 302 2,006 5.50 2200 265 261 264 303 247 315 321 1,976 5.41 2300 204 234 233 246 220 282 287 1,706 4.67 Total 4,602 4,976 5,414 5,429 5,284 5,263 5,246 36,214 99.22 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 181 Community Generated Calls for Service 2008 – District 3 (Does not Include Self-Initiated Activity or TRU) Hour Sun Mon Tues Wed Thur Fri Sat Total Avg/Hour 0000 178 126 114 139 99 115 163 934 2.56 0100 142 92 98 87 95 97 159 770 2.11 0200 146 78 87 92 75 82 124 684 1.87 0300 103 64 51 64 57 63 84 486 1.33 0400 61 46 50 42 63 43 59 364 1.00 0500 47 32 42 37 32 37 35 262 0.72 0600 48 52 51 50 56 59 47 363 0.99 0700 49 88 88 100 82 89 43 539 1.48 0800 59 96 119 138 130 107 85 734 2.01 0900 112 150 135 158 147 135 97 934 2.56 1000 104 140 151 161 157 152 150 1,015 2.78 1100 121 172 157 183 161 162 146 1,102 3.02 1200 152 177 154 206 173 203 164 1,229 3.37 1300 157 202 197 195 207 173 186 1,317 3.61 1400 169 192 196 178 179 201 171 1,286 3.52 1500 150 191 211 200 191 211 207 1,361 3.73 1600 194 229 219 201 217 228 198 1,486 4.07 1700 176 285 243 249 217 243 251 1,664 4.56 1800 172 227 221 218 175 219 211 1,443 3.95 1900 170 179 184 210 170 217 188 1,318 3.61 2000 152 159 172 176 177 164 165 1,165 3.19 2100 162 156 185 198 150 170 217 1,238 3.39 2200 123 122 146 148 170 195 201 1,105 3.03 2300 136 147 131 138 134 182 211 1,079 2.96 Total 3,083 3,402 3,402 3,568 3,314 3,547 3,562 23,878 65.42 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 182 3. SPECIAL OPERATIONS The Special Operations Division is responsible for Traffic Enforcement, School Resources, Hispanic Outreach, Volunteers and AmeriCorps personnel, and Reserve and Auxiliary Officers. The organization of the Division is shown below: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 183 No. of Positions Unit / Position Auth. Current Responsibilities SPECIAL OPERATIONS Administration Lieutenant 1.0 1.0 The Lieutenant is responsible for the overall management of the Special Operations Section including traffic enforcement, School Resource Officers, volunteer and AmeriCorps personnel, Auxiliary Officers, and Hispanic Outreach. The Lieutenant also responds to citizen complains, coordinates the “Clamp the Amp” program (car stereo ordinance violations) and coordinates the Roadside solicitation ordinance program. The Lieutenant also manages special event planning with the Special Operations Sergeant. Traffic Enforcement Sergeant Officer PST Supervisor PST 1.0 7.0 1.0 6.0 1.0 7.0 1.0 6.0 The Traffic Enforcement Section is comprised of 1 Sergeant who supervises a motors unit of 4 officers and traffic enforcement team, deployed in cars, of 3 officers. Motors personnel work Monday through Friday from 0600 to 1400 or 0700 to 1500. The TET officers work Wednesday through Saturday from 1500 to 0100. The Traffic Enforcement Section also uses a team of 6 Patrol Traffic Homicide Investigators who perform this assignment as a collateral duty. The Traffic Enforcement Unit is supported by a team of Police Service Technicians (PST), who provide traffic control, report writing for non-criminal auto accidents, recovered property, abandoned vehicles, and other miscellaneous, non-criminal incidents. These personnel generally work Monday through Friday from 0700 to 1700. A PST Supervisor oversees a team of 6 PSTs. Special Operations Sergeant School Resource Officer Hispanic Outreach Officer Volunteer Coordinator AmeriCorps Coordinator 1.0 4.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 The Sergeant over Special Operations is responsible for supervision of several functions and programs including the School Resources Officers, Hispanic Outreach Officer, Volunteer Coordinator, AmeriCorp members, and the reserve and auxiliary officers. The Sergeant also is responsible for special event planning and staffing and the Extra Duty Program. There are four School Resource Officers who work at two high schools and two middle schools within the City. These personnel are responsible for responding to calls at the schools, proactive patrol and enforcement, as well as crime prevention and public education instruction. The School District provides approximately $49,000 per SRO. [This will be reduced to 3 SRO’s for 2009-2010 School Year] CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 184 No. of Positions Unit / Position Auth. Current Responsibilities The Hispanic Outreach Officer is assigned to the City’s Hispanic Outreach Center. This position is responsible for working with Hispanic residents and visitors who are victims of crime. This Officer attends community meetings, provide media interviews, direct victims to advocates and counselors, as well as follow up investigation of crime. The CPD utilizes a large number of volunteers (approximately 46). A Volunteer Coordinator is responsible for training, supervision, and administration of the volunteer program in conjunction with the Special Operations Sergeant. Volunteer personnel are used for a variety of functions including: patrol of parks, beach areas, parking lots, traffic control, etc. The AmeriCorps Coordinator is responsible for oversight of the AmeriCorps members utilized by the CPD. There are currently 11 AmeriCorps members who are part of a 2 year law enforcement program. These personnel receive basic law enforcement training and are utilized for a number of functions including: Beachwalk Ambassadors, Downtown Ambassadors, perimeter control at special events, traffic control, assisting the School Resource Officers, etc. The CPD uses 3 Reserve Officers and 3 Auxiliary Officers. These personnel are retired Officers who work 8 hours per month. They provide assistance at special events, concerts, and other assignments. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 185 4. CRIMINAL INVESTIGATIONS DIVISION The Criminal Investigations Division is responsible for handling both reactive (i.e. follow-up) and proactive investigations. The Division is part of the Operations Bureau and reports to that Deputy Chief. The Criminal Investigations Division (CID) is comprised of two commands, each reporting to a Lieutenant and a group of 8 units. Within the case handling command are the following five units: Burglary, Economic Crimes, Robbery, Homicide and Crimes Against Children and Families. In the proactive command are the following three units: Intelligence / Technical Support / Homeland Security, Investigative Support, Vice & Narcotics / Forfeiture. The organization chart, below, depicts the overall structure of the Division: Overall Structure of the Criminal Investigations Division Clearwater Police Department CASE HANDLING Lieutenant (1) PROACTIVE Lieutenant (1) CRIMINAL INVESTIGATIONS DIVISION Captain (1) PATROL DIVISION Captain (1) OPERATIONS Deputy Chief The following charts provide a breakdown of the staffing and deployment of personnel in each of the two commands: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 186 Structure of the Case Handling Units Criminal Investigations Division Clearwater Police Department CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 187 Structure of the Proactive Units Criminal Investigations Division Clearwater Police Department CASE HANDLING Lieutenant (1) Detective (5) PST (1) FORFEITURE Detective (1) VICE & NARCOTICS Sergeant (1) Detective (5) TECHNICAL SUPPORT Detective (1) INTELLIGENCE Sergeant (1) Crime Analyst (1) Report Reviewer (1 PT) INVESTIGATIVE SUPPORT Sr. Crime Analyst (1) PROACTIVE Lieutenant (1) CRIMINAL INVESTIGATIONS DIVISION Captain (1) CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 188 No. of Positions Unit / Position Auth. Current Responsibilities CRIMINAL INVESTIGATIONS DIVISION COMMAND Captain Police Office Specialist 1.0 1.0 1.0 1.0 The Captain is responsible for the overall management of the Criminal Investigations Division. In this role, the Captain reports to the Deputy Chief for Operations. The Captain supervises the two Assistant Division Commanders (Lieutenants). One Lieutenant is responsible for supervising the case handling units (which handle incidents that are typically initiated in Patrol / Telephone Reporting Unit). The second manages those units whose work is more proactive in nature (Intelligence, Vice & Narcotics). The Police Office Specialist provides clerical support to the Division. CASE HANDLING UNITS Lieutenant 1.0 1.0 The Lieutenant is responsible for the overall management of the Case Handling investigative units. The focus of the Lieutenant is on ensuring that case handling detectives and, more specifically, their supervisors are adhering to the policies and procedures in the CPD This includes the following: • Burglary • Economic Crimes • Robbery • Homicide • Crimes Against Children & Families Burglary Unit Sergeant Detective Police Officer Police Information Technician 1.0 5.0 1.0 1.0 1.0 5.0 1.0 1.0 This unit is primarily responsible for property crimes. The full list of cases assigned to the unit include: Burglaries (Auto, Commercial and Residential), Cruelty to Animals (Felony), Criminal Mischief (Felony), Loitering and Prowling, Misdemeanor Investigations (excluding Domestic Violence, Domestic Stalking and Weapons Offenses), Pawn Shops / Second-Hand Dealers, Thefts (Residential – Felony) and Trespass. Cases are assigned based on their geographic location in the City (the City has been divided up into five zones to create balanced workload). As with all investigative units, cases are assigned either “active / open” or “inactive” to the Detectives by the Investigative Support Unit. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 189 No. of Positions Unit / Position Auth. Current Responsibilities The Police Officer assigned to the unit works there on a rotating basis. Officers who have expressed some interest in working in CID during their career are given the opportunity to apply for this position. Assignment to the Unit typically last six months. Detectives in this Unit are only called out for major crimes – most evening call out is now handled by the Robbery unit. Detectives cover day shift hours with some arriving early and some later to provide broader coverage. Staff can work either 8-hour or 10- hour shifts at their option as long as there is five-day coverage. The Detectives in this Unit were handling 31 open and active cases at the time of our desk audit. Of these, 94% (29) were less than 10 days old from date of last activity. Police Information Technician provides clerical support for the unit. Economic Crimes Unit Sergeant Detective Detective (Computer Forensics) 1.0 5.0 1.0 1.0 5.0 1.0 The Economic Crimes Unit is the second property crime unit in the Division. This unit focuses on a wide variety of case types, including the following illustrative examples: Arson, Auto Theft, Bribery, Check Theft, Computer Crimes, Con Schemes, Credit Card Fraud, Extortion, Embezzlement, Frauds & Forgeries, Mail Fraud, Retail Theft, Telemarketing Crimes, Worthless Checks. Cases are assigned based on their geographic location in the City (the City has been divided up into two sets of three zones to create balanced workload). As with all investigative units, cases are assigned either “active / open” or “inactive” to the Detectives by the Investigative Support Unit. Detectives are assigned to either credit cards or other frauds with other case types assigned as they arise. In an effort to maintain his availability, the Unit’s Computer Forensics Detective is assigned to the “slowest” of the geographic areas. This position is also responsive to other Units in the CID – with particular demands for services from Homicide, Robbery and Crimes Against Children & Families. Detectives are only called out for major crimes – most evening call out is now handled by the Robbery unit. Detectives cover day shift hours with some arriving early and some later to provide broader coverage. Staff can work either 8-hour or 10-hour shifts at their option as long as there is five-day coverage. The Detectives in this Unit were handling 44 open and active cases at the time of our desk audit. Of these, 60% (26) were less than 10 days old from date of last activity. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 190 No. of Positions Unit / Position Auth. Current Responsibilities Robbery Unit Sergeant Detective 1.0 5.0 1.0 5.0 The Robbery unit has only been in service since January 3, 2009. The unit was created to allow the Homicide Unit to focus on outstanding homicide investigations and to provide more intent focus on critical person crimes. The case types that are assigned to the Robbery Unit include: Assault on a Police Officer / Public Servant, Aggravated Assault, Aggravated Battery, Aggravated Stalking (Non-Domestic), Bomb Threat, Car Jacking, Obstructing & Resisting, Robbery, Robbery by Sudden Snatching, Shooting into Occupied Dwelling, Weapon Offense. Cases are assigned based on their geographic location in the City (the City has been divided up into five zones to create balanced workload). As with all investigative units, cases are assigned either “active / open” or “inactive” to the Detectives by the Investigative Support Unit. The Robbery Unit works in the evening hours, reporting as the other case handling units are leaving for the day. The intention of this approach is to reduce overtime by having a unit comprised of senior Detectives working at night. They can initiate a case and then either retain the case or hand it over to the appropriate unit during the day. The Detectives in this Unit were handling 10 open and active cases at the time of our desk audit. Of these, 70% (7) were less than 10 days old from date of last activity. It is important to recall that the unit was less than one week old at the time of this review. Homicide Unit Sergeant Detective 1.0 5.0 1.0 5.0 The Homicide Unit is the other general crimes against persons unit. This unit handles: Bombings, Death Investigations, Extortion by Violence, Homicide, Missing Persons (Adult), Kidnapping (Adult) and Suicide / Attempted Suicide. Cases are assigned in two ways in this Unit. As is the case with the other Units in the CID, many cases are assigned by geography (the City has been divided up into five districts to attempt to balance the workload). Homicides may be assigned outside the District (to the primary investigator) but will typically involve the entire Unit (plus additional personnel borrowed from other Units). Homicide works day shift hours, with all staff working together on 8-hour shifts (unlike other units, this Unit’s staff do not have the option of working either 8-hour or 10-hour shifts). There is some staggering of hours but all personnel working with the range of 0700 – 1700, unless there is an active investigation being worked. This unit will be called out to handle cases if necessary. Unlike other units, they are CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 191 No. of Positions Unit / Position Auth. Current Responsibilities less restricted from working overtime resulting from call-out (for homicides only). The Detectives in this Unit were handling 40 open and active cases at the time of our desk audit. Of these, 53% (21) were less than 10 days old from date of last activity. Crimes Against Children & Families Unit Sergeant Detective Juvenile Specialist Victim Advocate 1.0 5.0 1.0 1.0 1.0 5.0 1.0 1.0 This Unit is responsible for cases that involve juveniles (as victim or perpetrator) and for domestic crimes. These include: Child Abuse / Neglect, Child Pornography, Domestic Violence follow-up, Elderly Abuse / Neglect, Indecent Exposure, Juvenile Abduction / Kidnapping, Lewd & Lascivious, Missing Children / Runaways, Sexual Battery, Sexual Offender / Predator Tracking, SHOCAP, Suspicious Events (with Sexual Overtones), Victim Advocacy (any crime type). Cases are assigned to Detectives based on a geographic breakdown of the City. These districts were created specifically for CACF to try and balance workload within the Unit. All Child Pornography cases are handled by one Detective. Missing / Runaway Juveniles are handled by the Juvenile Specialist (civilian position). The Victim Advocate provides victim assistance to crime victims – these may involve cases handled by the CACF Unit but may also involve cases handled by other Units or by Patrol. Detectives are only called out for major crimes – most evening call out is now handled by the Robbery unit. Detectives cover day shift hours with some arriving early and some later to provide broader coverage. Staff can work either 8-hour or 10-hour shifts at their option as long as there is five-day coverage. The Detectives in this Unit were handling 37 open and active cases at the time of our desk audit. Of these, 65% (24) were less than 10 days old from date of last activity. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 192 Open / Active Cases – Aging Report All Case Handling Units Days Total % Total Under 10 107 66.0% 19-10 26 16.0% 20-29 13 8.0% 30-59 10 6.2% 60-89 1 0.6% 90 or More 5 3.1% Grand Total 162 100.0% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 193 No. of Positions Unit / Position Auth. Current Responsibilities PROACTIVE UNITS Lieutenant 1.0 1.0 The Lieutenant is responsible for the overall management of the Proactive investigative units. The focus of the Lieutenant is on ensuring that case handling detectives and, more specifically, their supervisors are adhering to the policies and procedures in the CPD. In addition, the Lieutenant is responsible for coordinating the CPD’s task force and other extra-agency relationships (local, State and Federal). The units supervised include: • Vice & Narcotics (includes Forfeiture) • Intelligence (includes Technical Support and Homeland Security) • Investigative Support Vice & Narcotics Unit Sergeant Detective Accounting Clerk 1.0 5.0 1.0 1.0 5.0 1.0 Personnel assigned to this Unit have the primary responsibility of day-to-day street level drug enforcement activities. Staff is engaged in proactive assignments such as drug buys and vice-related arrests. The Unit works a variety of locations around the City. Staff assigned to this Unit typically work a variety of hours depending upon the individual assignment under a 40 hour work week, with schedule adjustments made to accommodate individual case circumstances. One Detective is assigned to work with the DEA Task Force. Another works closely with the Pinellas County Sheriff’s Office Task Force. Larger scale investigations and drug / vice operations are handled by these multi-jurisdictional task forces. The Unit is also working closely with Intelligence on Human Trafficking issues – particularly those related to Vice activities. The Accounting Clerk assigned to this unit assists with clerical support. Forfeiture Unit Detective Police Support Technician 1.0 1.0 1.0 1.0 This Unit reports to the Vice & Narcotics Sergeant. The personnel are responsible for dealing with assets that have been seized during arrests by the CPD. This include vehicle impounds and other assets (money, jewelry, electronics, etc.). Intelligence / Technical Support / Homeland Security Unit The Intelligence Unit is focused on providing proactive information related to a wide variety of law enforcement / public safety issues. Unlike those Detectives assigned to case handling units, these staff focus on topical areas rather than geographic ones. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 194 No. of Positions Unit / Position Auth. Current Responsibilities Sergeant Detective Detective (Technical Support) Police Information Technician *1 Position is Human Trafficking which is 100% grant-funded. 1.0 *5.0 1.0 1.0 1.0 *5.0 1.0 1.0 The areas of primary focus include the following: • Gangs, Organized Crime, Criminal Intelligence • Terrorism, Officer Safety Issues • Narcotics Intelligence • Human Trafficking • Extremist / Special Interest Groups, Disruptive Groups / Persons, Terrorism • Technical Support Staff assigned to this Unit work Monday – Friday day shift hours. Staff are able to choose between 8-hour and 10-hour shifts as long as all workdays are covered. Some flexing of hours is necessary due to meetings, support of other Units, etc. Investigative Support Unit Senior Crime Analyst Crime Analyst Report Reviewer 1.0 1.0 0.5 1.0 1.0 0.5 The Investigative Support Unit is responsible for two primary functions: 1) review and dissemination of all incoming investigative cases; and, 2) development of crime analysis information and dissemination of this information to operational and administrative personnel. The Report Reviewer is a part-time position, filled by a retired Detective. This position is responsible for assigning cases to personnel based on case type / geographic area. These cases will be assigned either “active / open” or “inactive” depending on the case type and the presence (or not) of investigative leads. The Crime Analysts will back-up this position if they are absent. The Crime Analysts provide research and data analysis support to personnel in the CID and Patrol. In addition, there are a number of regular and on-request reports generated by the staff in this unit for command staff and other personnel throughout the CPD. These may include identification of criminal trends, analysis of workload, etc. Staff are also able to access geographically linked data sets from their desks or from their in-car computers. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 195 5. SERVICES BUREAU A Deputy Chief oversees and manages the Services Bureau. The functions provided by this Bureau include: Personnel, Training, Internal Affairs, Property, Facility Maintenance, Police Service Technicians (PST), Fiscal Services, Records, Payroll and the Communications Division and evidence (partial) storage and processing. This Bureau is also responsible for all law enforcement interoperable data programs. Presented below is the table of organization for the Services Bureau: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 196 *effective 2-24-09: Police Office Specialist (1) Personnel/Payroll Tech (.5) CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 197 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 198 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 199 No. of Positions Unit / Position Auth. Current Responsibilities SERVICES BUREAU Deputy Chief 1.0 1.0 Oversees operations related to overall Professional Standards functions, Fiscal Services, Records, Payroll and 911 Communications. Additionally, the Deputy Chief serves as liaison to the City’s Information Technology and General Services Departments. Responsible for setting policies, procedures, and practices related to assigned areas of responsibility. Technology Interoperable projects with other law enforcement agencies. PROFESSIONAL STANDARDS Lieutenant Police Office Specialist 1.0 1.0 1.0 1.0 Oversees the Professional Standards Section of the Services Bureau including supervision and oversight of Personnel Services, Training, Internal Affairs, Accreditation, Services and Property. Police Office Specialist provides support and back-up for the Office of the Chief. Personnel Sergeant Personnel / Payroll Tech Police Office Specialist 1.0 .5 1.0 1.0 .5 1.0 This Unit is responsible for the recruitment, selection and retention of law enforcement officers in CPD. Specific duties performed include: • Oversees Computer Based Training • Attending recruitment venues to solicit applicants for open sworn positions. • Coordinates and participate in formal interviews of prospective new hires. • Recommends applicant for hire to the Lieutenant of Professional Standards. • Provide guidance through new hire process. • Manage and coordinate employee evaluations. • Perform Early Intervention Process to include evaluation of all use of force. • Manage light-duty assignments for department. • Maintain personnel records. • Conducts Staff Studies • Plans and perform administrative scheduling for mandatory law enforcement training and other training. • Serves as back-up internal affairs investigator. The Personnel Sergeant serves as the biohazard coordinator for CPD. Non-sworn personnel hiring process managed through the City Human Resource Department. Personnel/Payroll Tech has payroll time sheet responsibilities. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 200 No. of Positions Unit / Position Auth. Current Responsibilities Training Sergeant 2.0 2.0 • Manage certification requirements are for sworn law enforcement personnel. • Instruct or coordinate training mandated by Florida Department of Law Enforcement (FDLE) for officer training. Mandated training includes handgun, long rifle, shot gun and Taser re-certification. • Instruct or coordinate supervisor training required by FDLE. • Schedule and coordinate all training resources to include rooms, night firing and use of non-City properties. • Manages and coordinates all in-service training.  Serves as Range master/Lead instructor.  Plans, prepares, presents recommendations for future training.  Orders weapon related equipment (Bullets, tasers, cartridges, bean bag rounds, etc.)  Initiates the sponsorship of classes/seminars at agency. Becomes host once approved.  Reviews defensive tactics by officers. Inputs data into computer program.  Manages all training staff assigned to training as instructors. • Perform annual audits of weapons inventory. The CPD requires sworn personnel to qualify with their handguns and shotguns at least once per year. The range is open for practice shooting any time training staff is on-site and space is available. Both Sergeants are qualified Range Safety Officers. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 201 No. of Positions Unit / Position Auth. Current Responsibilities Internal Affairs Sergeant 2.0 2.0 The internal affairs Sergeants are responsible for conducting impartial investigations of alleged CPD member misconduct and accusations against the agency. The CPD accepts citizen complaints via telephone, email, letter, and in-person. Information describing how to file a complaint is posted on the City of Clearwater website. Through written policy, allegations of misconduct are evaluated for the degree of severity. Based these findings, a compliant is forwarded to the officer’s supervisor for less severe conduct or investigated by Internal Affairs. All complaints are tracked in the IA Unit. CPD policy to is to investigate any major incident, including: pursuits, Canine bites, in-custody deaths, officer injury, shootings and line-of-duty deaths. The IA Unit, in coordination with Training, monitors employee conduct for referral to the Early Intervention program. IA Sergeants manage the Accreditation for the Commission for Florida Law Enforcement Accreditation (CFA) processes. Other duties performed by IA Sergeants include the following. • Track all Civil litigation against the Department. • Develop policy based on identified need or policy failures. • Coordinate with Training on recurring operational errors.  Initiates Quality of Service Inquiries learned from citizens and sent to appropriate supervision for a response.  Tracks assigned division level investigations.  Investigates cases assigned by Chief. Services Services Sgt 1.0 1.0 The Services Sergeant tasks include oversight and direct responsibility in building security, project management, supervision of Police Service Technicians (PST) and employee access cards. Supervises all evidence collection/storage. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 202 No. of Positions Unit / Position Auth. Current Responsibilities Police Services Technician PST Supervisor PST 1.0 14.0 1.0 14.0 Police Service technicians primary duties include staffing the front counter and staffing the Telephone Report Unit (TRU). TRU receives information via 911, telephone or in-person of less severe crimes. PST’s enters information directly into a computer using the TriTech Records Management Software. Approximately 30% of CPD reports are taken by the TRU. This high percentage permits sworn officers more time for pro-active patrol and emergency response. Property Supervisor Property Clerk Maintenance worker Custodial worker 1.0 1.0 2.5 2.0 1.0 1.0 2.5 2.0 Property responsibilities were reassumed from the Pinellas County Sheriffs Office on October 1, 2008. Evidence maintained at Police Station or Shooting Range. Large incidents and violent crime property remains with Sheriff. Supervisor and Clerk responsibilities include in-house / out-of-house mail, ordering / receiving supplies, supply distribution, uniform distribution and building inspections. Maintenance workers perform minor repairs and preventative maintenance to eight (8) CPD buildings. Large repairs are out-sourced or handled by City staff. Custodial workers maintain CPD stations. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 203 No. of Positions Unit / Position Auth. Current Responsibilities FISCAL SERVICES UNIT Sr. Accountant Accounting Tech 1.0 1.0 1.0 1.0 The Senior Accountant, Accounting Technician and the Police Office Specialist (shown on CPD organizational chart under Police Chief) serve as CPD purchasing finance and budget office. All purchases must go through this area. Additionally, the Police Office Specialist prepares and enters all CPD agenda items in City enterprise software, issues and reconciles billing for pagers & cell phones, and liaison for copy machines.. Duties and responsibilities include the following: • Review for correctness and approve Purchase Orders and requisitions.  Reviews training requests for funding. • Prepare and manage Cost Center Budget. Five primary areas are Office of the Chief, Patrol, CID, Support Services and Communications. • Approve, issue, reconcile and track P-Cards (purchasing card) purchases. Also includes training new p-card users and implementing policy changes. • Federal and State mandatory reporting requirements. • Reconciles monthly approximately 15 Special Project revenue and expenses including Federal grants. Ensures all statutory requirements are met. • Reviews, analyzes and prepares a report on monthly budgetary reports for accuracy and expenditures. • Review internal budget transfer requests. Review, research and analyze internal service costs. • Prepares quarterly budget amendments • Works with external Auditors for annual review and prepares annual single audit report as well as year-end project analysis. • Coordinates annual budget preparation and submittals.  Record deposits daily, and maintain petty cash fund for the department. Payroll Services Unit Manager Personnel / Payroll Tech 1.0 4.0 1.0 3.0 The Payroll Services primary role is preparation of CPD payroll reports for 474 personnel as well as payroll and invoicing of the Extra Duty program. Employees are fulltime, part time or grant funded positions. CPD has three (3) Bargaining Units, FOP-Officer, FOP-Supervisor and CWA for civilians as well as professional and managerial employee group (SAMP). Payroll CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 204 No. of Positions Unit / Position Auth. Current Responsibilities staff interprets and enforce union contracts and Civil Service Rules and Regulations to ensure everyone is paid correctly. Payroll time sheets require manual preparation. Employees forward paper copies to supervisors for approval then to Payroll to process exceptions to regular schedules. Typical payroll review requires follow-up clarification and/or correction 15% - 20% of payroll timesheets.  FMLS (Family Medical Leave Act) coordination and tracking.  Assist Personnel Unit with personnel processing for new hires/terminations and employee evaluations. All other personnel processing handled by Payroll Services Unit (e.g. promotions, demotions, transfers, shift changes, job assignment pays, leaves of absences, etc.)  Overtime data entry, analysis and reporting.  Special Even tracking and budgeting.  Part time hour tracking for personnel purposes, monitoring, and budgeting.  Assist Training Unit with State Incentive Pay coordination and processing.  Sick leave monitoring and reporting.  School Resource Officer billing and receipts.  Clothing allowance quarterly payments.  Personnel Status Report updates.  Personnel related budget preparation and administration. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 205 No. of Positions Unit / Position Auth. Current Responsibilities Records Section Manager Police Info Supervisor* Police Info Technician I Police Info Technician II * currently vacant (frozen) 1.0 1.0 3.0 6.0 1.0 1.0 3.0 6.0 The Manager of the Records Section is responsible for daily management of the Section’s operations. Units in this section include Report and Review, Uniform Crime Reporting and Validation, and Records. This Unit is responsible for the uniform crime reporting and validation for the CPD. Key responsibilities include: • Responsible for reviewing all supervisor approved reports. • Perform quality control on all officer reports, including read all reports, review charges, change crime codes, as needed etc. • Process data for UCR required reporting (e.g. monthly, quarterly, etc.) • Responsible for validating data in Teletype. • Review monthly Teletype report, research open complaints, remove cases as approved, etc. • Confirm NCIC – FCIC ‘hit’ during business hours. This Unit is responsible for staffing the front counter, processing requests for reports, etc. Key elements of this Unit include: • Receive and process requests for reports. Including mail, phone and walk-in requests. • Receive and process payments for requests, as necessary. • Conduct background checks to include permit request for taxi service, occupational license and new City employees. • Issues and receives alarm application. This Unit is responsible for document imaging of Records for the CPD: • Responsible for imaging documents. • Receive paper documents from throughout the Office. • Prepare packets for imaging. • Scan documents, • Review scans for quality control. • Attach case number to each scanned document. Records Manpower Staffing CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 206 No. of Positions Unit / Position Auth. Current Responsibilities Current Workload  Verify all sections of accident report is completed, account for every accident report number, maintain missing list, correspondence with officers/citizens, update CAD spreadsheet, prepare end of month accident/fatality report, print and distribute reports to (Pinellas County Planning, DHSMV and Risk Management), invoice accident customers.  Approve alarm reports from CADS, assign permit numbers, register alarm users, generate alarm letters, mail correspondence, collect service fees, apply payments, void permits, file alarm correspondence, respond to customer inquires, prepare month end alarm totals.  Transmit traffic citations to DHSMV, data enter DUI’s, copy and forward DUI packets, void citations, process seized license plates/drivers license, process clerk of court notifications, prepare nolle pros letters, track citation inventory, record issued citation books, account for each citation issued, maintain missing citation report, close out citation books, prepare month end citation totals.  Assigned to front service counter for citizen requests, answer phones, assigned to back service counter for departmental requests, process incoming faxes (DOC, PCSO and other law enforcement agencies), process computer run requests, collection of monies to include register reconciliation.  Process then approve/deny paperwork from (solicitor, handbill, taxi and occupational) permits, process new city employees paperwork, transmit and track fingerprint submissions, verify fingerprint billing, data entry.  NCIC (entry, modifications, cancellations and verifications), background screening, validations, SPN number assignments, criminal histories.  Mail distribution, date stamp in-coming mail, copies all in-coming checks.  Process report requests by mail from citizens, invoicing, insurance billing, data entry, public record redaction, record checks to assist other agencies, process subpoenas.  Verify all sections of offense report is completed, account for every offense report number, print and distribute copies of reports to outside agencies, maintain missing list, domestic violence redaction, update CAD spreadsheet, file paper supplemental paperwork.  Scoring of mandatory UCR offense reports, score arrest closures from supplemental reports, score SAO closures, and prepare monthly, semi-annual and annual UCR reports.  Scanning, indexing, file prepping and filing of supplemental paperwork. (quantity 140 banker boxes)  Process seal/expunge court orders and FDLE compromised identity corrections, CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 207 No. of Positions Unit / Position Auth. Current Responsibilities copy offense report, collect paper supplements, redaction of report having multiple offenders, create FDLE notification letter, update seal/expunge list. Maintain departmental record destruction. Communications Section Manager Section Supervisor Operators Part Time 1.0 7.0 38.0 2.3 1.0 7.0 37.0 2.3 The Communications Section answers, process and transmits 911 and non- emergency phone and radio information to CPD officers. This center services CPD law enforcement only. All 911 calls originating in Pinellas County are answered at the County Communications Center. Requests for law enforcement are transferred from the Center to the appropriate jurisdiction for processing. Adopted FTE is 48.3 personnel, 38 serving as call takers, teletype or radio operators, Current staffing reflects one vacancy. However, 11 Operator positions are trainees. High attrition is common in this Section. The Section uses Part-Time operators and tele-communicators. Key points in the Communications Section: • The radio system is an 800 MHz MA Com digital system. • The Section uses Tri-Tech Computer Aided Dispatch software. • Communication personnel answer and process 911 calls, dispatch Officers, operate the teletype system and assist in training new employees. • Supervisors perform one of three supervisory functions, floor (dispatch), lead, training or administrative. • Minimum staffing (see table below) is two (2) call-takers, three (3) Operators, (1) floor Supervisor and one Teletype tele-communicator. • Communication Section shift schedule is 12 hours. • There are 16 radio positions in the dispatch room, 1 Supervisor, 5 Dispatch, 2 Information Channels and 8 Call-takers. • Typical allocations of channels are two, District 1 / 2 and District 3. • Quality Assurance is performed on an as-needed basis by the floor supervisor. • Operators have option of becoming Senior Operator and / or Communication Training Officer (CTO). Senior Operator step-up to Supervisor. CTO Operators serve as field training officers. The following table lists the minimum number of Call Takers and Radio Operators assigned by hour of the day. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 208 Assigned Call Takers Table, Radio Operators and Teletype Operators by Time / Day Time of Day Sun Mon Tues Wed Thurs Fri Sat Supervisor Minimum Call Takers Minimum Teletype Minimum Radio Operator Minimum 0000-0100 8 8 7 7 7 7 9 1 2 1 4 0100-0200 7 7 6 6 6 6 8 1 2 1 3 0200-0300 6 7 6 6 6 6 8 1 2 1 3 0300-0400 6 7 6 6 6 6 8 1 2 1 3 0400-0500 6 7 6 6 6 6 8 1 2 1 3 0500-0600 6 6 6 6 6 6 7 1 2 1 3 0600-0700 6 6 6 6 6 6 7 1 2 1 3 0700-0800 6 6 7 6 7 7 6 1 2 1 3 0800-0900 6 7 8 6 7 7 7 1 2 1 3 0900-1000 6 7 8 8 9 7 7 1 2 1 3 1000-1100 6 7 9 8 9 7 7 1 2 1 3 1100-1200 6 7 9 8 9 7 7 1 2 1 3 1200-1300 8 9 10 10 10 9 9 1 2 1 5 1300-1400 8 9 10 10 10 9 9 1 2 1 5 1400-1500 8 9 10 10 10 9 9 1 2 1 5 1500-1600 8 9 10 9 9 9 9 1 2 1 5 1600-1700 6 6 6 6 7 7 7 1 2 1 3 1700-1800 6 6 7 6 8 7 7 1 2 1 3 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 209 Time of Day Sun Mon Tues Wed Thurs Fri Sat Supervisor Minimum Call Takers Minimum Teletype Minimum Radio Operator Minimum 1800-1900 6 6 7 6 8 7 7 1 2 1 3 1900-2000 7 8 7 7 8 7 8 1 2 1 4 2000-2100 7 7 6 7 7 7 7 1 2 1 3 2100-2200 9 8 7 8 8 10 8 1 2 1 4 2200-2300 9 8 7 8 8 10 8 1 2 1 4 2300-0000 8 7 7 7 7 10 7 1 2 1 4 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 210 APPENDIX B RESULTS OF THE EMPLOYEE SURVEY The Matrix Consulting Group conducted an anonymous survey of the employees of the City of Clearwater’s Police Department as part of the Efficiency Review of current operations, management, organization and deployment. Surveys were distributed to al 385 employees in the Department. The table, which follows, presents the results: Total Response Count Survey Sent 385 Returned 205 Response Rate 53% Of the surveys that were distributed, 205 were returned for an overall response rate of 53%. This is slightly lower than is typically observed by the project team. While the survey was anonymous, employees were asked to provide some basic description of their positions within the Department. The first table, below, shows that two-thirds of respondents identified themselves as sworn personnel Classification Count Count % Sworn Personnel 135 66% Civilian Personnel 67 33% No response 3 1% Total 205 100% The second table, below, shows the current role of respondents. The table shows that a majority (52%) of respondents are self-identified as line staff. Current Role Count Count % Manager 10 5% Supervisor 44 21% Line Staff 107 52% No response 44 21% Total 205 100% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 211 The last table in this series, which follows, shows the current assignments of respondents: Current Assignment Count Count % Office of the Chief 12 6% Patrol Division 98 48% Investigations Division 37 18% Services Bureau 47 23% No response 11 5% Total 205 100% The Patrol Division comprises the bulk of employee deployment (and 48% of respondents to this survey). The Services Bureau is the second largest by employee count after the Patrol Division (with 23% of responses). The sections, which follow, present a summary of the results of the employee survey. Detailed statistical results of the survey are attached as an appendix. The results are organized into four major sections. • The first section comprises a general overview of Department operating indicators. This section includes results from all survey respondents. • The remaining sections include survey results that are segregated by operating divisions. The divisions included Patrol Services and Investigative Services, and staff who are assigned elsewhere in the Police Department. Staff were asked to only answer the questions related to their current assignments. Finally, the response distributions are rated on a scale of one (1) through five (5), with one (1) representing “strongly disagree” and five (5) representing “strongly agree.” Each set of questions is also assigned an average score. 1. STAFF WERE ASKED TO RESPOND TO A NUMBER OF STATEMENTS REGARDLESS OF CURRENT OPERATIONS IN THE POLICE DEPARTMENT. All employees were provided an opportunity in this section to express their views regarding various operating indicators about the Department. The subsections, which follow, summarizes in statistical form, the responses that were collected. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 212 (1) Respondents Have Positive Views about the Overall Service Levels of the Police Department. The employee survey contained statements relating to the overall service levels of the Police Department. The chart, which follows, provides a comparison of the results for statements relating to the overall service level of the Department: The points, which follow, provide the results for the statements presented in the chart: • In response to the statement: “The CPD provides high levels of law enforcement service,” 83% of respondents selected “Strongly Agree” or “Agree,” 7% of respondents selected “Neutral,” and “Disagree” and “Strongly Disagree”. • In response to the statement: “Our approach to policing improves the quality of life in Clearwater,” 66% of respondents selected “Strongly Agree” or “Agree,” 20% of respondents selected “Neutral,” and 10% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “In this region we are a leader in how we provide police services,” 65% of respondents selected “Strongly Agree” or “Agree,” 14% of respondents selected “Neutral,” and 17% of respondents selected “Disagree” or “Strongly Disagree.” • #4, In response to the statement: “Residents and merchants have a high opinion of what we do,” 62% of respondents selected “Strongly Agree” or “Agree,” 24% of CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 213 respondents selected “Neutral,” and 8% of respondents selected “Disagree” or “Strongly Disagree.” Overall, Police Department employees have very positive views about the service levels provided by the Department. (2) Respondents Have Mixed Views about the Ability of the Police Department to Evolve Over Time to Changes in the Operating Environment. The employee survey contained several statements relating to the ability of the Police Department to evolve over time as the operating environment changes. The statements in this section have in common the response of the Police Department to those changes. For example, the continuing drive to become efficient and effective requires planning for adequate staffing to provide the Police Department with the appropriate human resources to execute service goals. In addition to sufficient human resource levels, personnel require continuous training to develop and maintain the skills necessary successfully implement service programs. A summary of the results is shown in the chart, which follows: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 214 The paragraphs, which follow, present a discussion of the information presented in the chart: • In response to the statement: “Our Department is constantly looking for ways to be more efficient and effective,” 47% of respondents selected “Strongly Agree” or “Agree,” 21% of respondents selected “Neutral,” and 29% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Staffing levels have kept up with needs of the City,” 11% of respondents selected “Strongly Agree” or “Agree,” 14% of respondents selected “Neutral,” and 74% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “We do a good job planning our service needs,” 40% of respondents selected “Strongly Agree” or “Agree,” 19% of respondents selected “Neutral,” and 37% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Our in-service training program better prepares me for my job,” 51% of respondents selected “Strongly Agree” or “Agree,” 19% of respondents selected “Neutral,” and 21% of respondents selected “Disagree” or “Strongly Disagree.” Employees have mixed views about the ability of the Police Department to keep pace with a changing service delivery environment. Of particular note, respondents strongly disagree that the staffing levels have kept pace with the needs of the City. (3) Respondents Have Mixed Views Regarding Internal Communications in the Police Department. The employee survey contained several statements relating to aspects of the internal communications within the Police Department. The chart, which follows, provides a summary of the results: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 215 The paragraphs, below, provide a discussion of the results presented in the chart: • In response to the statement: “My immediate supervisor is effective at setting expectations of my performance,” 68% of respondents selected “Strongly Agree” or “Agree,” 15% of respondents selected “Neutral,” and 16% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Managers and supervisors do a good job communicating Department priorities,” 32% of respondents selected “Strongly Agree” or “Agree,” 20% of respondents selected “Neutral,” and 45% of respondents selected “Disagree” or “Strongly Disagree.” Employees have mixed views about the internal communications of the Department. An overwhelming number of respondents agree that performance expectations are clear to them. However, these same employees disagree that their managers and supervisors do a good job of communicating the Department’s priorities. (4) Respondents Have Mostly Negative Perceptions Regarding the Department’s Community Oriented Programs. Employees were asked about their attitudes regarding the Police Department’s community oriented programs. The chart, which follows, presents a summary of the results: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 216 The points, below, provide a discussion of the results presented in the chart: • In response to the statement: “Our community policing teams (problem response, bike, beach) are the most effective way to provide service,” 23% of respondents selected “Strongly Agree” or “Agree,” 20% of respondents selected “Neutral,” and 52% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Our outreach programs provide a vital service to the City,” 34% of respondents selected “Strongly Agree” or “Agree,” 22% of respondents selected “Neutral,” and 40% of respondents selected “Disagree” or “Strongly Disagree.” Overall, respondents have mostly negative views about the community-oriented programs of Department. (5) Respondents Have Mixed to Negative Perceptions Regarding Employee Accountability and Empowerment in the Police Department. Respondents were provided statements relating to employee visibility in the Department. The chart, which follows, presents a summary of the results: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 217 The following paragraph provide the results for the statements in the chart: • In response to the statement: “People in this Department are accountable for their actions,” 29% of respondents selected “Strongly Agree” or “Agree,” 20% of respondents selected “Neutral,” and 49% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “This Department recognizes and rewards excellence,” 29% of respondents selected “Strongly Agree” or “Agree,” 17% of respondents selected “Neutral,” and 52% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “I feel empowered at my level to make decisions about work,” 53% of respondents selected “Strongly Agree” or “Agree,” 17% of respondents selected “Neutral,” and 29% of respondents selected “Disagree” or “Strongly Disagree.” Overall, employees have mixed perceptions about their visibility. (6) Respondents Do Not Believe that the Police Department’s Managers Are Effectively Overseeing Police Services. Employees were asked to evaluate statements about the Department’s management of law enforcement services. The optimal management of police services requires that the Department implement programs that are appropriate to the operating context for the community and to then structure its internal resources appropriately to be CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 218 able to utilize a best practices approach to implementing service goals. The chart, which follows, presents a summary of the results: The paragraphs, which follow, present a summary of the employee survey results: • In response to the statement: “We utilize ‘best practices’ in managing police services,” 26% of respondents selected “Strongly Agree” or “Agree,” 28% of respondents selected “Neutral,” and 37% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Our new organizational structure will allow the CPD to maintain quality service within current budget and resources,” 17% of respondents selected “Strongly Agree” or “Agree,” 26% of respondents selected “Neutral,” and 50% of respondents selected “Disagree” or “Strongly Disagree.” Employees neither believes that the Police Department’s management team utilizes best practices in managing police services nor do they believe that the new organizational structure will improve services. (7) A Majority of Employees Indicate That They Are Often Busy but Can Generally Handle Their Current Workloads. Employees were asked to assess their current workloads and their ability to handle these demands. The chart, which follows, presents a summary of the result: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 219 The paragraphs, which follow, present a summary of the employee survey results. In response to the statement: “Please select one of the following choices to describe your current workload,” • 24% of respondents selected “I am always busy and can never catch up,” • 58% of respondents selected “I am often busy but can generally keep up,” • 13% of respondents selected “I have the right balance of work and time available,” • 5% of respondents selected “I could easily handle more work given the available time.” A majority of respondents report that they are busy but can handle their current workload. 2. STAFF ASSIGNED TO THE PATROL SERVICES DIVISION WERE ASKED TO RESPOND TO SEVERAL QUESTIONS PERTAINING TO THEIR JOBS. In this section, sworn Patrol Services personnel were asked a number of questions regarding their views various operating indicators within the Patrol Division. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 220 The subsections, which follow, summarizes in statistical form, the responses that were compiled. (1) Respondents Have Generally Positive Views Regarding Operations in the Patrol Division. Employees were asked to evaluate statements about the Patrol Division’s approach to conducting their operations. The chart, which follows, presents a summary of the results: The paragraphs, which follow, present a discussion of the information presented in the chart: • In response to the statement: “I have adequate proactive time to do my job well,” 44% of respondents selected “Strongly Agree” or “Agree,” 20% of respondents selected “Neutral,” and 36% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Our proactive time is directed toward known problems,” 55% of respondents selected “Strongly Agree” or “Agree,” 21% of respondents selected “Neutral,” and 24% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “We do a good job prioritizing workloads,” 36% of respondents selected “Strongly Agree” or “Agree,” 32% of respondents selected “Neutral,” and 32% of respondents selected “Disagree” or “Strongly Disagree.” CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 221 • In response to the statement: “The crime analysis information provided to me is useful,” 43% of respondents selected “Strongly Agree” or “Agree,” 28% of respondents selected “Neutral,” and 29% of respondents selected “Disagree” or “Strongly Disagree.” Employees generally have positive views about the directed operations of the Division. (2) Staff in the Patrol Division Have Negative Views about the Community Policing Program and Their Interaction With Other Units, but Positive Views about Patrol Operations Otherwise. Employees were next asked to evaluate statements about the Division’s utilization of coordinated operations. The Patrol Division of the Police Department is at the forefront of the delivery of law enforcement services. Its personnel, in addition to their responsibilities for routine patrol, help implement special law enforcement programs such as community oriented policing or are used in special tactical units to execute unique operational objectives. The special programs and units demand a high level of coordination within the Patrol Division and across the organization with other service areas such as the Investigative Division and their detectives, Support Services and their crime and information analysts and community liaisons, intelligence units and other members of the Department. The successes of the program objectives depend on coordinating service delivery and where necessary, the field units delivering that service need to be assured that back up is available should despite the best plans, things do go not according to plan. The views expressed in this section speak to Division’s ability to bring to bear the available resources of the Department in order to execute service programs and objectives. The chart, which follows, presents a summary of the results: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 222 The paragraphs, which follow, present a discussion of the information presented in the chart: • In response to the statement: “We have a sound approach to community policing,” 29% of respondents selected “Strongly Agree” or “Agree,” 23% of respondents selected “Neutral,” and 48% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Back-up is available when needed,” 77% of respondents selected “Strongly Agree” or “Agree,” 14% of respondents selected “Neutral,” and 9% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Special units (e.g. traffic and crime suppression) serve vital needs in the community,” 69% of respondents selected “Strongly Agree” or “Agree,” 10% of respondents selected “Neutral,” and 22% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Special assignment units are effectively coordinated within Patrol,” 21% of respondents selected “Strongly Agree” or “Agree,” 20% of respondents selected “Neutral,” and 59% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Detectives coordinate their work with Patrol,” 17% of respondents selected “Strongly Agree” or “Agree,” 17% of respondents selected “Neutral,” and 66% of respondents selected “Disagree” or “Strongly Disagree.” CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 223 Employees generally have mixed views about specific elements relating to the operations of the Patrol Division. In particular, respondents have negative views about the coordination between “special units” and the Patrol Division. However, respondents agree strongly that back up and special units are available and serve vital roles. 3. RESPONDENTS ASSIGNED WITHIN THE INVESTIGATIVE SERVICES DIVISION WERE ASKED TO RESPOND TO A NUMBER OF STATEMENTS PERTAINING TO THEIR ROLES IN THE DEPARTMENT. In this section, staff in the Investigative Services personnel were asked to respond to a number of statements regarding their views of various issues within the Division. The subsections, which follow, summarizes, the responses. (1) Employees Have Positive Views Regarding the Division’s Interaction With Other Investigative Units, Other Units in the Department and Other Agencies. Employees were asked to evaluate statements about the Division’s coordination with Patrol and with other investigative units and agencies. The chart, which follows, presents a summary of the results: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 224 The paragraphs, which follow, present a discussion of the information presented in the chart: • In response to the statement: “We coordinate effectively with special investigative units,” 51% of respondents selected “Strongly Agree” or “Agree,” 27% of respondents selected “Neutral,” and 22% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “We coordinate well with the Patrol Division,” 58% of respondents selected “Strongly Agree” or “Agree,” 19% of respondents selected “Neutral,” and 23% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “We coordinate well with other agencies in the area,” 69% of respondents selected “Strongly Agree” or “Agree,” 20% of respondents selected “Neutral,” and 11% of respondents selected “Disagree” or “Strongly Disagree.” Employees have positive views about the coordination of operations of the Division and Department. (2) Employees Have Positive Perceptions of the Case Management System. Employees were asked to evaluate statements about the case management system used by the Division. The chart, which follows, presents a summary of the results: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 225 The paragraphs, which follow, present a discussion of the information presented in the chart: • In response to the statement: “Our approach to case management is effective in prioritizing our caseloads,” 57% of respondents selected “Strongly Agree” or “Agree,” 29% of respondents selected “Neutral,” and 14% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “The case management system provides useful information about case status and caseloads,” 64% of respondents selected “Strongly Agree” or “Agree,” 17% of respondents selected “Neutral,” and 19% of respondents selected “Disagree” or “Strongly Disagree.” Employees agree that the case management system is useful to their work. (3) Employees Agree that the Incident Reports from the Patrol Division is High Quality and the Information from Crime Analysis is Useful. Employees were asked to evaluate statements about the quality of the incident reports and crime analysis used by the Division. The chart, which follows, presents a summary of the results: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 226 The paragraphs, which follow, present a discussion of the information presented in the chart: • In response to the statement: “The quality of incident reports from field units is high,” 56% of respondents selected “Strongly Agree” or “Agree,” 24% of respondents selected “Neutral,” and 20% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Crime analysis information is useful to our work,” 54% of respondents selected “Strongly Agree” or “Agree,” 20% of respondents selected “Neutral,” and 26% of respondents selected “Disagree” or “Strongly Disagree.” Employees agree that the information they receive in the Division is high quality and useful to their work. (4) Employees Believe That SIU Units Are Vital and That Caseloads Are Reasonable. However, Respondents Also Believe that Staffing Impacts the Division’s Ability to Conduct Investigations. The final part of this section asked employees to evaluate statements about additional services provided by the Division. The chart, which follows, presents a summary of the results: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 227 • In response to the statement: “Special investigative units serve vital needs in the community,” 60% of respondents selected “Strongly Agree” or “Agree,” 21% of respondents selected “Neutral,” and 19% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “I work a caseload which is reasonable given the type of investigations I handle,” 60% of respondents selected “Strongly Agree” or “Agree,” 14% of respondents selected “Neutral,” and 26% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “Our staffing levels allow us to investigate crimes other agencies cannot,” 23% of respondents selected “Strongly Agree” or “Agree,” 25% of respondents selected “Neutral,” and 52% of respondents selected “Disagree” or “Strongly Disagree.” Strong majorities of respondents agree that the SIU teams fill a vital need in the community and that their related caseload is reasonable. However, respondents also strongly believe that current staffing level in the Division do not allow it to conduct more work than their peer agencies. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 228 4. CIVILIAN STAFF AND SWORN STAFF FROM FUNCTIONS OTHER THAN PATROL AND INVESTIGATIONS WERE ASKED TO RESPOND TO A FINAL SET OF STATEMENTS IN THE SURVEY. In this final section, employees who are not assigned to the Patrol or Investigative services sworn were asked to share their views about various operating indicators in their service areas. The subsections, which follow, summarizes, the responses that were provided. (1) Employees Strongly Agree That There Is a High Level of Cooperation Among Sworn and Non-Sworn Staff as Well as With Other Administrative Functions in the City. Employees were asked to evaluate statements relating to the general level of cooperation both within the Police Department and with external agencies. The chart, which follows, presents a summary of the results: The paragraphs, which follow, present a discussion of the information presented in the chart: • In response to the statement: “Sworn and civilian staff work well together,” 73% of respondents selected “Strongly Agree” or “Agree,” 14% of respondents selected “Neutral,” and 14% of respondents selected “Disagree” or “Strongly Disagree.” CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 229 • In response to the statement: “We work well with the other emergency communications centers in the County,” 65% of respondents selected “Strongly Agree” or “Agree,” 29% of respondents selected “Neutral,” and 6% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “We work well with our City counterparts in areas of payroll, IT and other support functions,” 61% of respondents selected “Strongly Agree” or “Agree,” 28% of respondents selected “Neutral,” and 12% of respondents selected “Disagree” or “Strongly Disagree.” Employees agree that there is a high level of cooperation among internal and external stakeholders. (2) Employees Believe That They Provide a High Level of Administrative Support to the Police Department. However, They Also Believe That the Organizational Structure Could Be Changed to Improve These Services. Employees were asked to rank their level of agreement with the statements that measure the level of administrative support they provide. The chart, which follows, presents a summary of the results: The following paragraphs present a discussion of the information in the chart: • In response to the statement: “Administrative support functions are appropriately organized in the CPD to best coordinate services,” 33% of respondents selected CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 230 “Strongly Agree” or “Agree,” 40% of respondents selected “Neutral,” and 27% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “We provide a high level of administrative support to employees in the CPD,” 63% of respondents selected “Strongly Agree” or “Agree,” 10% of respondents selected “Neutral,” and 27% of respondents selected “Disagree” or “Strongly Disagree.” Overall, employees have mixed views that the support services they provide are effectively implemented although they strongly agree that despite this, they do provide a high level of support to the Department. (3) Employees Believe That the Records Unit Provides High Service Levels to the Police Department. Employees were asked to identify whether they agree with the statement that the Records provides high service levels. The following chart presents a summary: In response to the statement: “We provide the public with a high level of service in the Records Section,” 63% of respondents selected “Strongly Agree” or “Agree,” 31% of respondents selected “Neutral,” and 6% of respondents selected “Disagree” or “Strongly Disagree.” CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 231 (4) Respondents Strongly Agree that the Professional Standards Unit Maintains the Department’s Policies and Procedures in Accordance with Operations. Employees were asked if they agree with the statement that the Professional Standards Divisions maintains the Department’s policies and procedures so that it reflects the actual state of operations. The following chart, presents a summary: In response to the statement: “Professional Standards maintains our policies and procedures in accordance with operations,” 76% of respondents selected “Strongly Agree” or “Agree,” 21% of respondents selected “Neutral,” and 3% of respondents selected “Disagree” or “Strongly Disagree.” (5) Police Department Staff Have Mixed Views Regarding Personnel Practices for Civilian Staff. Employees were asked to identify whether they agree with the statements that civilian personnel practices is appropriate for the Department. The chart, which follows, presents a summary of the results: CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 232 The following paragraphs discuss the information presented in the chart: • In response to the statement: “As a civilian staff person, I have adequate opportunity for career advancement in the CPD,” 10% of respondents selected “Strongly Agree” or “Agree,” 19% of respondents selected “Neutral,” and 71% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “We have the right employee classifications in administrative roles,” 27% of respondents selected “Strongly Agree” or “Agree,” 22% of respondents selected “Neutral,” and 51% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “We do a good job finding qualified candidates for employment in the CPD,” 53% of respondents selected “Strongly Agree” or “Agree,” 19% of respondents selected “Neutral,” and 29% of respondents selected “Disagree” or “Strongly Disagree.” Employees have mixed views about the civilian personnel practices. Respondents strongly disagree that administrative classifications are appropriate and that career advancement is possible among civilian staff. The recruitment of staff to the Department is viewed to be effective. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 233 (6) Employees Generally Agree That the Use of Technology Is Appropriate for the Police Department. Employees were asked to evaluate the statements that relate to the use of technology in the Department. The following chart presents a summary of the results: The paragraphs, which follow, present a discussion of the information presented in the chart: • In response to the statement: “Information systems in use improve our efficiency,” 53% of respondents selected “Strongly Agree” or “Agree,” 17% of respondents selected “Neutral,” and 30% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “The CAD/RMS systems interface well between CPD and the Sheriff’s Office,” 38% of respondents selected “Strongly Agree” or “Agree,” 36% of respondents selected “Neutral,” and 25% of respondents selected “Disagree” or “Strongly Disagree.” • In response to the statement: “We have the proper software and hardware to perform our jobs effectively and efficiently,” 49% of respondents selected “Strongly Agree” or “Agree,” 22% of respondents selected “Neutral,” and 29% of respondents selected “Disagree” or “Strongly Disagree.” Employees generally agree that the use of technology is appropriate in the Department. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 234 Total Response Count Survey Sent 385 Returned 205 Response Rate 53% Classification Count Count % Sworn Personnel 135 66% Civilian Personnel 67 33% No response 3 1% Total 205 100% Assignment Count Count % Manager 10 5% Supervisor 44 21% Line Staff 107 52% No response 44 21% Total 205 100% Location Count Count % Office of the Chief 12 6% Patrol Division 98 48% Investigations Division 37 18% Services Bureau 47 23% No response 11 5% Total 205 100% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 235 Strongly Agree Agree Neutral Disagree Strongly Disagree GENERAL QUESTIONS 1. The CPD provides high levels of law enforcement service. Average Score 4.3 99 71 15 14 1 83% 7% 7% 2. Our approach to policing improves the quality of life in Clearwater. Average Score 3.9 62 74 42 19 1 66% 20% 10% 3. In this region we are a leader in how we provide police services. Average Score 3.8 71 63 29 30 4 65% 14% 17% 4. Residents and merchants have a high opinion of what we do. Average Score 3.8 37 91 50 16 0 62% 24% 8% 5. Our Department is constantly looking for ways to be more efficient and effective. Average Score 3.3 39 58 44 51 9 47% 21% 29% 6. Staffing levels have kept up with needs of the City. Average Score 2.0 5 17 28 82 69 11% 14% 74% 7. We do a good job planning our service needs. Average Score 3.1 16 65 38 66 10 40% 19% 37% 8. My immediate supervisor is effective at setting expectations of my performance. Average Score 3.8 65 74 30 23 9 68% 15% 16% 9. Our in-service training program better prepares me for my job. Average Score 3.5 39 66 38 31 12 51% 19% 21% 10. Managers and supervisors do a good job communicating Department priorities. Average Score 2.8 13 53 42 67 25 32% 20% 45% 11. People in this Department are accountable for their actions. Average Score 2.6 19 40 42 47 53 29% 20% 49% 12. This Department recognizes and rewards excellence. Average 2.5 10 49 35 52 54 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 236 Strongly Agree Agree Neutral Disagree Strongly Disagree Score 29% 17% 52% 13. I feel empowered at my level to make decisions about work. Average Score 3.3 25 83 35 39 20 53% 17% 29% 14. We utilize ‘best practices’ in managing police services. Average Score 2.9 17 37 58 56 20 26% 28% 37% 15. Our new organizational structure will allow the CPD to maintain quality service within current budget and resources. Average Score 2.5 5 30 53 61 41 17% 26% 50% 16. Our community policing teams (problem response, bike, beach) are the most effective way to provide service. Average Score 2.5 12 35 42 66 41 23% 20% 52% 17. Our outreach programs provide a vital service to the City. Average Score 2.8 12 57 45 42 39 34% 22% 40% WORKLOAD 18. Please select one of the following choices to describe your current workload: Count % of Count A) I am always busy and can never catch up. N/A 48 24% B) I am often busy but can generally keep up. N/A 118 58% C) I have the right balance of work and time available. N/A 27 13% D) I could easily handle more work given the available time. N/A 10 5% 2. SWORN PATROL PERSONNEL SECTION 19. We have a sound approach to community policing. Average Score 2.7 9 22 24 34 17 29% 23% 48% 20. I have adequate proactive time to do my job well. Average Score 3.0 10 37 22 23 16 44% 20% 36% 21. Our proactive time is directed toward known Average 3.3 11 48 23 16 10 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 237 Strongly Agree Agree Neutral Disagree Strongly Disagree problems. Score 55% 21% 24% 22. Back-up is available when needed. Average Score 3.9 27 55 15 8 2 77% 14% 9% 23. We do a good job prioritizing workloads. Average Score 3.0 4 35 34 29 5 36% 32% 32% 24. Special units (e.g. traffic and crime suppression) serve vital needs in the community. Average Score 3.5 17 55 10 14 9 69% 10% 22% 25. Special assignment units are effectively coordinated within Patrol. Average Score 2.5 5 18 21 41 22 21% 20% 59% 26. Detectives coordinate their work with Patrol. Average Score 2.3 3 15 18 41 30 17% 17% 66% 27. The crime analysis information provided to me is useful. Average Score 3.1 8 38 30 18 13 43% 28% 29% 3. SWORN INVESTIGATIVE PERSONNEL SECTION 28. The quality of incident reports from field units is high. Average Score 3.4 6 19 11 4 5 56% 24% 20% 29. Our approach to case management is effective in prioritizing our caseloads. Average Score 3.5 4 20 12 5 1 57% 29% 14% 30. We coordinate effectively with special investigative units. Average Score 3.4 6 17 12 7 3 51% 27% 22% 31. Special investigative units serve vital needs in the community. Average Score 3.5 9 17 9 2 6 60% 21% 19% 32. We coordinate well with the Patrol Division. Average Score 3.4 6 19 8 8 2 58% 19% 23% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 238 Strongly Agree Agree Neutral Disagree Strongly Disagree 33. I work a caseload which is reasonable given the type of investigations I handle. Average Score 3.4 4 22 6 9 2 60% 14% 26% 34. The case management system provides useful information about case status and caseloads. Average Score 3.6 8 19 7 8 0 64% 17% 19% 35. Crime analysis information is useful to our work. Average Score 3.4 11 14 9 7 5 54% 20% 26% 36. We coordinate well with other agencies in the area. Average Score 3.7 8 23 9 4 1 69% 20% 11% 37. Our staffing levels allow us to investigate crimes other agencies cannot do. Average Score 2.6 5 5 11 14 9 23% 25% 52% 4. ALL NON-OTHERS, EXCLUDING SWORN PATROL & INVESTIGATIVE PERSONNEL SECTION 38. Sworn and civilian staff work well together. Average Score 3.8 16 37 10 7 3 73% 14% 14% 39. As a civilian employee I am respected for the work I do. Average Score 3.1 9 19 11 20 6 43% 17% 40% 40. As a civilian staff person, I have adequate opportunity for career advancement in the CPD. Average Score 2.1 1 5 12 25 20 10% 19% 71% 41. We have the right employee classifications in administrative roles. Average Score 2.6 3 15 15 18 16 27% 22% 51% 42. Information systems in use improve our efficiency. Average Score 3.2 6 31 12 14 7 53% 17% 30% 43. Administrative support functions are appropriately organized in the CPD to best coordinate services. Average Score 3.0 4 19 28 14 5 33% 40% 27% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 239 Strongly Agree Agree Neutral Disagree Strongly Disagree 44. We provide a high level of administrative support to employees in the CPD. Average Score 3.6 21 23 7 13 6 63% 10% 27% 45. We do a good job finding qualified candidates for employment in the CPD. Average Score 3.3 12 25 13 9 11 53% 19% 29% 46. We work well with the other emergency communications centers in the County. Average Score 3.8 12 22 15 3 0 65% 29% 6% 47. The CAD / RMS systems interface well between CPD and the Sheriff’s Office. Average Score 3.1 4 17 20 8 6 38% 36% 25% 48. We work well with our City counterparts in areas of payroll, IT and other support functions. Average Score 3.6 15 27 19 3 5 61% 28% 12% 49. We provide high quality training to both sworn and civilian personnel. Average Score 2.9 7 20 13 19 12 38% 18% 44% 50. We have the proper software and hardware to perform our jobs effectively and efficiently. Average Score 3.2 6 29 16 17 4 49% 22% 29% 51. We provide the public with a high level of service in the Records Section. Average Score 3.8 14 19 16 2 1 63% 31% 6% 52. Professional Standards maintains our policies and procedures in accordance with operations. Average Score 4.0 21 29 14 1 1 76% 21% 3% CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 240 APPENDIX C RESULTS OF THE COMPARATIVE SURVEY Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise GENERAL INFORMATION Total resident population of the jurisdiction you serve? 109,000 93,508 (2008) 109,000 Approximately 42,000 166,000 253,902 93,000 Total area (sq. mi.) covered, including additional areas covered by contracts? 24.9 square miles 74 22 Square Miles 5.6 115 square miles 59 square miles 19 square miles Staffing levels (authorized): Total staff Sworn staff Non-sworn staff Detention system staff (if applicable) Total: 404.6 (392.9 GO, 11.7 grant funded) Sworn: 258 Civilian: Sworn 227 Civilian 118 Total 345 251 Total Staff 190 Sworn 061 Non-sworn Detention system staff (N/A) 121 Sworn 49 Civilian 0 Detention Total: 170 Total: 330 Sworn: 254 Non-Sworn: 76 Detention System Staff: 0 817 Total Authorized 300 total staff 184 sworn 116 non-sworn Current Operating Budget: Personnel Maintenance and Operations Total Current Budget $37M – Personnel Personnel. - $25M M&O - $7M Total - $32M $33.6 Million. Total Operating Budget $27.3 Million, 82% - Personnel 6.3 Million, 18% - O&M $19,823,027.00 $2,559,184.00 $22,382,211.00 Personnel: $32,079,366 Maintenance & Operation: $5,877,080 Total Current: 39,361,657 Personnel: $67.3M O&M: $9.3M $33M Operating $29M Personnel $4M M&O Does your agency provide service to other jurisdiction(s) through contract(s) for service? No No No No No No No CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 241 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise If so, which jurisdictions? If so, what services? FIELD SERVICES Number of staff assigned to patrol (excluding other field services units)? Sworn Non-sworn Total 98 111 119 Sworn 6 Community Service Aides 125 Total 61 sworn 4 non-sworn Total 65 Sworn: 138 Non-Sworn: 4 Total: 142 309 Total 144 sworn 19 civilian 163 Total Does your agency utilize civilians to handle lower priority activities in the field? (Y/N) Yes Yes Yes (Community Service Aides) Y Yes Yes Yes Number of dispatched calls for service in 2008 (i.e. community generated workloads)? 66,225 103,533 90,057 34,181 131,283 62,036 Actual average response time (in minutes in 2008) for high priority calls for service? Overall response time is less than 4 minutes 6.8 minutes 3.13 minutes Average overall response time is 3.8 minutes. We do not have the information for “high-priority” call response times. 5.6 minutes 5.11 minutes What is the patrol shift schedule (e.g. 5/8, 4/10, etc.)? 10 hr shifts 12 hr shifts; 2/2/3/2/2/3 11.5 hour shifts. Rotating days off. Work 3 days one week and 4 days the other week for a total of 7 days 4-10 5/8 Days/Evenings; 4/10 Midnights 1st and 3rd shifts at 4/10 and 2nd shift at 5/8 11.5 hours CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 242 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise biweekly. Off 3 days (FSS) every other weekend. How many patrol districts are utilized? 3 2 (North & South) Three (3) Areas – 12 zones (4 in each area) 6 4 3 15 Are all field personnel involved in community policing or are there specialized field COP units? If specialized, how many people are involved in these units? Specialized, 27 All are involved; We do have 8 neighborhood Liaison Both – All field personnel and Two (2) Community Service Officers with five (5) volunteers. All field personnel have some training in the Community Policing philosophy. Due to manpower shortages, we currently only have 2 officers assigned to Community Policing duties. In the past we have had 6 officers assigned to Community Policing duties. 1 for each zone. Yes with specialized COP units Primarily POs Both, 2 full-time officers are assigned to COP endeavors Are there special assignment areas (e.g. beach, tourist areas, etc.)? How many people are assigned to these areas? Yes, Beach Walk Community Policing Team patrols beach areas, North Greenwood Area, CPR East, CPR West. No Dolphin Stadium. Calder Race Track. Police personnel are hired for security services. No No N/D Yes, 2 million sq. foot retail mall. Do you have dedicated bike units or are these secondary duties for patrol personnel? Dedicated Secondary No dedicated bike units. Bike patrol is secondary to patrol and usually done on overtime based on recent gang funding. Secondary N/D Secondary Do COP personnel They do both They do both All uniformed They also handle Proactive Separate Both proactive and No, calls for service CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 243 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise (if a separate unit) handle calls for service or are they a proactive enforcement unit only? personnel, including CSA’ are COP. They do handle calls for service, not separate. calls for service in a back-up capacity. During shift shortages, they can be assigned calls for service. Unit special units but all are expected to addressing issues in the community. Does your agency have a separate traffic unit? If yes, how many sworn and non-sworn personnel are assigned? Yes, 9 sworn & 5 non-sworn. Yes; 16 sworn Yes. 5 officers (3 motors and 2 Traffic Homicide Investigators) 5 Sworn Officers Yes: 14 Sworn, 4 Civilian Yes. 4 Civilians, 20 Sworn Yes, 5 officers, 1 sergeant, 1 civilian. How are traffic units assigned to targeted hazards? Other than neighbor complaints, what criteria are used for assignment? Analysis of “hot spots.” Analysis of “hot spots.” Question 1. Community Interaction. Citizen’s complaints. Question 2. Traffic assessment. Recommendations by personnel and supervisors. As needed. 1 Traffic Sergeant, 2 Aggressive Driving Officers, 2 Motorcycle Officers By traffic accident analysis- Hot Spot N//D Traffic crash analysis. Does your agency have specialized K-9 units? If so, how many? How are they assigned? Yes, 5 sworn. Yes; 8 officers, 9 dogs assigned to squads Question 1. Yes. Four (4) Question 2. One officer is actively working. Three are in training. They will probably be assigned to a platoon each as we operate with four Patrol platoons. 6 Work Dogs and Officers, 4 assigned to Patrol and 2 assigned to VIN Yes- 7 by district Yes Yes, 5 K-9 officers, 1 sergeant. INVESTIGATIONS How many line Persons = 10 Property = 6, 1-Economics 4 - Domestic Persons: 9 Persons – 31 9 assigned to CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 244 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise detectives (i.e. excluding supervisors) are assigned to investigations by type of investigation? • Crimes against persons • Crimes against property • Sex crimes • Juvenile • Auto theft • Narcotic / Vice • Other Property = 12 Sex/Juvenile = 5 Vice/Narcotics = 6 Violent = 6, General = 6, Crimes/Children = 4, Narcotics/vice = 8 Crimes Investigator 1-Missing Persons Inv 1-Gang Inv’ 4-Domestic Violence Inv’ 2 - Pawn Shop Inv’ violence 4 - Sexual crimes 3 – Persons crimes 3 – Property crimes 2 – Economic crimes 3 - Missing persons 5 – Federal task forces 3 – Vice, Intelligence, Narcotics detectives placed in four districts Property: 9 detectives placed in four districts Sex Crimes: Included in Persons Section Juvenile: 3 working juvenile crimes but also work burglaries and persons Auto Theft: Included in Property Section Narcotic/Vice: 6 detectives, 1 sergeant, 1 lieutenant Other: Economic Crimes- 4 detectives, 1 sergeant Property – 27 Sex – N/D Juvenile – 40 Auto – N/D Narcotics/Vice – 29 Intelligence – 8 Special Investigations – 9 crimes against persons, 7 to property, 18 to Vice, Intelligence & Narcotics, 34 total detectives Are detectives assigned to more than one shift? (Y/N) Which shifts? Yes, 2 Shifts. No Yes. Days and Afternoons. Y - Day shift and afternoon shift Yes, detectives are on-call and work 1500-2300 Tuesday through Saturday. On-call starts on Friday morning and ends on the next Friday morning. On the days off Sunday and Monday the detectives are still on-call after working hours. Detectives are paid for being on-call. Days except vice and narcotics Yes, 7am-5pm & 3pm-1am. Does your agency utilize civilians in Yes/No No/No Question 1. Yes (2 Crime Analysts) Y – Crime Scene Technicians and Yes, we have a CIA unit (Civilian Yes to both. Yes to both. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 245 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise case investigative support roles? (Y/N) Does your agency utilize civilians to handle cases? (Y/N) Question 2. No Community Service Officers Y – Community Service Officers handle minor crime cases and traffic crashes, etc. Y – Victim Advocate Y – Haitian Community Liaison Investigative Aide). Two investigators (CIA’s) re-canvas areas for information after reports of crimes are taken. They also make telephone calls for the detectives in reference to past burglaries, etc. Average number of cases assigned to person crimes detectives in 2008? 10 Violent Crimes 419/6 = 70/person Robbery/ Homicide 6 weekly Domestic Violence 20 weekly Missing Persons 20 weekly 1141 500 N/D 420 for the year 2008 Average number of cases assigned to property crimes detectives in 2008? 50 Property crimes 1,112/6 = 185/person General Investigations Unit 15-20 weekly 2494 954 N/D 720 for the year 2008 Total Part I crimes in 2008? 5776 5769 7,696 2784 4367 20,162 4,316 Do you contact victims with cases, which have low solvability? Yes Yes to Burglaries of Commercial and Residential. Others No. Yes. Yes, by letters or phone calls. No Yes Do you use an automated case management system? Have you set time targets for completion of initial investigations? At how many days? Yes. No, No Yes. OSSI. Have not set targets to date. Yes. If case is not closed within 30 days, it is considered overdue. No in CID. Road Patrol has a report management system. No Yes. Yes – 30 days. How are cases Unit supervisor Unit Supervisors By Detective N/D Detective Sergeant CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 246 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise assigned to detectives? Unit supervisors? Patrol supervisor? Automated with case management system? Third party review? Investigative Support does primary case assignments Supervisors, then entered into a case management system. No third party review. reviews all reports and assigns on the basis of area of specialty and geographic zone of the City. Is your agency involved in a multi- jurisdiction narcotics unit? If yes, how many personnel? Yes. 1 detective. Yes, 1 No. Yes, 2. 1 - DEA Yes Yes, 3 detectives assigned to task force. Does your agency have detectives or civilian staff trained and certified in computer forensics? How many? Sworn or civilian? Yes, 1 sworn detective. Yes, 3 sworn No 2 sworn officers have basic training in computer forensics. Yes- 1 Sworn N/D one sworn detective. CRIME PREVENTION Does your Department provide community crime education through such programs as, e.g. Neighborhood Watch, Crime-Free Multi Housing, etc.? Please describe. Yes. Crime Watch (Citywide & Faith Based), Prevention Presentations, Blue Line TV program through local access channel. Yes; Neighborhood Watch, Business Watch, Crime Prevention Programs Yes. Our two community service officers are actively involved. Multiple Services provided to the community. Crime Watch, Senior Programs, Child Safety Programs, Numerous General Crime Preventions Programs, workshops, lectures, Citizens Patrol, Volunteer Parking Enforcement Specialists, CERT, Cable TV show, AM Radio Show, etc. Crime Prevention Unit: Yes, Neighborhood Watch, Community Patrols Yes, neighborhood Watch, Citizens Police Academy, Citizens on Patrol. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 247 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise (There are too many programs to list here). Does your agency provide the following programs in schools? • SRO • DARE • GREAT How many sworn and non-sworn personnel are assigned to these function? Do the schools financially contribute to these programs? If so, amount. SRO – 4 FTE, schools contributed $49K/SRO. SRO – Yes, DARE/GREAT-No, 8 SRO’s (Sworn), 1 Truancy (Civilian), Schools contribute 75% SRO. The two (2) Community Service Officers actively respond to schools and perform SRO duties (presentations, speeches, etc) The Schools do not contribute financially. We currently have 2 full time sworn officers assigned to DARE, GREAT and SRO. We do contribute financially to DARE (Approx $5,000 annually) GREAT (Approx. $3,500 annually). SRO-22, DARE-4, GREAT-12 certified SRO Program only SRO – 12 DARE – 5 PAL – 1 GREAT - 0 We teach GRADE (Gang Resistance and Drug Education) 7 sworn officers teach in elementary schools Yes, $20K annually per officer. Number of crime analysts? 2 4 Two (2) 1 2 3 1 Are crime analysts sworn or non- sworn or both? Non-sworn Non-sworn Non-Sworn Non-sworn Non-Sworn Non-sworn. FLEET / FACILITIES / SUPPLY What is the replacement target for patrol sedans (in miles)? 5 years or 100,000 miles 80,000 miles 100,000 5 years or 100,000 miles 120,000 miles No target on miles or years. Case by case basis based on condition of vehicles. Do you assign take-home cars? Who is assigned a take-home car Take home cars are assigned to a limited number of personnel. Yes, Any sworn officer living within the Lakeland District Yes. All sworn personnel have assigned take home vehicles. All sworn police officers are assigned take- home vehicles. Yes- officers with 2.5 years and officers with specialized units Yes Yes, all non- probationary officers who reside in County. CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 248 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise (e.g. what is the policy)? Policy will be emailed, if needed. subject to call-out Number of staff assigned to building maintenance? Are contract staff also utilized? What is the approximate percent of contract versus staff? 4.5 FTE (2.5 maintenance worker, 2.0 custodial worker) 1 LPD Civilian is the coordinator – All maintenance done by City of Lakeland personnel One (1) facility manager, One (1) maintenance worker, and One (1) part-timer. 3 civilian personnel assigned to building maintenance. No contract staff. 13, no contract staff 100% contract Approximate total square footage maintained in law enforcement facilities? How many facilities? Multiple facilities including City- owned and rental units. 5 facilities, no square footage data. Question 1: 26,863 sq. ft. plus 500 sq. ft. at second facility. Total of 27,363 sq. ft. Question 2: Two (2) facilities Approx. 42,000SF 142,480 sq. feet Currently have 9 facilities throughout city due to damage to old HQ. New facility will have 66,000 sq. feet. How many personnel assigned to warehouse inventory and supply? Staff are assigned to property / warehouse / facilities. 1 Quartermaster at LPD Two (2) 1 civilian Quartermaster/Pro perty Custodian 2 HUMAN RESOURCES What is the average employee turnover rate in 2008? Total Police Officers Dispatchers Dispatch 20% 7.5% Officers, 12.5% Dispatchers 11 Police Officers 5% 1 Dispatcher .06% 3 Sworn Officers 2 Dispatchers 15 Officers We did not have dispatchers 62 Sworn positions or 11.48% 3.8% Number of applications processed in 2008? Approximately 1,000 Received 489 applications 57 216 N/D 383 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 249 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise Number of background checks performed in 2008? Outsourced Sworn – 514, Civilian – 501 79 – Officers 4 – CSA 17 – Tele- communicators 6 – CSI 1 – Property Cust II 3 – Recruits 1 – Sergeant 1 – Auxiliary PO 57 142 N/D N/A DISPATCH Is your agency responsible for emergency communications? Yes Yes We do not have a 911 Center. The Miami-Dade County Police Department receives our 911 calls and forwards those to us for dispatch. We receive 911 calls from residents and dispatch from our Complaint Center. Yes N/A Yes Yes What functions / agencies are dispatched? Does this include police and fire? Police Both Police and Fire We only dispatch our police Agencies’ police officers Police only N/A Police dispatching only. Both Police & Fire Rescue CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 250 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise If dispatch is in your agency, what are the number of dispatch staff dedicated? 46 40 19 Budgeted 12 full-time and 1 part-time Police Communications Officers/Call Takers N/A 27 30 Dispatchers, 4 supervisors If in your agency, is there a staffed dedicated information / voice data channel? 2 information channels No Yes - Records channel Yes N/A N/D Yes RECORDS During what hours is Records open to the public?   Mon. – Fri. 8am – 5pm 7:30 a.m. to 4:00 p.m. Monday – Friday from 830 to 430 7-5:30 Monday - Friday Monday – Friday from 830 to 430 Monday – Friday, 8am-6pm CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 251 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise Number of Records staff? 11 12 5 2 Records Specialists- 9, Supervisor-1, Administrator- 1 Supervisor – 1 Staff - 13 8 Number of incident reports processed in 2008? 39,379 26,087 27,825 10,143 26,646 83,361 21,655 Number of public requests for information processed in 2008? 20,522 4,253 reports mailed 3,733 110 20,080 N/D 929 Number of requests for report copies in 2008?   216,280 copies made 6,316 6015 29,234 100,500 4,172 Number of criminal subpoenas handled in 2008?   N/D Approximately 2000 We are unable to determine. Subpoenas are received electronically by each officer from the local State Attorney’s office. Our agency has no way to keep records of the number of subpoenas received. 10,995 7570 Unknown Number of offender registrations in 2008?   69 address verifications 0 28 37 N/D Unknown TRAINING How many staff are assigned to the 2 Sergeants 1 full-time, 1 part- time, both are Three (3) - One (1) Captain, One 2 Administrative Staff and approx. 3 Officers 10 2 sworn officers CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 252 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise training function in your agency? sworn (1) Sergeant, and One (1) civilian administrative clerical aide. 40 Certified Instructors throughout the department. How many hours of training in typical Academy? How long is field training? 790 hours provided by St. Petersburg College. FT = 14 weeks LPD Mini-Academy – 120 hrs, Police Academy 700+ FT – 480 hrs 760 hours police academy. 14 weeks field training 844 in the Academy 9 months in FTO over 3 phases Academy 880 hours 23-30 weeks Academy, FT = 14- 20 weeks Academy (770 hours) FTO period is 4 months. How many personnel are assigned as Field Training Officers? Are these collateral duty assignments? How many are full-time assignments? 2 Full time Collateral Duty – Yes Full-time – none 14 FTO’s FTOs are assigned according to needs. Collateral duty 10 FTO’s 24 FTO is 16/18 weeks These are collateral positions 1 Major, 1 Police Training Supervisor, 3 Police Officers, 2 Police Training Specialist, 1 Safety & Training Officer 12 officers, patrol duties as well as FTO. What is the annual targeted training hours for sworn personnel? Is this target being met? 40 hours targeted, actual is 44 hours in-service training. 40 hours, yes Question 1. 20 hours per officer per year. Question 2. Yes, target is being met 40 hours minimum annually per the union contract. Yes it is being met. 40 hours Not being met 40, Yes 40, Yes INTERNAL AFFAIRS / ACCREDITATION How many staff are assigned to Internal Affairs? Number sworn and non-sworn? 2 Sgts. 2 (1Sgt, 1 Dect.) Question 1. Four (4) Question 2. 3 Sworn - 1 Non- Sworn 1 sworn Sergeant 1 Sergeant 7, 1 Major, 4 Officers One sworn Lt. How many cases were handled last year? 223 65 48 18 106 137 31 How many complaints were initiated internally? 150 External 73 Internal 17 External 48 Internal Internal Complaints (7). External Complaints (41) 2 internal/16 external Internally: 61 Externally: 45 67 External 70 Internal Internal – 17 External – 14 CITY OF CLEARWATER, FLORIDA Efficiency Study of the Police Department Matrix Consulting Group Page 253 Question Response Police Department Clearwater Lakeland Miami Garden North Miami Beach Port St. Lucie St. Petersburg (based on 2006 data) Sunrise How many complaints were initiated externally? Does the agency utilize an early warning / intervention program? Yes Yes Yes Yes Yes, through IAPro Yes Yes Is your agency accredited? State Accreditation (e.g. CFLEA) or National (e.g. CALEA)? CPD is accredited under the Florida Law Enforcement Accreditation Standards. Yes, CALEA & State No Yes Formerly accredited by CALEA. Currently accredited by CFA 3 Officers State (CFA) How many personnel are assigned to accreditation? Is this a full-time job or collateral duty? 2 Full time (1 Sgt. & 1 Specialist) 1 Full-time civilian. Question 1. Question 2. Collateral 1 full-time sworn officer. In the process of changing the position to a civilian Accreditation Manager. Academy 880 hours 2 Full time One full-time sworn sergeant. Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Declare the list of vehicles and equipment surplus to the needs of the City and authorize sale to the highest bidder at the live auction of Tampa Machinery Auction, Tampa, Florida or GovDeals, Montgomery, Alabama on-line auction service. (consent) SUMMARY: All vehicles and equipment listed has been replaced as necessary and are no longer needed. The sale will be at the Tampa Machinery Auction, Tampa, Florida, the Pinellas County Purchasing Cooperative Auctioneer of Record or through the on-line auction services of GovDeals, Montgomery, Alabama. Appropriation Code Amount Appropriation Comment 0566-00000-364413-000-000 To Be Determined Sale Proceeds Review Approval:1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) Clerk 6) City Manager 7) Clerk Cover Memo Surplus for May 4/7, 2009 REASON FOR ITEM #Asset#YEARDESCRIPTIONSERIAL NUMBERMILEAGE SURPLUS / DISPOSAL 1 G05731990King Cutter Scarifier BladeN/AN/AObsolete Equipment 2G11931993Case 586E Fork LiftJJG0213054N/AAge/condition 3G13881984Onan 350 KW Generator SetB760102184N/AAge/condition 4 G19211998Monte Carlo 2 dr. sedan2G1WW12M6W926864075008Age/condition 5 G19711998Alamo A60B Bush Hog AttachmentAG6B-01627N/AAge/condition 6G19731998Alamo A60B Bush Hog AttachmentAG6B-01629N/AAge/condition 7G19741998Alamo A60B Bush Hog AttachmentAG6B-01630N/AAge/condition 8 G20591999Alamo A60B Bush Hog Attachment1711N/AAge/condition 9 G20881999Ford Crown Vic Police Cruiser2FAFP71W4XX17256682206Age/condition 10G21551999Ford F250 Pick Up Truck1FTRF27W7XNB9489180435Age/condition 11G22011999GMC T8500 w/Lightning Loader1GDP7C1C1XJ51944885934Age/condition 12 G23132000Chev Express 15 Pass Van1GAHG39R9Y123469940519Surplus Item 13 G23932001Ford Crown Vic Police Cruiser2FAFP71W21X14359185196Age/condition 14G24332001BobCat 864 Tracked Loader518913403N/AHydraulic/Track Problems 15G25142002Ford Crown Vic Police Cruiser2FAFP71W22X13457088150 Age/condition 16 G25152002Ford Crown Vic Police Cruiser2FAFP71W52X13458080825Age/condition 17 G25332002Ford Crown Vic Police Cruiser2FAFP71W62X13456990250Age/condition 18G25342002Ford Crown Vic Police Cruiser2FAFP71W82X13457380904 Age/condition 19G25472002Chevrolet 2500 Cargo Van1GCGG25R22119550098167Age/condition 20 G26822003Ford Crown Vic Police Cruiser2FAHP71WX3X18919585036Age/condition 21 G27292002Chevrolet Suburban 2500 4x43GNGK26U82G283526100882Age/condition 22G27902004Ford Crown Vic Police Cruiser2FAFP71WO3X16974186686 Bad Transmission 23G27952004Westward Go-4 Utility Veh2W9MPH5513PO4426032347 Bad Transmission 24 1 pallet of 9 strobe lights, lenses, siren speakers and a seat console Obsolete Equipment 25 1 pallet of a Stand-Up Shop Drill Press and Redi-Line Generator Obsolete Equipment 26 Box Bed from Cushman Utility Vehicle Surplus Item 27 1 pallet of 8 Emergency Light Bars Obsolete Equipment 28 Ben Pearson NDL7 9,000 lb Above Ground Auto Lift Age/condition Attachment number 1 Page 1 of 1 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Approve supplementing Resolution 09-12 to appoint Assured Guaranty Corporation as the insurer of the Water and Sewer Revenue Bonds, Series 2009A and the Water and Sewer Revenue Refunding Bonds, Series 2009B, approve the form, authorzize the execution of an insurance commitment and adopt Resolution 09-22. SUMMARY: City Council adopted Resolution 09-12 on April 15, 2009, authorizing the negotiated sale of Water and Sewer Revenue Bonds, Series 2009A; and Water and Sewer Revenue Refunding Bonds, Series 2009B. Resolution 09-22 supplements that resolution by appointing Assured Guaranty Corporation as the insurer, approving the form, and authorizing the execution of an insurance commitment. Bond Council has advised that it is in the City's best interest to adopt this resolution since we have now received the insurance commitment and wish to clarify the required terms and conditions provided by the bond insurer. Type:Debt-Bond Current Year Budget?:No Budget Adjustment:None Budget Adjustment Comments: Current Year Cost:Annual Operating Cost: Not to Exceed:Total Cost: For Fiscal Year: to Review Approval:1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) Clerk 6) City Manager 7) Clerk Cover Memo RESOLUTION NO. 09-22 A RESOLUTION SUPPLEMENTING RESOLUTION NO. 09-12 OF THE CITY OF CLEARWATER ADOPTED APRIL 15, 2009 AUTHORIZING THE ISSUANCE OF THE CITY OF CLEARWATER, FLORIDA WATER AND SEWER REVENUE BONDS, SERIES 2009A AND THE CITY OF CLEARWATER, FLORIDA WATER AND SEWER REVENUE REFUNDING BONDS, SERIES 2009B; APPOINTING ASSURED GUARANTY CORP. AS THE INSURER WITH RESPECT TO THE SERIES 2009 BONDS; APPROVING THE FORM AND AUTHORIZING THE EXECUTION OF AN INSURANCE COMMITMENT; AND PROVIDING AN EFFECTIVE DATE. WHEREAS the City Council of the City of Clearwater, Florida (the “Issuer”) has, by Ordinance No. 3674-84 enacted by the City Council of the Issuer on August 2, 1984 (the “Original Ordinance”), as amended and supplemented from time to time, as particularly amended and supplemented by Ordinance 6915-01 enacted by the City Council of the Issuer on November 15, 2001 (collectively the “Bond Ordinance”), as supplemented by Resolution No. 09-12 adopted by the City council of the Issuer on April 15, 2009 (the "Series 2009 Resolution"), and as further supplemented hereby, authorized the issuance of not to exceed $72,500,000 City of Clearwater, Florida Water and Sewer Revenue Bonds, Series 2009A (the "Series 2009A Bonds") and not to exceed $50,000,000 City of Clearwater, Florida Water and Sewer Revenue Refunding Bonds, Series 2009B (the "Series 2009B Bonds" and collectively with the Series 2009A Bonds, the "Series 2009 Bonds"); and WHEREAS the Issuer has since received a Commitment to issue a Financial Guaranty Insurance Policy, attached hereto as Exhibit A (the "Insurance Commitment") from Assured Guaranty Corp. (the "Insurer"); WHEREAS it is in the best financial interest of the Issuer that the Issuer accept the Insurance Commitment; and WHEREAS capitalized terms used herein and not otherwise defined shall be defined as provided in the Bond Ordinance and the Series 2009 Resolution. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA: SECTION 1. ACCEPTANCE OF INSURANCE COMMITMENT; BOND INSURANCE POLICY COVENANTS AND AGREEMENTS. The Bond Insurance Policy, which guarantees the payment of principal and interest on the Series 2009 Bonds, is hereby authorized to be purchased from the Insurer in accordance with the Insurance Commitment attached hereto as Exhibit A, subject to the terms hereof, and payment for such insurance is hereby authorized from the proceeds of the Series 2009 Attachment number 1 Page 1 of 13 Resolution No. 09-22 2 Bonds. The Finance Director is hereby authorized to execute such Insurance Commitment. To the extent of any inconsistency between the provisions of the Insurance Commitment and provisions otherwise contained in this Resolution, the Series 2009 Resolution or the Bond Ordinance, the provisions of this Resolution, the Series 2009 Resolution and the Bond Ordinance shall prevail. A statement of insurance is hereby authorized to be printed on or attached to the Series 2009 Bonds for the benefit and information of the Series 2009 Bondholders. The Issuer hereby makes the following covenants and agreements for the benefit of the Insurer but the provisions of this Section 1 shall only apply so long as (i) the Series 2009 Bonds remain Outstanding, (ii) the Financial Guaranty Insurance Policy is a valid and binding obligation and remains in full force, (iii) the Insurer has not repudiated its obligations under the Financial Guaranty Insurance Policy, and (iv) proceedings have not been filed under applicable bankruptcy, insolvency or other similar laws as to the Insurer or the Insurer generally has not failed to pay its claims or debts as they become due to creditors: A. No Purchase in Lieu of Redemption. Without the prior written consent of the Insurer, no Series 2009 Bonds insured by the Insurer shall be purchased by the Issuer, or any of its affiliates, in lieu of redemption, unless such Series 2009 Bonds are redeemed, defeased or cancelled. B. Interest Rate Exchange Agreement. Any interest rate exchange agreement (the “Interest Rate Exchange Agreement“) entered into by the Issuer in connection with the Series 2009 Bonds and any Parity Bonds issued subsequent to the date hereof shall meet the following conditions: (i) the Interest Rate Exchange Agreement must be entered into to manage interest costs related to, or a hedge against (a) assets then held, or (b) debt then outstanding, or (c) debt reasonably expected to be issued within the next twelve (12) months; and (ii) the Interest Rate Exchange Agreement shall not contain any leverage element or multiplier component greater than 1.0x unless there is a matching hedge arrangement which effectively off-sets the exposure from any such element or component. Unless otherwise consented to in writing by the Insurer, any uninsured net settlement, breakage or other termination amount then in effect shall be subordinate to debt service on the Series 2009 Bonds and on any debt on parity with the Series 2009 Bonds. The Issuer shall not terminate the Interest Rate Exchange Agreement unless it demonstrates to the satisfaction of the Insurer prior to the payment of any such termination amount that such payment will not cause the Issuer to be in default under the Bond Ordinance, including but not limited to, any monetary obligations thereunder. All counterparties or guarantors to any Interest Rate Exchange Agreement must have a rating of at least “A-” and “A3” by Standard & Poor’s (“S&P”) and Moody’s Investors Service (“Moody’s”). If the counterparty or guarantor’s rating falls below “A-“ or “A3” by either S&P or Moody’s, the counterparty or guarantor shall execute a credit support annex to the Interest Rate Exchange Agreement, which credit support annex shall be acceptable to the Insurer. If the counterparty or the guarantor’s long term unsecured rating falls below “Baa1” or “BBB+” Attachment number 1 Page 2 of 13 Resolution No. 09-22 3 by either Moody’s or S&P, a replacement counterparty or guarantor, acceptable to the Insurer, shall be required. C. Notices, Reports and Other Information. (1) Any notice that is required to be given to Bondholders of the Series 2009 Bonds, nationally recognized municipal securities information repositories or state information depositories pursuant to Rule 15c2-12(b)(5) adopted by the Securities and Exchange Commission or to the Paying Agent shall also be provided to the Insurer, simultaneously with the sending of such notices. In addition, all information furnished pursuant to the Continuing Disclosure Agreements shall also be provided to the Insurer, simultaneously with the furnishing of such information. (2) All demands, notices and other information required to be given to the Insurer shall be in writing, contain the policy number for the Series 2009 Bonds and shall be mailed by registered or certified mail or personally delivered or telecopied as follows: Assured Guaranty Corp. 1325 Avenue of the Americas New York, New York 10019 Attn: Risk Management Department Telecopy No.: (212) 581-3268 Confirmation: (212) 974-0100 Email: riskmanagementdept@assuredguaranty.com In each case in which notice or other communication refers to an Event of Default, a claim on the Bond Insurance Policy or any event with respect to which failure on the part of the Insurer to respond shall be deemed to constitute consent or acceptance, then such demand, notice or other communication shall be marked to indicate “URGENT MATERIAL ENCLOSED” and shall also be sent to the attention of the General Counsel at the same address and telecopy number above or at generalcounsel@assuredguaranty.com. (3) The Insurer shall have the right to receive such additional information as it may reasonably request. (4) The Issuer will permit the Insurer to discuss the affairs, finances and accounts of the Issuer or any information the Insurer may reasonably request regarding the security for the Series 2009 Bonds with appropriate officers of the Issuer and will use commercially reasonable efforts to enable the Insurer to have access to the facilities, books and records of the Issuer on any business day upon reasonable prior notice. (5) The Paying Agent shall notify the Insurer of any failure of the Issuer to provide any required notices, certificates and other information. Attachment number 1 Page 3 of 13 Resolution No. 09-22 4 (6) The Issuer shall provide to the Insurer: (a) the printed fiscal year budget of the Issuer within seventy five (75) days after adoption of such budget; (b) annual audits prepared by an independent certified public accountant, within two hundred ten (210) days of the completion of the Issuer’s fiscal year together with a certificate of the Issuer stating that no event of default has occurred or is continuing under the Bond Ordinance; (c) Prior to issuing Parity Bonds, any disclosure document or financing agreement pertaining to such additional debt, which disclosure document or financing agreement shall include, without limitation, the applicable maturity schedule, interest rate or rates, redemption and security provisions pertaining to any such additional debt; and (d) Within thirty (30) days following any litigation or investigation that may have a material adverse affect on the financial position of the System notice of such litigation. D. Defeasance of Series 2009 Bonds. (i) In the event that the principal and/or interest due on the Series 2009 Bonds shall be paid by the Insurer pursuant to the Bond Insurance Policy, the Series 2009 Bonds shall remain outstanding for all purposes, not be defeased or otherwise satisfied and not be considered paid by the Issuer, and the assignment and pledge of the trust estate and all covenants, agreements and other obligations of the Issuer to the Bondholders shall continue to exist and shall run to the benefit of the Insurer, and the Insurer shall be subrogated to the rights of such Bondholders including, without limitation, any rights that such Bondholders may have in respect of securities law violations arising from the offer and sale of the Series 2009 Bonds. (ii) Additionally, the following shall be required f or a defeasance of the Series 2009 Bonds in addition to the requirements of Section 22 of the Bond Ordinance: (a) An opinion of Bond Counsel to the effect (i) that the defeasance will not adversely impact the exclusion from gross income for federal income tax purposes of interest on the Series 2009 Bonds and (ii) that the Series 2009 Bonds are not longer “Outstanding” under the Bond Ordinance. Attachment number 1 Page 4 of 13 Resolution No. 09-22 5 (b) The escrow agreement shall be in place (the “Escrow Agreement”) and an opinion of counsel shall be provided regarding the validity and the enforceability of the Escrow Agreement; and (c) The Escrow Agreement shall provide that: i. Any substitution of securities shall require verification by an independent certified public accountant and the prior written consent of the Insurer. ii. The Issuer will not exercise any optional redemption of the Series 2009 Bonds secured by the Escrow Agreement or any other redemption other than mandatory sinking fund redemptions unless (i) the right to make such redemption has been expressly reserved in the Escrow Agreement and such reservation has been disclosed in detail in the official statement for the refunding bonds and (ii) as a condition of any such redemption there shall be provided to the Insurer a verification of an independent certified public accountant as to the sufficiency of escrow receipts without reinvestment to meet the escrow requirements remaining following such redemption. iii. The Issuer shall not amend the Escrow Agreement or enter into a forward purchase agreement or other agreement with respect to rights in the escrow without the prior written consent of the Bond Insurer. E. Amendments and Supplements. With respect to amendments to the Bond Ordinance or the Series 2009 Resolution or to this Resolution which do not require the consent of the Series 2009 Bondholders, the Insurer must be given prior written notice of such amendments and supplements. With respect to amendments to Bond Ordinance or the Series 2009 Resolution or to this Resolution which do require the consent of the Series 2009 Bondholders, the Insurer's prior written consent is required. Copies of any amendments or supplements which are consented to by the Insurer shall be sent to the rating agencies which have then assigned ratings to the Series 2009 Bonds. F. The Insurer as Third Party Beneficiary. The Insurer is explicitly recognized as being a third party beneficiary hereunder and may enforce any such right, remedy or claim conferred, given or granted hereunder or under the Bond Ordinance and the Insurer is designated a “Bond Insurer” under the Original Ordinance. G. Control Rights. The Insurer shall be deemed to be the holder of all of the Series 2009 Bonds for purposes of (a) exercising all remedies and directing the Paying Attachment number 1 Page 5 of 13 Resolution No. 09-22 6 Agent to take actions or for any other purposes following an Event of Default, and (b) granting any consent, waiver, direction or approval or taking any action permitted hereunder to be granted or taken by the holders of such Series 2009 Bonds. H. Consent Rights of the Insurer. (1) Any provision hereof expressly recognizing or granting rights in or to the Insurer may not be amended in any manner that affects the rights of the Insurer. (2) Any material reorganization or liquidation plan with respect to the Issuer must be acceptable to the Insurer. In the event of any such reorganization or liquidation, the Insurer shall have the right to vote on behalf of all Bondholders who hold Series 2009 Bonds guaranteed by the Insurer absent a payment default by the Insurer. (3) Anything herein to the contrary notwithstanding, upon the occurrence and continuance of an event of default as defined herein, the Insurer shall be entitled to control and direct the enforcement of all rights and remedies granted to the Bondholders or the Paying Agent for the benefit of the Bondholders under the Bond Ordinance or Series 2009 Resolution. (4) The Insurer shall have the right to consent to the provision of any surety bond to be deposited in lieu of cash funding of the Reserve Account for the Additional Bonds or the Series 2009 Bonds. I. Reimbursement Obligations. (1) The Issuer hereby agrees to pay or reimburse the Insurer, but only to the extent permitted by law (A) all amounts paid by the Insurer under the Bond Insurance Policy, and (B) any and all charges, fees, costs and expenses which the Insurer may reasonably pay or incur, including, but not limited to, fees and expenses of attorneys, accountants, consultants and auditors and reasonable costs of investigations, in connection with (i) any accounts established to facilitate payments under the Bond Insurance Policy, (ii) the administration, enforcement, defense or preservation of any rights in respect hereof or any other financing document, including defending, monitoring or participating in any litigation or proceeding (including any bankruptcy proceeding in respect of the Issuer or any affiliate thereof) relating hereto or any other financing document, any party hereto or any other financing document or the transaction contemplated by the financing documents, (iii) the foreclosure against, sale or other disposition of any collateral securing any obligations hereunder or any other financing document, or the pursuit of any remedies hereunder or any other financing document, to the extent such costs and expenses are not recovered from such foreclosure, sale or other disposition, or (iv) any amendment, waiver or other action with respect to, or related hereto or any other financing document whether or not executed or completed; costs and expenses shall include a reasonable allocation of Attachment number 1 Page 6 of 13 Resolution No. 09-22 7 compensation and overhead attributable to time of employees of the Insurer spent in connection with the actions described in clauses (ii) - (iv) above. In addition, the Insurer reserves the right to charge a reasonable fee as a condition to executing any amendment, waiver or consent proposed in respect hereof or any other financing document. The Issuer will pay interest on the amounts owed in this paragraph from the date of any payment due or paid, at the per annum rate of interest publicly announced from time to time by JP Morgan Chase Bank, National Association at its principal office in New York, New York as its prime lending rate (any change in such prime rate of interest to be effective on the date such change is announced by JPMorgan Chase Bank, National Association) plus three percent (3%) per annum (the “Reimbursement Rate”). The Reimbursement Rate shall be calculated on the basis of the actual number of days elapsed over a 360-day year. In the event JPMorgan Chase Bank ceases to announce its prime rate publicly, the prime rate shall be the publicly announced prime rate or base lending rate of such national bank, as the Insurer shall specify. (2) In addition to any and all rights of reimbursement, subrogation and any other rights pursuant hereto or under law or in equity, the Issuer agrees to pay or reimburse the Insurer, but only to the extent permitted by law, any and all charges, fees, costs, claims, losses, liabilities (including penalties), judgments, demands, damages, and expenses which the Insurer or its officers, directors, shareholders, employees, agents and each Person, if any, who controls the Insurer within the meaning of either Section 15 of the Securities Act of 1933, as amended, or Section 20 of the Securities Exchange Act of 1934, as amended, may reasonably pay or incur, including, but not limited to, fees and expenses of attorneys, accountants, consultants and auditors and reasonable costs of investigations, of any nature in connection with, in respect of or relating to the transactions contemplated hereby or any other financing document by reason of: (a) any omission or action by the Issuer in connection with the offering, issuance, sale, remarketing or delivery of the Series 2009 Bonds; (b) the negligence, bad faith, willful misconduct, misfeasance, malfeasance or theft committed by any director, officer, employee or agent of the Issuer in connection with any transaction arising from or relating hereto or any other financing document; (c) the violation by the Issuer of any law, rule or regulation, or any judgment, order or decree applicable to it; (d) the breach by the Issuer of any representation, warranty or covenant hereunder or any other financing document or the occurrence, in respect of the Issuer, hereunder or any other financing document of any "event of default" or any event which, with the giving of notice or lapse of time or both, would constitute any "event of default"; or (e) any untrue statement or alleged untrue statement of a material fact contained in any official statement relating to the Series 2009 Bonds by the Issuer, if any, or any omission or alleged omission to state therein a material fact required to be Attachment number 1 Page 7 of 13 Resolution No. 09-22 8 stated therein or necessary to make the statements therein not misleading by the Issuer, except insofar as such claims arise out of or are based upon any untrue statement or omission in information included in an official statement, if any, and furnished by the Insurer in writing expressly for use therein. (3) Any amounts payable hereunder shall only be payable from Net Revenues. J. Payment Procedure Under the Bond Insurance Policy. (1) At least two (2) Business Days prior to each payment date on the Series 2009 Bonds the Issuer shall provide the amounts due on the Series 2009 Bonds to the Paying Agent and the Paying Agent will determine whether there will be sufficient funds to pay all principal of and interest on the Series 2009 Bonds due on the related payment date and shall immediately notify the Insurer or its designee on the same Business Day by telephone or electronic mail, confirmed in writing by registered or certified mail, of the amount of any deficiency. Such notice shall specify the amount of the anticipated deficiency, the Series 2009 Bonds to which such deficiency is applicable and whether such Series 2009 Bonds will be deficient as to principal or interest or both. If the deficiency is made up in whole or in part prior to or on the payment date, the Paying Agent shall so notify the Insurer or its designee. (2) The Paying Agent shall, after giving notice to the Insurer as provided above, make available to the Insurer and, at the Insurer’s direction, to any fiscal agent, if any, the registration books of the Issuer maintained by the Paying Agent and all records relating to the funds maintained under the Financing Documents. (3) The Paying Agent shall provide the Insurer and its fiscal agent, if any, with a list of registered owners of Series 2009 Bonds entitled to receive principal or interest payments from the Insurer under the terms of the Bond Insurance Policy, and shall make arrangements with the Insurer, or another designee of the Insurer to (i) mail checks or drafts to the registered owners of Series 2009 Bonds entitled to receive full or partial interest payments from the Insurer and (ii) pay principal upon Series 2009 Bonds surrendered to the Insurer, or another designee of the Insurer by the registered owners of Series 2009 Bonds entitled to receive full or partial principal payments from the Insurer. (4) The Paying Agent shall, at the time it provides notice to the Insurer of any deficiency pursuant to clause (1) above, notify registered owners of Series 2009 Bonds entitled to receive the payment of principal or interest thereon from the Insurer (i) as to such deficiency and its entitlement to receive principal or interest, as applicable, (ii) that the Insurer will remit to them all or a part of the interest payments due on the related payment date upon proof of its entitlement thereto and delivery to the Insurer or any fiscal agent, in form satisfactory to the Insurer, of an appropriate assignment of the registered owner’s right to payment, (iii) that, if they are entitled to receive partial payment of principal from the Insurer, they must surrender the related Series 2009 Attachment number 1 Page 8 of 13 Resolution No. 09-22 9 Bonds for payment first to the Paying Agent, which will note on such Series 2009 Bonds the portion of the principal paid by the Paying Agent and second to the Insurer or its designee, together with an appropriate assignment, in form satisfactory to the Insurer, to permit ownership of such Series 2009 Bonds to be registered in the name of the Insurer, which will then pay the unpaid portion of principal, and (iv) that, if they are entitled to receive full payment of principal from the Insurer, they must surrender the related Series 2009 Bonds for payment to the Insurer or its designee, rather than the Paying Agent, together with the an appropriate assignment, in form satisfactory to the Insurer, to permit ownership of such Series 2009 Bonds to be registered in the name of the Insurer. (5) In addition, if the Paying Agent has notice that any holder of the Series 2009 Bonds has been required to disgorge payments of principal or interest on the Series 2009 Bonds previously Due for Payment (as defined in the Bond Insurance Policy) pursuant to a final non-appealable order by a court of competent jurisdiction that such payment constitutes an avoidable preference to such holder within the meaning of any applicable bankruptcy laws, then the Paying Agent shall notify the Insurer or its designee of such fact by telephone or electronic notice, confirmed in writing by registered or certified mail. (6) The Paying Agent will be hereby irrevocably designated, appointed, directed and authorized to act as attorney-in-fact for holders of the Series 2009 Bonds as follows: (a) If and to the extent there is a deficiency in amounts required to pay interest on the Series 2009 Bonds, the Paying Agent shall (a) execute and deliver to the Insurer, in form satisfactory to the Insurer, an instrument appointing the Insurer as agent for such holders in any legal proceeding related to the payment of such interest and an assignment to the Insurer of the claims for interest to which such deficiency relates and which are paid by the Insurer, (b) receive as designee of the respective holders (and not as Paying Agent) in accordance with the tenor of the Bond Insurance Policy payment from the Insurer with respect to the claims for interest so assigned, and (c) disburse the same to such respective holders; and (b) If and to the extent of a deficiency in amounts required to pay principal of the Series 2009 Bonds, the Paying Agent shall (a) execute and deliver to the Insurer, in form satisfactory to the Insurer, an instrument appointing the Insurer as agent for such holder in any legal proceeding related to the payment of such principal and an assignment to the Insurer of the Series 2009 Bonds surrendered to the Insurer in an amount equal to the principal amount thereof as has not previously been paid or for which moneys are not held by the Paying Agent and available for such payment (but such assignment shall be delivered only if payment from the Insurer is received), (b) receive as designee of the respective holders (and not as Paying Agent) in accordance with the tenor of the Bond Insurance Policy payment therefore from the Insurer, and (c) disburse the same to such holders. Attachment number 1 Page 9 of 13 Resolution No. 09-22 10 (7) Payments with respect to claims for interest on and principal of Series 2009 Bonds disbursed by the Paying Agent from proceeds of the Bond Insurance Policy shall not be considered to discharge the obligation of the Issuer with respect to such Series 2009 Bonds, and the Insurer shall become the owner of such unpaid Series 2009 Bonds and claims for the interest in accordance with the tenor of the assignment made to it under the provisions of this subsection or otherwise. (8) Irrespective of whether any such assignment is executed and delivered, the Issuer and the Paying Agent hereby agree for the benefit of the Insurer that: (a) they recognize that to the extent the Insurer makes payments directly or indirectly (e.g., by paying through the Paying Agent), on account of principal of or interest on the Series 2009 Bonds, the Insurer will be subrogated to the rights of such holders to receive the amount of such principal and interest from the Issuer, with interest thereon as provided and solely from the sources stated in the and the Series 2009 Bonds; and (b) they will accordingly pay to the Insurer the amount of such principal and interest, with interest thereon as provided in the Bond Ordinance and the Series 2009 Bonds, but only from the sources and in the manner provided herein for the payment of principal of and interest on the Series 2009 Bonds to holders, and will otherwise treat the Insurer as the owner of such rights to the amount of such principal and interest. (9) The Insurer shall be entitled to pay principal or interest on the Series 2009 Bonds that shall become Due for Payment but shall be unpaid by reason of Nonpayment (as such terms are defined in the Bond Insurance Policy) and any amounts due on the Series 2009 Bonds as a result of acceleration of the maturity thereof in accordance with this agreement, whether or not the Insurer has received a Notice (as defined in the Bond Insurance Policy) of Nonpayment or a claim upon the Bond Insurance Policy. (10) In addition, the Insurer shall, to the extent it makes any payment of principal or interest on the Series 2009 Bonds become subrogated to the rights of the recipients of such payments in accordance with the terms of the Bond Insurance Policy, and to evidence such subrogation (i) in the case of claims for interest, the Paying Agent shall note the Insurer’s rights as subrogee on the registration books of the Issuer maintained by the Paying Agent, upon receipt of proof of payment of interest thereon to the registered holders of the Series 2009 Bonds, and (ii) in the case of claims for principal, the Paying Agent, if any, shall note the Insurer’s rights as subrogee on the registration books of the Issuer maintained by the Paying Agent, upon surrender of the Series 2009 Bonds together with receipt of proof of payment of principal thereof. K. Insurance. The Issuer shall maintain insurance covering risks (including, without limitation, property and casualty general liability and professional liability), if available and Attachment number 1 Page 10 of 13 Resolution No. 09-22 11 affordable, in amounts as customarily maintained by Florida coastal municipal owed utility systems of similar size and conducting similar operations of the Issuer. The Issuer currently self insures and may continue to self insure, in whole or in part, provided that the Issuer's self insurance plan provides for (i) the maintenance of a self- insurance fund funded in an amount determined (initially and on at least an annual basis) by an independent actuary employing accepted actuarial techniques and (ii) the establishment and maintenance of a claims processing and risk management program. The Issuer shall timely deposit any amount necessary to cause such self insurance fund to be funded in the amount determined by such actuary. SECTION 2. PRIOR RESOLUTIONS. All prior resolutions of the Issuer inconsistent with the provisions of this resolution are hereby modified, supplemented and amended to conform with the provisions herein contained and except as otherwise modified, supplemented and amended hereby shall remain in full force and effect. SECTION 3. ESCROW DEPOSIT AGREEMENT. The Issuer confirms U.S. Bank, National Association as the escrow agent for the refunding of the Series 1998 Bonds and the Issuer is hereby authorized to and will enter into the escrow deposit agreement in substantially the form attached hereto as Exhibit B with the escrow agent and shall comply with all defeasance requirements for the refunding of the Series 1998 Bonds, upon the refunding of the Series 1998 Bonds SECTION 4. EFFECTIVE DATE. This resolution shall become effective immediately upon its adoption. Passed and adopted by the City Council of the City of Clearwater, Florida, this ____ day of May, 2009. CITY OF CLEARWATER, FLORIDA By: __________________________ Frank V. Hibbard Mayor Approved as to form: Attest: ___________________________ _______________________________ Pamela K. Akin Cynthia E. Goudeau City Attorney City Clerk Attachment number 1 Page 11 of 13 EXHIBIT A INSURANCE COMMITMENT Attachment number 1 Page 12 of 13 EXHIBIT B ESCROW DEPOSIT AGREEMENT Attachment number 1 Page 13 of 13 Attachment number 2 Page 1 of 19 Attachment number 2 Page 2 of 19 Attachment number 2 Page 3 of 19 Attachment number 2 Page 4 of 19 Attachment number 2 Page 5 of 19 Attachment number 2 Page 6 of 19 Attachment number 2 Page 7 of 19 Attachment number 2 Page 8 of 19 Attachment number 2 Page 9 of 19 Attachment number 2 Page 10 of 19 Attachment number 2 Page 11 of 19 Attachment number 2 Page 12 of 19 Attachment number 2 Page 13 of 19 Attachment number 2 Page 14 of 19 Attachment number 2 Page 15 of 19 Attachment number 2 Page 16 of 19 Attachment number 2 Page 17 of 19 Attachment number 2 Page 18 of 19 Attachment number 2 Page 19 of 19 EXHIBIT B ESCROW DEPOSIT AGREEMENT This ESCROW DEPOSIT AGREEMENT, dated as of ___________, 2009, by and between the CITY OF CLEARWATER, FLORIDA, a municipal corporation of the State of Florida (the "Issuer"), and U.S. Bank National Association, a national banking association organized under the laws of the United States of America, as Escrow Holder (the "Escrow Holder"); W I T N E S S E T H: WHEREAS, the Issuer has previously authorized and issued obligations of the Issuer as hereinafter set forth defined as the "Refunded Bonds", as to which the Aggregate Debt Service (as hereinafter defined) is set forth on Schedule A; and WHEREAS, the Issuer has determined to provide for payment of the Aggregate Debt Service of the Refunded Bonds by depositing with the Escrow Holder pursuant to the provisions hereof, cash and Federal Securities (as defined herein), the principal of and interest on which will be at least equal to the Aggregate Debt Service; and WHEREAS, in order to obtain the funds needed for such purpose, the Issuer has authorized and is, concurrently with the delivery of this Agreement, issuing the Series 2009B Bonds more fully described herein; and WHEREAS, the Issuer has determined that the amount to be on deposit from time to time in the Escrow Account, as defined herein, will be sufficient to pay the Aggregate Debt Service; NOW THEREFORE, in consideration of the mutual covenants and agreements herein contained, the Issuer and the Escrow Holder agree as follows (provided however that the Escrow Holder in agreeing to the foregoing shall not be held or deemed responsible in any manner whatsoever for the recitals made herein or in the Ordinance, or the adequacy or sufficiency of the Escrow Requirement): Section 1. Definitions. As used herein, the following terms mean: (a) "Aggregate Debt Service" means, as of any date, the sum of all present and future Annual Debt Service payments then remaining unpaid with respect to the respective Series of the Refunded Bonds. (b) "Agreement" means this Escrow Deposit Agreement. Attachment number 3 Page 1 of 13 (c) "Annual Debt Service" means, with respect to the redemption date for the Refunded Bonds, the principal of, premium, and interest on the Refunded Bonds coming due on the redemption date as shown on Schedule A attached hereto. (d) "Bonds" or "Series 2009B Bonds" means the Water and Sewer Revenue Refunding Bonds, Series 2009B of the Issuer, authorized by the Ordinance, as herein defined. (e) "Call Date" shall mean _________, _______. (f) "Escrow Account" means the account established and held by the Escrow Holder pursuant to this Agreement, in which cash and investments will be held for payment of the Refunded Bonds. (g) "Escrow Holder" means U.S. Bank National Association, Orlando, Florida a national banking association organized under the laws of the United States of America. (h) "Escrow Requirement" means, as of any date of calculation, the sum of an amount in cash and principal amount of Federal Securities in the Escrow Account which, together with the interest due on the Federal Securities, will be sufficient to pay, as the installments thereof become due, the Annual Debt Service. (i) "Federal Securities" means direct obligations of the United States of America and obligations the principal of or interest on which are fully guaranteed by the United States of America, none of which permit redemption prior to maturity at the option of the obligor. (j) "Irrevocable Instruction and Authorization to Redeem Bonds" means a certificate executed by the Issuer which provides for redemption of the Refunded Bonds on the Call Date, irrevocably instructs the Paying Agent to give notice of such redemption and directs the Paying Agent to pay the Refunded Bonds and the interest thereon upon surrender thereof on their Call Date, whichever is earlier. (k) "Issuer" means the City of Clearwater, Florida. (l) "Ordinance" means Ordinance No. 3674-84 enacted by the Issuer on August 2, 1984, as amended and supplemented by Ordinance 6915-01, enacted November 15, 2001. (m) "Paying Agent" shall mean U.S. Bank National Association, the Paying Agent for the Refunded Bonds, whose address is 225. E. Robinson Street, Suite 250, Orlando, Florida 32801. Attachment number 3 Page 2 of 13 3 (n) "Refunded Bonds" shall mean the Series 1998 Bonds maturing on and after ______________, ________. (o) "Series 1998 Bonds" shall mean the Issuer's Water and Sewer Refunding Revenue Bonds, Series 1998. Section 2. Deposit of Funds. The Issuer hereby deposits $ with the Escrow Holder in immediately available funds, to be held in irrevocable escrow by the Escrow Holder and applied solely as provided in this Agreement. The Issuer represents that: (a) Such funds are all derived as follows: (1) $ from the net proceeds of the Bonds; (2) $ transferred from the Sinking Fund held for the payment of the Refunded Bonds; and (3) $ transferred from the Reserve Account held for the Refunded Bonds. (b) Such funds, when applied pursuant to Section 3 below, will at least equal the Escrow Requirement as of the date hereof. Section 3. Use and Investment of Funds. The Escrow Holder acknowledges receipt of $________ and agrees: (a) to hold the funds in irrevocable escrow during the term of this Agreement, (b) to deposit the sum of $_____, representing the $____ of funds from the Sinking Fund for the Refunded Bonds, $____ of funds from the Reserve Account for the Refunded Bonds and $____ from the proceeds of the Bonds, in cash from the amount received by the Issuer in the Escrow Account, and, hold such funds in cash until the __________ __, ____ redemption date of the outstanding Series 2009B Bonds, (c) to immediately invest $ of such funds derived from the proceeds of the Bonds by the purchase of the Federal Securities set forth on Schedule B-1 attached hereto, and to immediately invest $ of such funds held for the Refunded Bonds by the purchase of the Federal Securities set forth on Schedule B-2, and Attachment number 3 Page 3 of 13 4 (d) to deposit in the Escrow Account, as received, the receipts of maturing principal of and interest on the Federal Securities in the Escrow Account. Section 4. Payment of Refunded Bonds. (a) Refunded Bonds. On the Call Date for each the Refunded Bonds, the Escrow Holder shall pay to the Paying Agent, from the cash and proceeds of the Federal Securities on hand in the Escrow Account, a sum sufficient to pay the Annual Debt Service for the Refunded Bonds coming due on such date, as shown on Schedule A and as demonstrated on Exhibit C hereto. (b) Surplus. On the last redemption date for the Refunded Bonds, after making the payments from the Escrow Account described in Subsection 4(a), the Escrow Holder shall pay to the Issuer any remaining cash in the Escrow Account in excess of the Escrow Requirement, to be used for any lawful purpose of the Issuer. (c) Priority of Payments. The holders of the Refunded Bonds shall have an express first lien on the funds and Federal Securities in the Escrow Account until such funds and Federal Securities are used and applied as provided in this Agreement. If the cash on hand in the Escrow Account is ever insufficient to make the payments required under Subsection 4(a), all of the payments required under Subsection 4(a) shall be made when due before any payments shall be made under Subsections 4(b). (d) Fees and Expenses of Escrow Holder. On the date hereof, the Escrow Holder acknowledges receipt of its fees to serve as Escrow Holder in the amount of $____ (which amount includes reimbursement of any out of pocket expenses incurred by the Escrow Holder in performing its services hereunder), and further acknowledges that the Escrow Holder does not have a lien on or claim against any funds held hereunder for reimbursement of such expenses. Section 5. Reinvestment. (a) Except as provided in Section 3 hereof, and in this Section, the Escrow Holder shall have no power or duty to invest any funds held under this Agreement or to sell, transfer or otherwise dispose of or make substitutions of the Federal Securities held hereunder. (b) At the written request of the Issuer and upon compliance with the conditions hereinafter stated, the Escrow Holder shall sell, transfer, otherwise dispose of or request the redemption of any of the Federal Securities acquired hereunder and shall either apply the proceeds thereof to the full discharge and satisfaction of the Refunded Bonds or substitute other Federal Securities for such Federal Securities. The Issuer will not request the Escrow Holder to exercise any of the powers described in the preceding sentence in any manner which would Attachment number 3 Page 4 of 13 5 cause any Bonds to be "arbitrage bonds" within the meaning of the Internal Revenue Code of 1986, as amended, and the Regulations thereunder. The transactions may be effected only if (i) an independent certified public accountant shall certify to the Escrow Holder that the cash and principal amount of Federal Securities remaining on hand after the transactions are completed, together with the interest due thereon, will be not less than the Escrow Requirement, and (ii) the Escrow Holder shall receive an unqualified opinion from a nationally recognized bond counsel or tax counsel to the effect that the transactions will not cause such Bonds to be "arbitrage bonds" within the meaning of the Internal Revenue Code of 1986, as amended, and the regulations thereunder in effect on the date of the transactions and applicable to transactions undertaken on such date. Section 6. No Redemption or Acceleration of Maturity. Except as provided in the Irrevocable Instruction and Authorization to Redeem Bonds, the Issuer will not accelerate the maturity or due date of the Refunded Bonds. Section 7. Responsibilities of Escrow Holder. The Escrow Holder and its respective successors, assigns, agents and servants shall not be held to any personal liability whatsoever, in tort, contract, or otherwise, in connection with the execution and delivery of this Agreement, the establishment of the Escrow Account, the acceptance of the funds deposited therein, the purchase of the Federal Securities, the retention of the Federal Securities or the proceeds thereof or any payment, transfer or other application of money or securities by the Escrow Holder in any non-negligent act, non-negligent omission or non-negligent error of the Escrow Holder made in good faith in the conduct of its duties. The Escrow Holder shall, however, be liable to the Issuer for its negligent or willful acts, omissions or errors which violate or fail to comply with the terms of this Agreement. The duties and obligations of the Escrow Holder shall be determined by the express provisions of this Agreement. The Escrow Holder may consult with counsel, who may or may not be counsel to the Issuer, and in reliance upon the opinion of such counsel shall have full and complete authorization and protection in respect of any action taken, suffered or omitted by it in good faith in accordance therewith. Whenever the Escrow Holder shall deem it necessary or desirable that a matter be proved or established prior to taking, suffering or omitting any action under this Agreement, such matter may be deemed to be conclusively established by a certificate signed by an authorized officer of the Issuer. The Escrow Holder has no duty to determine or inquire into the happening or occurrence of any event or contingency where the performance or the failure of performance of the Issuer with respect to arrangements or contracts with others, the Escrow Holder's sole duty and responsibility hereunder being to safeguard the Escrow Account and dispose of and deliver the same strictly in accordance with this Agreement. Section 8. Resignation of Escrow Holder. The Escrow Holder may resign and thereby become discharged from the duties and obligations hereby created, by notice in writing given to the Issuer and published once in a newspaper of general circulation published in the territorial Attachment number 3 Page 5 of 13 6 limits of the Issuer, and in a daily newspaper of general circulation or a financial journal published or circulated in the Borough of Manhattan, City and State of New York, not less than sixty (60) days before such resignation shall take effect. Such resignation shall take effect immediately upon the appointment of a successor Escrow Holder hereunder and payments of all amounts due the resigning Escrow Holder. Section 9. Removal of Escrow Holder. (a) The Escrow Holder may be removed at any time by an instrument or concurrent instruments in writing, executed by the holders of not less than fifty-one per centum (51%) in aggregate principal amount of each series of Refunded Bonds then outstanding, such instruments to be filed with the Issuer, and notice in writing given by such holders to all of the registered holders of each series of the Refunded Bonds and published once in a newspaper of general circulation published in the territorial limits of the Issuer, and in a daily newspaper of general circulation or a financial journal published or circulated in the Borough of Manhattan, City and State of New York, not less than sixty (60) days before such removal is to take effect as stated in such instrument or instruments. A photographic copy of any instrument filed with the Issuer under the provisions of this paragraph shall be delivered by the Issuer to the Escrow Holder. (b) The Escrow Holder may also be removed at any time for any breach of trust or for acting or proceeding in violation of, or for failing to act or proceed in accordance with, any provisions of this Agreement with respect to the duties and obligations of the Escrow Holder, by the Issuer or by the holders of not less than twenty-five per centum (25%) in aggregate principal amount of each series of the Refunded Bonds then outstanding. (c) No such removal shall take effect until a successor Escrow Holder shall be appointed hereunder. Section 10. Successor Escrow Holder. (a) If at any time hereafter the Escrow Holder shall resign, be removed, be dissolved or otherwise become incapable of acting, or shall be taken over by any governmental official, agency, department or board, the position of Escrow Holder shall thereupon become vacant. If the position of Escrow Holder shall become vacant for any of the foregoing reasons or for any other reason, the Issuer shall appoint a successor Escrow Holder to fulfill the duties of Escrow Holder hereunder. The Issuer shall publish notice of any such appointment once in each week for four (4) successive weeks in a newspaper of general circulation published in the territorial limits of the Issuer and in a daily newspaper of general circulation or a financial journal published or circulated in the Borough of Manhattan, City and State of New York, and, before the second publication of such notice shall mail a copy thereof to the original purchaser or purchasers of the Refunded Bonds. Attachment number 3 Page 6 of 13 7 (b) At any time within one year after such vacancy shall have occurred, the holders of a majority in principal amount of each series of Refunded Bonds then outstanding, by an instrument or concurrent instruments in writing, executed by all such bondholders and filed with the governing body of the Issuer, may appoint a successor Escrow Holder, which shall supersede any Escrow Holder theretofore appointed by the Issuer. Photographic copies of each such instrument shall be delivered promptly by the Issuer, to the predecessor Escrow Holder and to the Escrow Holder so appointed by the bondholders. (c) If no appointment of a successor Escrow Holder shall be made pursuant to the foregoing provisions of this section, the holder of any Refunded Bonds then outstanding, or any retiring Escrow Holder may apply to any court of competent jurisdiction to appoint a successor Escrow Holder. Such court may thereupon, after such notice, if any, as such court may deem proper and prescribe, appoint a successor Escrow Holder. Section 11. Term. This Agreement shall commence upon its execution and delivery and shall terminate when the Refunded Bonds have been paid and discharged in accordance herewith, and all amounts held by the Escrow Holder hereunder have been applied in accordance herewith. Section 12. Severability. If any one or more of the covenants or agreements provided in this Agreement on the part of the Issuer or the Escrow Holder to be performed should be determined by a court of competent jurisdiction to be contrary to law, such covenant or agreements herein contained shall be null and void and shall be severed from the remaining covenants and agreements and shall in no way affect the validity of the remaining provisions of this Agreement. Section 13. Counterparts. This Agreement may be executed in several counterparts, all or any of which shall be regarded for all purposes as duplicate originals and shall constitute and be but one and the same instrument. Section 14. Governing Law. This Agreement shall be construed under the laws of the State of Florida. Section 15. Security for Accounts and Funds. All accounts and funds maintained or held pursuant to this Agreement shall be continuously secured in the same manner as other deposits of municipal funds are required to be secured by the laws of Florida. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by their duly authorized officers and their official seals to be hereunto affixed as of the date first above written. Attachment number 3 Page 7 of 13 8 THE CITY OF CLEARWATER, FLORIDA (SEAL) ______________________________ Mayor-Commissioner ATTEST: _____________________ _______________________________ City Clerk City Manager Approved as to Form, Sufficiency and Correctness: ______________________________ City Attorney Attachment number 3 Page 8 of 13 Escrow Deposit Agreement c:\program files\neevia.com\document converter\temp\pdfconvertprod.8963.1.escrow_deposit_agreement_exhibit_b_for_res_09- 22.doc 9 U.S. Bank, National Association, as Escrow Holder (SEAL) By:_______________________ Its: Attachment number 3 Page 9 of 13 Schedule A (Aggregate Debt Service; Semi-Annual Debt Service; Annual Debt Service; Description of Refunded Bonds) Series 1998 Bonds Attachment number 3 Page 10 of 13 Schedule B-1 (Federal Securities for Investment) Attachment number 3 Page 11 of 13 Schedule B-2 (Federal Securities for Investment) Attachment number 3 Page 12 of 13 Schedule C Escrow Cash Flow Attachment number 3 Page 13 of 13 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Award a contract to Accela, Inc. San Ramon, CA for the purchase and installation of land management software in the amount of $404,981.87 in accordance with Sec. 2.564 (1)(b); and authorize lease purchase financing through Bancorp Bank d/b/a Mears Motor Leasing,Orlando, FL for software licensing in the amount of $146,671.18 and authorize the appropriate officials to execute same. (consent) SUMMARY: The City of Clearwater originally purchased Tidemark, Inc. land management software in 1997 to manage building permits and code inspection activities. In 2002, Tidemark was purchased by Accela, Inc. along with 2 other major land management applications (Kiva and Permits Plus). Accela has spent the past 7 years developing a "best of breed" product called Accela Automation to provide an upgrade path and product merger platform for its various existing customers. Accela plans to "sunset" or discontinue development and support of the Tidemark application platform within the next 2-4 years. The uncertainty of future support of our existing product, combined with both improved functionality within the Accela Automation platform and a window of reduced permitting activity, makes this a excellent time to move to the new and upgraded product. The costs include all product licensing and technical support necessary to move from our existing software version to the upgraded version without loss of functions or service offerings. Of the total project cost ($404,981.87) $146,671.18 is for the Lease Purchase of software licensing. The balance is for services, hardware and maintenance. This upgrade has been a planned CIP expenditure and wll be paid from 3 separate projects (315-94801 Tidemark Upgrade; 315-94857 Accela Permitting & Code; and 315-94736 Geographic Information Systems). Type:Purchase Current Year Budget?:Yes Budget Adjustment:No Budget Adjustment Comments: Current Year Cost:404,981.87 Annual Operating Cost:55,000 Not to Exceed:Total Cost:404,981.87 For Fiscal Year:2009 to 2010 Appropriation Code Amount Appropriation Comment 315-94801 $154,122.65Tidemark Upgrade Project, Professional Services and Maintenance 316-94801 $146,671.18 Tidemark Upgrade Project, L/P of Software 315-94736 $79,188.04 GIS Functionality for Land Management 315-94857 $25,000Accela Permitting &amp;amp;amp;amp; Code Enforcement Cover Memo Bid Required?:No Bid Number: Other Bid / Contract:Bid Exceptions:Sole Source Review Approval: 1) Office of Management and Budget 2) Information Technology 3) Office of Management and Budget 4) Information Technology 5) Office of Management and Budget 6) Information Technology 7) Office of Management and Budget 8) Legal 9) Clerk 10) Purchasing 11) Financial Services 12) Clerk 13) Assistant City Manager 14) Clerk 15) City Manager 16) Clerk Cover Memo Attachment number 1 Page 1 of 23 Attachment number 1 Page 2 of 23 Attachment number 1 Page 3 of 23 Attachment number 1 Page 4 of 23 Attachment number 1 Page 5 of 23 Attachment number 1 Page 6 of 23 Attachment number 1 Page 7 of 23 Attachment number 1 Page 8 of 23 Attachment number 1 Page 9 of 23 Attachment number 1 Page 10 of 23 Attachment number 1 Page 11 of 23 Attachment number 1 Page 12 of 23 Attachment number 1 Page 13 of 23 Attachment number 1 Page 14 of 23 Attachment number 1 Page 15 of 23 Attachment number 1 Page 16 of 23 Attachment number 1 Page 17 of 23 Attachment number 1 Page 18 of 23 Attachment number 1 Page 19 of 23 Attachment number 1 Page 20 of 23 Attachment number 1 Page 21 of 23 Attachment number 1 Page 22 of 23 Attachment number 1 Page 23 of 23 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Approve Memorandum of Understanding and Interlocal Agreement pursuant to the Department of Justice, Bureau of Justice Assistance (DOJ/BJA) Recovery Act/Edward Byrne Memorial Justice Assistance Grant application to be filed by Pinellas County on behalf of the City of Clearwater and other municipalities and authorize the appropriate officials to execute same. (consent) SUMMARY: On April 7, 2009, Clearwater Police Department was granted approval by the City’s Resource Management Committee to utilize its $383,713 allocation under the federal Recovery Act/Justice Assistance Grant (JAG) program by participating in a countywide project with the Pinellas County Sheriff’s Office (PCSO) to implement a Prisoner Transport System. A countywide Prisoner Transport System was one of the recommendations of the Pinellas Assembly in 2004. The U.S. Department of Justice/Bureau of Justice Assistance (DOJ/BJA) has designated Pinellas County and the following 12 cities as “disparate”: Clearwater, St. Petersburg, Largo, Gulfport, Pinellas Park, St. Pete Beach, Tarpon Springs, Dunedin, Madeira Beach, Oldsmar, Safety Harbor, and Seminole. This “disparate” allocation exists because multiple cities in the county are collectively eligible to receive four times (400%) more in JAG funds than Pinellas County. DOJ/BJA requires that the county must be the single applicant/fiscal agent in this type of disparate situation. A joint application must be filed on behalf of the county and all 12 cities for the total eligible allocation of $3,129,032. All parties have viewed this grant as an outstanding opportunity to implement a countywide Prisoner Transport System. All of the funds (except $1,303,348 which is to be separately retained by the City of St. Petersburg) will be used to fund a Prisoner Transport System that benefits the cities and the county. Under the Prisoner Transport System, law enforcement officers in the 12 cities will contact PCSO when they have arrested one or more individuals who need to be transported to the county jail. PCSO will pick up the prisoner(s), transport at the time of arrest and book the person(s) into the jail, allowing the municipal police officer to go back into service immediately. This program has been implemented, on a trial basis at no cost, in Clearwater since March 2009 and has been a huge success, saving police officer time and transportation costs to and from the jail. The Police Department believes that its participation in the Prisoner Transport System is in the best interests of the City and a wise investment of the Recovery Act/JAG funding. PCSO will file the grant application on behalf of all participants. A signed Memorandum of Understanding and Interlocal Agreement from each city is required for submission to DOJ/BJA. There are no additional costs associated with this project such as additional personnel or cash match. At the conclusion of the grant period, if not refunded, the project will terminate without any cost to the participating agencies. The countywide program is scheduled to start October 1, 2009; however, PCSO has agreed to continue the pilot Prisoner Transport System in Clearwater until that time at no cost. Review Approval: 1) Legal 2) Clerk 3) Financial Services 4) Office of Management and Budget 5) Clerk 6) Assistant City Manager 7) Clerk 8) City Manager 9) Clerk Cover Memo MEMORANDUM OF UNDERSTANDING BETWEEN THE CITIES OF ST. PETERSBURG, CLEARWATER, DUNEDIN, MADEIRA BEACH, OLDSMAR, SAFETY HARBOR, SEMINOLE, GULFPORT, LARGO, PINELLAS PARK, ST. PETE BEACH, TARPON SPRINGS, AND THE PINELLAS COUNTY BOARD OF COUNTY COMMISSIONERS RE: U.S. DEPARTMENT OF JUSTICE BUREAU OF JUSTICE ASSISTANCE JUSTICE ASSISTANCE GRANT (JAG) The Cities of St. Petersburg, Clearwater, Dunedin, Madeira Beach, Oldsmar, Safety Harbor, Seminole, Gulfport, Largo, Pinellas Park, St. Pete Beach, and Tarpon Springs (Cities) and the County of Pinellas (County), Florida are units of local government appearing on the FY 2009 Units of Local Government list established by the United States Department of Justice, Bureau of Justice Statistics (BJS) as being eligible to apply for JAG funds. BJS has determined that the Cities and the County have a disparate allocation of JAG funds in that the Cities are scheduled to receive at least 4 times more than the County, while the County bears more than 50% of the costs of incarceration and court security that arise for Part 1 violent crimes reported by the geographically constituent units (i.e. Cities). As a result of the United States Department of Justice disparate jurisdiction certification, the Cities and the County must submit a joint application for the aggregate of JAG funds applicable to all the entities ($3,129,032). The Pinellas County Sheriff’s Office, as designated by the Pinellas County Board of County Commissioners, and with the agreement of all the parties hereto, will serve as the Applicant and Fiscal Agent and will submit the required application. The Applicant/Fiscal Agent will ensure that the application is made public through the Applicant’s public web site. The parties have agreed that all of the funds, except $1,303,348 which is to be separately retained by the City of St. Petersburg, will be jointly used to supplement and improve the efficiency and effectiveness of the Cities’ and the County’s delivery of countywide law enforcement services. More specifically, $1,825,684 will be used to fund a new countywide prisoner transportation unit than benefits the Cities and the County. The City of St. Petersburg will have limited access to the countywide prisoner transportation services, as it will retain certain funds as set forth for its unilateral use. Attachment number 1 Page 1 of 3 The Cities will provide the County with information to assist with the development of any fiscal and/or programmatic reports that are required by the JAG program. In acknowledgment and execution of the MEMORANDUM OF UNDERSTANDING REGARDING THE UNITED STATES DEPARTMENT OF JUSTICE, BUREAU OF JUSTICE ASSISTANCE, JUSTICE ASSISTANCE GRANT (JAG), I hereby set my hand this _____ day of __________ 2009: PINELLAS COUNTY SHERIFF’S OFFICE _______________________________ JIM COATS, Sheriff Attachment number 1 Page 2 of 3 In acknowledgment and execution of the MEMORANDUM OF UNDERSTANDING REGARDING THE UNITED STATES DEPARTMENT OF JUSTICE, BUREAU OF JUSTICE ASSISTANCE, JUSTICE ASSISTANCE GRANT (JAG), the parties hereto have set their hands and seals on this _______ day of __________ 2009. Countersigned: CITY OF CLEARWATER, FLORIDA __________________________ By:____________________________ Frank V. Hibbard William B. Horne, II Mayor City Manager Approved as to form: Attest: __________________________ _______________________________ Robert J. Surette Cynthia E. Goudeau Assistant City Attorney City Clerk Attachment number 1 Page 3 of 3 1 INTERLOCAL AGREEMENT THIS AGREEMENT is made and entered into this __________ day of _______, 2009, by and between the Cities and/or Towns of St. Petersburg, Clearwater, Largo, Gulfport, Pinellas Park, St. Pete Beach, and Tarpon Springs, all Florida municipal corporations (“CITY” or collectively, “CITIES”), and Jim Coats, as Sheriff of Pinellas County, Florida (“SHERIFF”), (collectively referred to herein as the PARTIES). WITNESSETH: WHEREAS, the PARTIES enter into this AGREEMENT pursuant to the provisions of Sections 163.01, et seq., the Florida Interlocal Cooperation Act of 1969; and WHEREAS, the CITIES and the SHERIFF have determined that it is in the best interest of the health, safety and welfare of the citizens to enter into this Agreement as the Parties desire to improve the efficiency and effectiveness of law enforcement services provided to Pinellas County citizens through a countywide prisoner transport unit; and WHEREAS, the CITIES currently transport their own arrestees from their respective municipalities to the Pinellas County Jail, which often times results in several officers being away from their jurisdictions, and assigned patrol areas for extended periods of time. WHEREAS, the SHERIFF, for a reasonable fee to offset the costs of the services provided herein, will transport the CITIES’ arrestees to the Pinellas County Jail, or the Pinellas Juvenile Assessment Center through the SHERIFF’S Prisoner Transportation Unit (PTU), resulting in officers spending less time away from their respective jurisdictions and being more readily available for calls for service. NOW THEREFORE, in consideration of the mutual promises and other good and valuable consideration contained herein, given by each party to the other, the receipt and adequacy of which is hereby acknowledged, the PARTIES hereby covenant and agree the following: 1) The purpose of this AGREEMENT is to establish the terms under which the SHERIFF will provide prisoner (arrestee) transportation services for the CITIES from various locations within Pinellas County to the Pinellas County Jail and/or the Pinellas Juvenile Assessment Center. 2) The SHERIFF agrees to make available prisoner transportation services to the CITIES 7 days per week and 20 hours each day. The usual operating hours of the PTU will be from 7:00 a.m. until 3:00 a.m., however the hours maybe adjusted in the SHERIFF’S discretion based upon a review of appropriate staffing levels and with reasonable notice to the CITIES. Attachment number 2 Page 1 of 6 2 3) The SHERIFF will transport adults and juveniles arrested or detained under the provisions of the Marchman Act by the CITIES’ police officers, as well as respond to calls for transportation received from the Florida Probation Offices located in the various CITIES, to the Pinellas County Jail and/or the Pinellas Juvenile Assessment Center, as applicable. The CITIES will bear the cost of transportation from the Probation offices located within their jurisdictions as they now bear that responsibility. 4) Under the SHERIFF’S current “Ask – A – Nurse” program the CITIES’ police officers are encouraged to have Jail medical personnel treat their injured or ill arrestees, when appropriate, rather than incur expense to the County for medical treatment of the arrestee at a local hospital. Under circumstances where the CITY’S officer has received clearance from Jail medical personnel that the arrestee can be treated at the Jail, SHERIFF’S PTU deputies will transport the prisoner. However, if the arrestee requires treatment at a hospital, the CITY’S officer will retain custody and responsibility of the prisoner until medically cleared for release and admittance to the Pinellas County Jail. PTU will pick-up the prisoner from the hospital if requested by the CITY. A) If an arrested juvenile requires medical clearance before he or she will be accepted by the Pinellas Juvenile Assessment Center, the arresting officer will retain custody and responsibility of the prisoner until medically cleared for release and admittance to the Pinellas Juvenile Assessment Center. If a PTU transported juvenile is denied admittance to the Juvenile Assessment Center because of an injury or medical condition occurring before coming into the custody of the SHERIFF’S PTU, the arresting agency may be contacted and required to resume custody of the juvenile for the purpose of having the arrestee medically cleared. B) The sole decision whether to take custody of and transport a prisoner shall rest with the SHERIFF, and such discretion shall be exercised reasonably considering the goals and purpose of this Agreement. 5) The CITIES agree to pay the SHERIFF $50.77 for each prisoner transported from a single location. If 2 or more prisoners, from a single agency, are transported from a single location (such as the police station, or a pre-designated pick- up point) the CITIES agree to pay the SHERIFF $80.77 for the transport. This “multiple prisoner” rate is limited to the capacity of a single van or transport vehicle from one location. Further, if any CITY desires PTU services dedicated to its city for a specific/special event, the service will be provided as an off-duty detail and billed at the SHERIFF’S current off-duty detail rate, which is currently $37.00 per hour. There is a 3 hour minimum for this service. A) The SHERIFF will invoice each CITY on a monthly basis for all services rendered under this Agreement and the CITIES agree to pay such invoices in a reasonable period of time. If a CITY has Justice Assistance Grant (JAG) funds available to it that are retained by the SHERIFF as the Applicant/Fiscal Agent for 2009 or Attachment number 2 Page 2 of 6 3 subsequent JAG funding, the invoice cost will be deducted from the CITY’S balance. The CITY will nonetheless be provided a monthly invoice showing the transfer of its JAG funds. B) The SHERIFF anticipates that services provided under this Agreement will be phased-in and may commence, in full or in part, before the application for JAG funds is approved. The CITIES with JAG fund balances obligation to pay for services set forth herein, except for specific/special event requests, does not commence until the JAG application is approved by the United States Department of Justice, Bureau of Justice Assistance and the CITIES are notified by the SHERIFF of the approval. 6) This Agreement shall become effective on the date of execution first written above and shall remain in effect until December 31, 2011, unless otherwise terminated pursuant to the provisions of this Agreement or extended for a longer term by amendment. Any party hereto may withdraw or cancel such party’s participation pursuant to this Agreement without cause, or liability to any other parties hereto by providing written notice of such withdrawal no less than ten (10) days prior thereto. However, the withdrawal from or cancellation of this agreement shall be effective only as to that party and this agreement shall remain in full force and effect as to those remaining parties hereto who have provided no written notice or cancellation or withdrawal. 7) Each party to this Agreement shall bear all court costs, defense costs, and liability for its own law enforcement officers, agents and/or employees for acts undertaken pursuant to this Agreement. Nothing contained herein shall be construed to waive or modify the provisions of F.S. 768.28 or the doctrine of sovereign immunity as to any party hereto. 8) This document embodies the whole Agreement of the Parties. There are no promises, terms, conditions, or allegations other than those contained herein and this document shall supersede all previous communications, representations and/or agreements, whether written or verbal, between the Parties. This Agreement may be modified only in writing, executed by all Parties. This Agreement shall be binding upon the Parties, their successors, assigns and legal representatives. 9) All notices or invoices required by law or by this Agreement to be given by one party to the other, shall be in writing and shall be sent to the party’s published address, unless specific written directions to the contrary are provided. IN WITNESS WHEREOF, the Parties hereto have caused these present to be executed by their duly authorized officers, and their official seals hereto affixed, as applicable, the day and year first above written. Attachment number 2 Page 3 of 6 4 REMAINING PAGE BLANK Attachment number 2 Page 4 of 6 5 In acknowledgment and execution of the INTERLOCAL AGREEMENT, pages one through eleven inclusive, I hereby set my hand and seal. PINELLAS COUNTY SHERIFF’S OFFICE _______________________________ JIM COATS, Sheriff Attachment number 2 Page 5 of 6 6 In acknowledgment and execution of the INTERLOCAL AGREEMENT, pages one through eleven inclusive, we hereby set our hand and seal. Countersigned: CITY OF CLEARWATER, FLORIDA __________________________ By:____________________________ Frank V. Hibbard William B. Horne, II Mayor City Manager Approved as to form: Attest: __________________________ _______________________________ Robert J. Surette Cynthia E. Goudeau Assistant City Attorney City Clerk Attachment number 2 Page 6 of 6 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Amend Article VII, Solid Waste Management,Section 32.271 through 32.322, Amend Appendix A, Schedule of fees, rates, and charges, Article XXV, Public Works-fees, rates and charges, section; (3)(c) Solid Waste collection rates through Solid Waste Roll-off container or waste receptacle service(5)(b)(ii)(7), and pass Ordinance 8025-09 on first reading. SUMMARY: The proposed amendments to this Ordinance and Appendix A include the recommendation for exclusivity for the City’s roll-off operation and various wording changes meant to clarify, update, or strengthen the current Ordinance and Appendix. Article VII, Solid Waste Management Update Language and added definitions Solid Waste to Solid Waste/General Services Solid Waste Director to Solid Waste/General Services Director City Commission to City Council Definitions added · Containerized service - collection of solid waste or recyclables in city-approved containers · Contamination - when more than de minimis non-recyclable items are included with recyclables, or two or more types of recyclables are commingled. · Eviction or move-out refuse - refuse left for collection resulting from an eviction or move-out. · E-waste - inoperative or discarded electronic components. · Late payment - means any payment remitted after the required due date. · Recovered materials dealer - person or entity who handles, purchases, receives, recovers, sells, or is an end-user of recovered materials. · Roll-off container - large capacity container used for commercial, industrial service, or special purposes, including but not limited to, containers with capacities between (10) and (40) cubic yards and which is transported with its contents to a solid waste disposal site. · Servicing - interaction with Solid Waste/General Services with regards to installing, cleaning, deodorizing, pulling, removing, or repairing damage to waste receptacles. · Waste receptacle - vehicle or container used to collect, transfer or haul solid waste or construction debris. Strengthen Enforcement Capabilities - Language added to Sec. 32.276 that designated solid waste personnel have the "authority to exercise limited police powers to enforce provisions of this chapter." Appendix A, Schedule of fees, rates and charges Establish Rates Solid Waste curbside collection rates for customers outside the city limits (Agreements To Annex) - add a 125% monthly surcharge to provide curbside service to accounts outside city limits. Cover Memo Dumpster cleaning charges of $100 per receptacle after two free cleanings per year Annual maximum of yard waste per dwelling - four complimentary pick ups beyond the once-weekly yard waste collection per 12- month period not to exceed 40 cubic yards in the 12-month period. Exclusivity for Roll-Off Operations The provision of roll-off and compactor service in the City of Clearwater is currently open to all private roll-off haulers and the City's Solid Waste Department. Exclusivity would prohibit private haulers from doing roll-off business within the City limits. This recommendation is based on the following: - Revenue Opportunity: Current City roll-off operation has the capacity to absorb additional business without adding full-time equivalent postions (FTEs) or equipment. - Savings: Staff costs and hours necessary (approximately 1,200 hours) to enforce collection of the 15% franchise fee from private haulers. - Customer Service: Continue high level of customer service (service same day or next, deodorize and clean containers, etc.) - Efficiency: Area of operation within the City limits allows for a short turn-around to service. - Location: Transfer Station is centrally located with the City and has the capacity to for additional refuse. There are eight FTEs assigned to the roll-off operation. The operation also includes six roll-off trucks providing service five days a week. Type:Other Current Year Budget?:Yes Budget Adjustment:None Budget Adjustment Comments: Current Year Cost:Annual Operating Cost: Not to Exceed:Total Cost: For Fiscal Year: to Review Approval:1) Financial Services 2) Office of Management and Budget 3) Legal 4) Clerk Cover Memo Solid Waste Department Roll-Off Exclusivity What is a Roll-Off? •A roll-off is any large capacity container used commercially or privately to haul and dispose of solid waste or construction debris.solid waste or construction debris. What is Exclusivity ? •Exclusivity would allow the City of Clearwater the right to be the only hauler within city limits. No private hauler would be permitted to operate within city limits.operate within city limits. Various Exclusivity Contracts •Waste Pro (private) •City of Largo (municipality) City of Clearwater Private Haulers •There are currently 10 private haulers registered to provide roll- off service within city limits.off service within city limits. •These haulers are located from Tampa, FL to Arcadia, FL. •None of these haulers are located within city limits. Roll-Off Revenues FY 04 thru FY 08 Clwtr Private 800K 700K 600K 500K Private500K 400K 300K 200K 100K FY04FY08FY07FY06FY05 Roll-Off Revenues FY08 City Private 140K 120K 100K 80K80K 60K 40K 20K Private Hauler Audit •In 2006 The City of Clearwater audited the 10 private haulers. •Over $377K was recovered.•Over $377K was recovered. Annual Staff Involvement without Exclusivity •Solid Waste Personnel 855 hours •Assistant City Attorney 20 hours •Assistant City Attorney 20 hours •Audit Department 325 hours •Total Staff 1,200 hours Annual Staff Involvement with Exclusivity •Solid Waste Personnel 215 hours •Audit Department 85 hours•Audit Department 85 hours •Total Staff 300 hours Solid Waste Department Roll-Off Exclusivity 1 ORDINANCE NO. 8025-09 AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA, RELATING TO THE SCHEDULE FOR SOLID WASTE COLLECTION SERVICES; AMENDING ARTICLE VII, SOLID WASTE MANAGEMENT, SECTIONS 32.271 THROUGH 32.322, APPENDIX A, SCHEDULE OF FEES, RATES AND CHARGES, ARTICLE XXV, PUBLIC WORKS-FEES, RATES AND CHARGES, SECTION; (3)(c) SOLID WASTE COLLECTION RATES THROUGH SOLID WASTE ROLL-OFF CONTAINER OR WASTE RECEPTACLE SERVICE (5)(b)(ii)(7), CLEARWATER CODE OF ORDINANCES; PROVIDING AN EFFECTIVE DATE. WHEREAS, it is determined to be fair and reasonable to establish fees, rates and service charges based on the cost to serve the various classes of customers; now therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA: Section 1. Article VII, Solid Waste Management, Section 32.271 through Section 32.322, Clearwater Code of Ordinances, is hereby amended as follows: DIVISION 1. GENERALLY * * * * * * * * * * Sec. 32.2715. Definitions. As used in this chapter: (1) Commercial container means any container approved by the Solid Waste/General Services Department solid waste department and serviced by a commercial collection vehicle. (2) Commercial establishment means a property or properties zoned or used for commercial or industrial uses, or used by an entity exempt from federal income taxation under section 501(c)(3) of the Internal Revenue Code. The term excludes property or properties zoned or used exclusively for single-family residential or multi-family residential uses of four units or less. (3) Compactor means any mechanical hydraulic or electrical machine designed and used specifically for compacting refuse or recyclables. (4) Compacted means refuse or garbage condensed by a compactor. (5) Construction debris means discarded building materials and rubble including but not limited to earth, cement, brick, wire, cans, flooring materials, lumber, plaster, roofing materials and any other waste resulting from construction, remodeling, repair or demolition of any structure or pavement. Such construction debris may be either commercial or residential in character. Attachment number 2 Page 1 of 27 2 (6) Containerized service means collection of solid waste or recyclables in city- approved containers. (7) Contamination means when more than de mininis non-recyclable items (such as trash, food waste, glass, putrescible garbage) are included with recyclables, or when two or more different types of recyclables are commingled in a container intended for one. (8)(6) Customer means owner, occupant, tenant, or other person having control of the improved real property. (9) Eviction or move-out refuse means any refuse that is left for collection resulting from an eviction or a move-out. (10) E-Waste means inoperative or discarded electronic equipment including, but not limited to televisions, computer CPUs, monitors and peripherals, and handheld and desktop telecommunications equipment. (11)(7) Hazardous material means material which is radioactive, volatile, flammable, explosive, infectious, toxic or otherwise hazardous, including but not limited to material designated as hazardous in any Federal, Florida, Pinellas County, or Clearwater statute or regulation law or ordinance; also that waste which is determined to be hazardous by the United States Environmental Protection Agency, or any other federal agency. (12) Late payment means any payment remitted after the required due date. (13)(8) Materials recovery facility means a solid waste management facility that provides for the extraction from solid waste of recyclable materials, materials suitable for use as a fuel or soil amendment, or any combination of such materials. (14)(9) Putrescible waste garbage means household or commercial solid waste that will putrefy. (15)(10) Recovered materials means metal, fiber, paper, glass, plastic, textile or rubber materials that have known recycling potential, can be feasibly recycled, and have been diverted and source-separated or have been removed from the solid waste stream for sale, use, or reuse as raw materials, whether or not the materials require subsequent processing or separation from each other, but does not include materials destined for any use that constitutes disposal. Recovered materials are not solid waste. (16)(11) Recovered materials dealer means any person or entity who handles, purchases, receives, recovers, sells, or is an end-user of recovered materials. (17)(12) Recovered materials processing facility means a facility engaged solely in the receiving, storage, processing, resale or reuse of recovered materials. Such a facility is not a solid waste management facility if it meets the definitions of section 403.7045(1)(f), Florida Statutes. (18)(13) Recyclable means those materials which are capable of being recycled and which would otherwise be processed or disposed of as solid waste. Attachment number 2 Page 2 of 27 3 (19)(14) Recycling means the collection, processing, marketing, reprocessing and resale or reuse of any material which would otherwise be processed or disposed of as solid waste. (20)(15) Recycling bin means any container issued by the city for the purpose of recycling. (21)(16) Refuse means all putrescible and non-putrescible solid waste. (22)(17) Residential refuse container means a city issued automated container and/or a city-approved 32-gallon container or other container approved by the director of Solid Waste/General Services solid waste. (23) Roll-off container means any large capacity container used for commercial or industrial service, or for special purposes, including but not limited to, containers with capacities between (10) ten and forty (40) cubic yards and which are transported with their contents by vehicle to a solid waste disposal site. (24) Servicing means any interaction with Solid Waste/General Services with regards to including, but not limited to, installing cleaning, deodorizing, pulling, removing, or repairing damage to waste receptacles (25)(18) Solid waste means sludge not regulated under the Federal Clean W ater Act or Clean Air Act; sludge from a waste treatment works, water supply treatment plant, or air pollution control facility; or garbage, rubbish, refuse, special waste, or other discarded material, including solid, liquid, semisolid or contained gaseous material resulting from domestic, industrial, commercial, mining, agricultural or governmental operations. The term does not include recovered materials as defined in this section or in section 403.703(7), Florida Statutes. (26)(20) Solid Waste/General Services Solid waste director means the person authorized to exercise and enforce the provisions of this ordinance. (27)(19) Solid waste management means the process by which solid waste is collected, transported, stored, separated, processed or disposed of according to an orderly, purposeful and planned program which includes closure and long-term maintenance. (28)(21) Solid waste management facility means any solid waste disposal area, volume reduction plant, transfer station, materials recovery facility or other facility, the purpose of which is resource recovery or the disposal, recycling, processing or storage of solid waste. The term does not include recovered materials processing facilities which meet the requirements of Section 403.7046(4), Florida Statutes, except the portion of such facilities, if any, that is used for the management of solid waste. (29)(22) Source-separated means that recovered materials are separated from solid waste where the recovered materials and solid waste are generated. The term does not require that various types of recovered materials be separated from each other and recognizes that de minimis solid waste, in accordance with industry standards and practices, may be included in the recovered materials. Attachment number 2 Page 3 of 27 4 (30)(23) Special wastes means solid waste that can require special handling and management, including, but not limited to, white goods, waste tires, used oil, lead-acid batteries, construction and demolition debris, ash residue, e-waste, paint yard trash, and biological wastes. (31)(24) Trash means any waste accumulation of paper, sweepings, rags, bedding or other matter of any kind, other than garbage, which is usually attendant to housekeeping, except recyclables. (32) Waste receptacle means any vehicle or container, but is not limited to trailers, roll-off containers, compactors or any other functionally equivalent containers, used to collect, transfer or haul solid waste or construction debris from one location to another. (33)(25) White goods means inoperative and discarded refrigerators, ranges, water heaters, freezer[s] and other similar domestic and commercial large appliances of any color. (34)(26) Yard waste means vegetative matter resulting from landscaping and maintenance. Sec. 32.272. Collection by city; exceptions. (1) Generally. All refuse accumulated in the city shall be collected, conveyed and disposed of by the city government. Following receipt and referral by the City Council Commission of annexation petitions, the city shall, upon request by the petitioners, collect refuse accumulated on properties being annexed by the city. Any residential, commercial, or industrial property within the City that is being constructed, is occupied, or is capable of being occupied, shall be presumed to be generating solid waste for collection. (2) Exception for commercial establishments. This chapter shall not prohibit the actual producers of solid waste or the owners of premises upon which solid waste has accumulated, from personally collecting, conveying and disposing of such solid waste provided such producers or owners comply with the provisions of this chapter and with all other governing laws and ordinances. This paragraph shall not be construed to provide for or as allowing collection by subcontract. An owner or producer of refuse or recyclable materials may sell or donate these materials but may not enter into any disposal agreement whereby the owner or producer pays for the use of the container or for hauling. (3) Exception for outside collectors. This chapter shall not prohibit solid waste collectors from outside of the city from hauling such solid waste over city streets prescribed by the director of public works provided such collectors comply with the provisions of this chapter and all other governing laws and ordinances. (4) Exception for private collectors with roll-off containers, compactors or waste receptacles. This chapter shall not prohibit a private collector holding a permit from the placing and servicing roll-off containers for commercial and industrial solid waste issued by the city that the city does not choose to collect and approves for collection by outside contract. A private collector who currently holds a city issued permit for placing Attachment number 2 Page 4 of 27 5 and servicing roll-off containers, compactors, or waste receptacles for commercial and industrial waste, may continue to provide said service for the duration of all existing customer contracts. The private collector shall provide the city with evidence of all such contracts. This exception shall only apply to contracts entered into on or before May 7, 2009. Moreover, the City may honor an existing private refuse contract for existing development which annexes into the City for the remainder of the contract term or for five (5) years from the date of annexation, whichever is shorter. (5) Exception for bulky items. The city has the right to refuse garbage service of any unusual or extremely bulky item or to require the owner or producer of waste to reduce it to such size and weight as can be handled by city equipment. Sec. 32.273. Director of Solid Waste/General Services solid waste; powers; appeals from action. (1) All solid waste and recyclables accumulated in the city shall be collected, conveyed, and disposed of or otherwise managed by the city under the supervision of the director of Solid Waste/General Services solid waste. (2) The director of Solid Waste/General Services solid waste shall have the authority to establish the type of container, the frequency of collection, location of container, amount of solid waste and recycling collection or disposal service needed, so long as such change does not fall below any minimum standards set forth by Federal and Florida law or local ordinance. Sec. 32.274. Unlawful practices generally. It is hereby declared unlawful and a violation of this chapter for any person to do or permit to be done any of the following acts or practices: (1) To deposit on or bury in, or cause to be deposited in or buried in, any property, public or private, and any street, alley, the waters of Clearwater Bay, or any creek, watercourse, storm sewer, or ditch within the corporate limits of the city, any solid waste or other noxious, malodorous or offensive matter; (2) To fail or neglect to keep or cause to be kept clean and sanitary or tightly covered and in good state of repair all containers and trash receptacles; (3) To place or allow to be placed upon the streets, alleys, curbs, bicycle paths or sidewalks of the city any rubbish, sweepings, debris, trash or waste materials of any kind, which constitutes a menace to traffic, both vehicular and pedestrian, or a health or aesthetic problem, or which impairs the proper operation of the city's sewer or drainage system; (4) To remove recyclables or any marketable materials from solid waste placed out for collection. Such an act is declared "scavenging" and is punishable by a fine of $500.00 per incident. An incident is deemed to be the removal of such materials from a single premises; Attachment number 2 Page 5 of 27 6 (5) To dispose of any paint, hazardous material, acid, explosive material, Inflammable liquids, burning substance or any dangerous or highly corrosive material, used oil or biohazardous wastes in any refuse container which might be detrimental or harmful to any person or persons. The city will not be responsible for the collection or disposal of these materials or of special industrial wastes. Damage to city-owned containers as a result of the above will be repaired at the expense of the user; or (6) To place or deposit or cause to be placed or deposited upon any of the streets, sidewalks, parkways, thoroughfares, public parks, or other public places of the city, any tree trunks or limbs, any trash, debris, papers, litter, solid waste, or other discarded matter of whatever kind, except as specifically provided within the rules and regulations; ; (7) To bring any solid waste into the city from outside the city limits, or transfer solid waste originating from one party to another party within the city, for the purpose of collection and removal by Solid Waste/General Services; or (8) It shall be unlawful for any third party or contractor to create or leave construction debris, yard waste or refuse subsequent to the performance of any work on private property for the city to collect. No materials from such operations shall be placed in any residential container, commercial container, waste receptacle or set out curbside for collection by the City without prior authorization by the Solid Waste/General Services director. Sec. 32.275. Prohibited materials. (1) Building materials. Except for roll-off container or waste receptacle services, the city shall not be responsible for the collection of dirt, rock, sod, plaster, lumber, metal or other construction or building material originating from private property preliminary to, during or subsequent to the construction of new buildings, or alterations or additions to existing buildings. Such material shall be removed by the owner of the property or by the contractor. No certificate of occupancy shall be issued until such material has been removed by the owner or contractor. (2) Contagious disease solid waste. The removal of clothing, bedding or other solid waste from homes or other places where highly infectious or contagious diseases have prevailed shall be performed by a licensed medical waste collector registered with the director of solid waste. Such solid waste shall not be placed for collection and shall not be collected by solid waste personnel. (2)(3) Inflammable or explosive materials. Highly flammable or potentially explosive materials or toxic substances shall not be placed in containers for regular collections, but shall be disposed of as directed by the director of Solid Waste/General Services solid waste at the expense of the owner or possessor thereof. (3)(4) Prohibited materials. Biohazardous waste, flammable liquids, motor oil, pesticides, herbicides and other hazardous materials shall not be placed for collection, and shall not be collected by solid waste personnel. Attachment number 2 Page 6 of 27 7 Sec. 32.276. Enforcement. The director of Solid Waste/General Services solid waste is authorized to exercise limited police powers to enforce the provisions of this chapter. These limited police powers shall include the authority to issue a notice of violation of a provision of this chapter and, following a reinspection after the time specified in the notice for corrective action, if there has not been substantial compliance with the notice of violation, or if the violation has been corrected but reoccurs, the director of Solid Waste/General Services solid waste may cause a summons to be issued by a sworn police officer, code enforcement officer, or designated Solid Waste/General Services employee of the city for appearance in county court, or may notify the code enforcement board and request a hearing pursuant to sections 7-102 of the Clearwater Community Development Code 2.218 and 2.219. A notice of violation shall describe the nature of the violation, the corrective action necessary to cure the violation, and the time within which corrective action shall be taken. A notice of violation shall be served in the manner set forth in section 162.12, 2.216 Florida Statutes. Personnel Employees authorized by the city manager or designee as code enforcement officers or solid waste personnel are hereby designated as the investigating and enforcing authority pursuant to this article. The code enforcement officers or solid waste personnel are authorized and directed to receive all complaints, make inspections to determine if a violation of this article exists, gather all relevant information concerning such complaints, conduct field investigations and inspections of real property, and enter upon real property, with or without a warrant as required by law, in the conduct of official business pursuant to this article. It shall be unlawful for any person to interfere, harass, or otherwise impede a city code enforcement officers or solid waste personnel employee who are is carrying out or acting within the scope of his/her duties. A law enforcement official shall have the authority to arrest an individual in violation of Article VII this section. Sec. 32.277. Penalties. (1) Any person found to be in violation of the provisions of this article shall be prosecuted as provided in section 1.12. (2) Imposition of a penalty or fine does not prevent the code enforcement board from proceeding or from revoking or suspending a license or permit. (3) In addition to the penalties provided in subsection (a) of section 1.12, any condition caused or permitted to exist in violation of any of the provisions of this Code can be deemed a public nuisance, and may be abated by the city as provided by law. If action to remedy the condition is taken by the city, the actual costs of such action plus administrative costs of up to $200.00 shall be owed by the owner to the city and shall constitute a lien against the property until paid. (4) If a customer has not removed extra or nonconforming solid waste or other industrial waste, hazardous waste or noncombustible refuse within 24 hours after notification by solid waste, the director of Solid Waste/General Services solid waste may order such removal and all costs incurred shall be placed against the customer's utility account. Attachment number 2 Page 7 of 27 8 (5) Failure to remove a container tagged with a warning by the Solid Waste/General Services Department code enforcement/solid waste department within the specified period of time subjects the customer to a fine of $10.00 per day, which is placed on the customer's utility bill. Repeat offenders, at the discretion of the director of Solid Waste/General Services solid waste, may be placed on side or rear yard premium service at the appropriate fee. (6) In the event a roll-off container or waste receptacle becomes a danger or nuisance, the roll-off container or waste receptacle shall be impounded and owner given notice, if reasonably possible, and owner shall be responsible for claiming such roll-off container or waste receptacle at owner’s own expense as detailed in subsection 7. (7) Roll-offs containers and/or waste receptacles located on city property and/or rights-of-way that are not registered shall be hauled to a city site and an initial fee of $300.00 and a $50.00 a day storage fee shall be assessed against the owner of such equipment. If such equipment is not recovered after thirty (30) days, after the City has gone through reasonable efforts to provide the owner notice, then such equipment may be disposed of. (8) Roll-off container and/or waste receptacle Permitee shall incur a 1% penalty charge on the total amount of remittance, as specified in Appendix A of this code and referred to in section 32.290(2)(b) of this division, for every month that the remittance is past due. Furthermore, Permitee shall incur a 1% penalty charge on the total amount of remittance for every month that the Permitee fails to provide invoice copies and monthly service reports, as required by section 32.290(2)(b). Failure to comply with the permit submission requirements may result in revocation or denial of issuance or renewal of a permit. Sec. 32.278. Service fees and charges. (1) The fact that any place of abode or any place of business is occupied shall be prima facie evidence that refuse is being produced and accumulated upon such premises and that fees for the collection and disposal thereof are due the city. (2) See Appendix A for solid waste management system deposits, fees, service charges, and rate schedules. (3) The solid waste collection and disposal charges are applicable until all municipal utilities including lawn (water) meters are disconnected. (4) For accounts payable, see section 32.066. (5) Additional service charges may be levied at the discretion of the director of Solid Waste/General Services solid waste. Sec. 32.279. Duty of property owner to supply receptacle; exception. Attachment number 2 Page 8 of 27 9 It shall be the duty of all owners of residences, businesses, professional offices, and other commercial establishments in the city to supply each of such establishments with solid waste receptacles containers except where furnished by the city. Sec. 32.280. Duty of property owner; precollection practices. (1) Preparation of solid waste. (a) Garbage. All garbage shall be drained of liquid and shall be wrapped or bagged in paper or plastic before being placed in any container for collection. (b) Trash. All trash shall be drained of liquid before being deposited for collection. (c) Recyclables. Recyclables shall be prepared for collection in accordance with existing policies that of the city provides. as part of the recycling education program. (d) Yard waste. Loose yard waste shall be placed inside a container, other than the city-issued container, approved by the city and placed for recycling collection at curbside, separate from other trash. Such containers shall not be filled above the rim of the container. Single articles such as palm fronds, tree branches and limbs shall be cut or broken into pieces which are less than four (4) inches in diameter and four (4) feet long and shall be stacked at curbside for recycling collection. It shall not be the responsibility of the solid waste personnel to clean up de minimis debris resulting from standard collection. Larger articles may be collected by special pickup upon request and approval by the director of solid waste. (e) Scrap metal and appliances. Scrap metal and appliances shall be placed at the curb for recycling collection separate from other trash. Freezers, refrigerators, clothes washers, clothes dryers, dishwashers or similar airtight units shall have the doors removed or secured before being placed for collection. All stand-up items shall be laid flat. Scrap metal such as poles, pipes and antennas shall be cut or bent into pieces not longer than six (6) feet. (f) Crates and cardboard boxes. Crates and cardboard boxes shall be collapsed prior to being placed for collection. (g) Dangerous material. All dangerous material collected manually such as broken glass, light bulbs, and razor blades, and fluorescent tubes shall be deposited in a disposable container and placed at curbside for collection. (h) None of the above may be placed out prior to twenty-four (24) forty-eight (48) hours in advance of a scheduled pick-up. (2) Containers. (a) Duty to provide and maintain in sanitary condition. Except in the case of containers provided by the city, all containers shall be provided by the owner, tenant, or occupant of the premises. Containers shall be maintained in good condition and shall be subject to inspection and approval of conditions by city code enforcement inspectors and others having jurisdiction. Routine maintenance of can[s], carts, and Attachment number 2 Page 9 of 27 10 waste receptacles dumpsters in a sanitary manner is the responsibility of the user. Any container that does not conform to the provisions of this chapter or that may have ragged or sharp edges or any other defect liable to hamper or injure the person collecting the contents thereof, shall be promptly replaced by the customer upon written notice by the city. The director of Solid Waste/General Services solid waste shall have the authority to discontinue collection service for failure to comply. In the event of damage to a container provided by the city caused by a user of the container, the cost of repair or replacement shall be charged to the customer's account. (b) Specifications. Containers shall be made of durable plastic or metal, equipped with suitable handles and tight-fitting covers, and shall be water-tight. Except in the case of containers provided by the city, each container shall have a capacity of not more than thirty-two (32) gallons, and shall weigh not more than sixty (60) pounds when full. (c) Commercial trash bins. No commercial trash bins or trash rooms shall be used without written permission of the director of Solid Waste/General Services solid waste. No existing bin shall continue to be used, and no new bin shall be permitted for use, unless it is completely enclosed and watertight. (d) Commercial containers. Containers shall be of such size and shape as to be capable of being lifted and emptied into city collection vehicles. Commercial front end containers provided by the owner and used in conjunction with compactors shall first be approved by the director of Solid Waste/General Services solid waste, such approval to relate to the ability of the city to service such equipment. (3) Storing of solid waste. (a) Public places. No person shall place any solid waste in any street, alley or other public place or upon any private property whether owned by such person or not, unless it is in containers for collection. No person shall place any solid waste at the curb for collection except on his or her property, and such placement shall be behind the curb or where the curb should be. Any person having a corner lot may use the side yard curb, subject to the director of Solid Waste/General Services’ solid waste's approval. No person shall throw or deposit any solid waste in any ditch, stream or body of water. (b) Unauthorized accumulation. Any unauthorized accumulation of solid waste on any lot or premises is hereby declared to be a nuisance and is prohibited. Failure to remove any accumulation of solid waste following notice to the owner or tenant and a reasonable opportunity to take corrective action shall be deemed a violation of this chapter. (c) Reserved. (d) Commercial establishments. All commercial establishments shall secure solid waste accumulated upon the premises so as to eliminate wind-driven debris and unsightly litter conditions in and about the establishment. Attachment number 2 Page 10 of 27 11 (e) Public parking lots. All public parking lots shall be provided with containers in sufficient quantity so that there shall be at least one container for every 50 parking spaces. This requirement shall apply to parking lots with a capacity in excess of 25 spaces. It shall be the responsibility of the owner or the manager of the parking lot to collect the material deposited in the containers and deposit the material in a container for collection. As used in this subsection the term "public parking lot" shall mean a privately owned lot open to the general public. (f) Construction sites. All construction sites shall use utilized city-approved waste receptacles trash containers, the number of which shall be determined according to the size of the job at the discretion of the director of the building division. Construction sites shall be kept clean and orderly at all times and the building director may suspend or red tag a construction job until the premises are brought up to a satisfactory sanitary condition. Any waste receptacle used to collect refuse that is not supplied by the City shall be required to be registered with the director of Solid Waste/General Services. (4) Waste receptacles, compactors, roll-off containers and baling machines. (a) Registration. Prior to the placement of compactors, roll-off containers, waste receptacles, and baling machines such equipment shall be registered with the director of Solid Waste/General Services solid waste. (b) Storage of compacted trash. Compacted cardboard, trash or by-products thereof as described in this section which have been compacted into bales shall be stored in fireproof structures or buildings at all times unless awaiting transport to ultimate disposal. (c) Transporting compacted or roll-off trash. No person shall transport compacted trash or recyclable materials, collected within the City of Clearwater, over streets and roadways in the corporate city limits without prior registration with the director of Solid Waste/General Services solid waste. Sec. 32.281. Duty of property owner; collection practices. (1) Frequency of collection. (a) Residential and small businesses. Solid waste accumulated by residences and small businesses shall be collected twice each week on regularly scheduled days except Saturdays, Sundays and holidays. (b) Commercial. Motels, hotels, restaurants, supermarkets, hospitals, schools and other establishments may have daily collection services to fit their respective needs at the regular rates charged. therefore. Where necessary to protect the public health, the director of Solid Waste/General Services solid waste or an authorized health department official may require more frequent collections. (c) Special collections. Restaurants and all other establishments having putrescible waste which has an offensive odor or will constitute a nuisance may shall be collected, at minimum, once a week. If the waste becomes offensive in odor or becomes a nuisance, it shall be collected as often as deemed necessary to Attachment number 2 Page 11 of 27 12 address the offensive odor or nuisance, at the discretion of and upon the approval of the director of Solid Waste/General Services solid waste. All waste receptacles within the city limits that contain putrescible refuse shall, at the discretion of the Solid Waste/General Services Director, be required to have a minimum of one collection per week. (2) Collection locations. (a) Curbside pickup (c) Side or rear building. Solid waste containers shall be placed for collection on the ground at the curbline, immediately in front of and contiguous to owner's property and at least ten (10) feet away from any permanent structure or vehicle and cannot obstruct pedestrian passage. Solid waste containers shall be placed for collection at ground level on the property, not within the right-of-way of a street or alley, and shall be accessible without entering into a building or shelter of any type. Exceptions may be granted with the approval of the director of Solid Waste/General Service solid waste. (b) Handicapped and elderly. Any person who has been certified by a physician as being unable to place a solid waste container at the curb shall be entitled to have the solid waste collected at the side or rear of the building at no extra charge. (c) (a) Side or rear yard premium service building collection. A fee as stated in Appendix A will be charged to customers who wish to have the containers pulled out and placed back for them by solid waste personnel. Solid waste containers shall be placed for collection at ground level on the property, not within the right-of-way of a street or alley, and shall be accessible without entering into a building or shelter of any type. No solid waste shall be collected unless containers are readily accessible by solid waste personnel without unlocking a door, gate or other obstacle Exceptions thereto may be approved in writing by the director of solid waste provided that an additional payment for the extra service is agreed upon by both parties. (3) Container placement and removal. (a) Residential refuse and/or recycling containers and yard waste placed near the curb, street or alley shall be placed there no earlier than 7:00 p.m. on the evening preceding the collection day and must be removed to a point at the side or rear of the structure by 7:00 a.m. of the following day. Any container not removed will be tagged by the Solid Waste/General Services Department code enforcement/solid waste department with a warning. Second violators will be subject to a fine of $10.00 per day, which will be placed on the customer's utility bill. Repeat offenders will be placed on side or rear yard premium service at the stipulated rate. (4) Eviction/Move Out Refuse. The property owner shall be responsible for time and material charges as stated in Appendix A for any refuse clean up resulting from an eviction or move out. Attachment number 2 Page 12 of 27 13 Sec. 32.282. Yard waste/bulk collections. (1) It is the responsibility of all tree surgeons, nurseries, lawn care services and landscaping contractors, or any individual or company doing work on private property, to remove from the premises all residue and rubbish resulting from said work. Failure to comply will result in a fine in the amount of not less than the existing cost for removal plus an administrative fee not to exceed $200.00, for the first infraction. A second infraction may result in the loss of the occupational license. (2) All white goods’ doors must be removed or secured before being set out for collection. (3) Items for collection should be placed out no earlier than 24 48 hours in advance of a scheduled pick-up and should not present a health or safety hazard to the general public. * * * * * * * * * * Sec. 32.284. Waste receptacle Dumpster enclosures/storage of containers. (1) Enclosure required. (a) Customers who receive containerized service and who are not subject to the requirements of paragraph 5 subsection (b) of this section shall meet the following requirements with respect to waste receptacle Dumpster enclosures. (b) The enclosure will be constructed and maintained in such a manner as to ensure that the waste receptacle Dumpster is not visible from ground level. (c) The enclosure shall have a gate that is of sufficient width so that the waste receptacle Dumpster is easily accessible by a front-end loading refuse collection truck. Said truck requires 12 feet of unobstructed access. (d) The base of the enclosure shall contain a six-inch-thick reinforced concrete pad of a size suitable for the waste receptacle Dumpster in use at that location. (2) Those customers whose site receives containerized service and whose use of or improvement to the service site requires site plan approval or approval of minor change of use, shall also comply with the rules and regulations regarding enclosure dimensions, materials, location, and other physical attributes, as may be promulgated and amended from time to time by the director of Solid Waste/General Services solid waste . (3) Every containerized customer who receives containerized service shall assume all risk and shall indemnify, defend, and save harmless the City of Clearwater from and against all loss, damage, cost or expense for the enclosure which is not due to the negligence of the City of Clearwater. (4) No final building inspection shall be undertaken nor certificate of occupancy issued for any site which has not complied with the enclosure requirements contained in this section. Attachment number 2 Page 13 of 27 14 (a) Any residential customer obtaining service for any multiple-family residence, and who is not otherwise subject to the requirements of section 32.321, shall provide an enclosure for recycling containers. These recycling enclosures shall be located so that the recycling containers are easily accessible by the residents, and by the refuse collectors, using front-end rearloading vehicles. The enclosures shall be constructed so that the recycling containers are not visible from any public right-of-way. In addition, the director of Solid Waste/General Services solid waste or designee shall have the authority to review the proposed location and construction of such enclosures to ensure that they meet the criteria of this section, and also to ensure that any applicable building and safety code provisions are complied with. (5) The Solid Waste/General Services solid waste director shall have the authority to waive some or all requirements of this section, except those relating to accessibility and location, in those cases in which the customer demonstrates that: (a) The waste receptacle Dumpster or recycling container would not be visible at ground level from any adjacent right-of-way or property, due to the existences of walls, fences, or other screening on site in compliance with this Code; or (b) Enforcement of this section would result in extreme hardship. (6) All enclosures are required to be constructed in accordance with the City of Clearwater specifications. (7) Placement of containers. Subscribers or private collectors authorized to provide services under this article shall not place any container or receptacle for solid waste or recycling outside of any building or structure without first having obtained permission from the City approving location of such container. Sec. 32.285. Collection and disposal by commercial establishments, private individuals and outside collectors. (1) Requirement for vehicles. All transported refuse shall be containerized or tarped, and vehicles used for hauling shall be licensed by the city and approved by the director of Solid Waste/General Services solid waste. The actual producers of solid waste or the owners of premises upon which solid waste is accumulated who desire personally to collect and dispose of such solid waste, persons who desire to dispose of waste material not included in the definition of solid waste and solid waste collectors from outside of the city who desire to haul solid waste over the streets of the city, shall use a water-tight vehicle provided with a tight cover and shall operate the vehicle so as to prevent offensive odors escaping therefrom and materials from being blown, dropped or spilled. (2) Rules and regulations. The director of Solid Waste/General Services solid waste shall have the authority to adopt reasonable and necessary regulations concerning private collection and disposal and the hauling of solid waste over city streets by outside collectors. * * * * * * * * * * Attachment number 2 Page 14 of 27 15 DIVISION 2. PERMIT FOR ROLL-OFF CONTAINER AND/OR WASTE RECEPTACLE SERVICE Sec. 32.288. Required. A permit is required by this division for persons or companies placing or servicing roll-off containers, whether installed permanently or temporarily within the city. Pursuant to section 32.272(1), it shall be unlawful for any party, other than the City, to engage in the business of collecting, removing, or disposing of construction or demolition debris and commercial or industrial waste. However, a sole proprietor or corporate entity placing or servicing a roll-off container or waste receptacle for the purpose mentioned in this section shall be required to procure a permit to legally continue such business activity without penalty, and hereinafter be known as Permitee, only under the following conditions: (1) yearly application of an already existing permit, so long as Permitee has adhered by all the permit application requirements in section 32.289 or (2) a permit may be issued when, pursuant to section 32.293(3), the City first determines that it is unable to collect, remove or dispose of a particular type of debris, waste, or refuse. Sec. 32.289. Application. Every sole proprietor or corporate entity person required to procure the permit for roll- off container, or waste receptacle service provided for in section 32.288 shall submit an application for such permit to the city manager or designee. The application shall: (1) Be a written statement upon forms provided by the City. Such application form shall include an affidavit to be sworn to by the applicant before a notary public of the state. (2) Require the disclosure of all information necessary in compliance with this division. (3) Be accompanied by a permit fee in the amount set out in appendix A to this Code. (4) Be submitted to the city manager or designee together with all pertinent information required in this division, in order that a determination can be made by the city manager or designee. (5) Contain a complete record of all arrests and convictions against the applicant and every partner, officer or director of the applicant for violations of any and all laws and ordinances of the city, county, state or federal government. (5)(6) Contain the names of employees responsible for the operation of applicant's business, meaning those who will manage, administer and supervise the business under the permit when issued. , including the amount of experience possessed by each such employee. If such employee is other than a partner or director of the applicant, then each such employee shall complete a city police department background information report, executed under oath, and submit to a background investigation, photograph and fingerprints. (6)(7) Contain the following additional information: Attachment number 2 Page 15 of 27 16 (a) Number, type and size of waste collection vehicles in use; (b) Number of employees assigned to each waste collection vehicle; (c) Name and location of every establishment in the city, including short-term construction sites, where roll-off containers or waste receptacles are placed and serviced by the applicant. (7) Be accompanied by copies of all contracts or options for the servicing or placing of roll-off containers or waste receptacles within the City of Clearwater. For permitting purposes only, the City shall honor existing private servicing contracts for the remainder of the contract term or for five (5) years from the date of execution, whichever is shorter, provided that such contract or option was in effect on or before May 7, 2009. If the applicant is unable to provide copies of contracts or options, as required by this section, applicant shall be ineligible to obtain a permit. (8) Disclose all previous business names, current subsidiaries, parent companies or any successors. Sec. 32.290. Prerequisites to issuance. In determining whether or not a permit for the placement or servicing of a roll-off container or waste receptacle should be issued, the city manager or designee shall consider and base his the decision on the following: (1) A review of the material submitted pursuant to section 32.289; (2) A review of all convictions of the applicant, the reasons therefore and the conduct of the applicant subsequent to release; (3) The license history of each applicant; (2) (4)The certificate of approval of the city manager or designee to the effect that the applicant has satisfied the following: (a) The adequacy of the equipment to be used, as used in this subsection, adequacy of equipment shall mean that the roll-off container and/or waste receptacle does not present a danger or nuisance, is structurally sound, and has markings identifying the current owner of such equipment, such markings shall include the sole proprietor or corporate entity name, phone number, and container number; (b) The applicant has agreed to remit to the city each month a fee of 15% of the monthly gross revenue billed by Permitee, as set out in Appendix A to this Code, accompanying the remittance, the Permitee shall supply invoice copies corroborating the monthly gross revenue derived from servicing locations within the City of Clearwater. and the applicant has agreed to furnish a duplicate copy of the applicant's monthly billing; Moreover, a Permitee shall also provide to the director of Solid Waste/General Services a monthly report identifying collections made within the City, together with the appropriate service Attachment number 2 Page 16 of 27 17 addresses for such collections. The report, remittance, and invoice copies are due no later than the last business day of the following month; (c) The applicant has agreed to make all books and records applicable to the business conducted under the permit required by section 32.288 available to the city for inspection and audit; (d) The applicant has provided a copy of a certificate of insurance demonstrating that the applicant's employees performing work pursuant to the permit are covered by workers' compensation insurance. * * * * * * * * * * Sec. 32.292. Liability insurance. The holder of a permit for roll-off container and/or waste receptacle service issued pursuant to this division shall maintain in effect at all times public liability insurance in the minimum amounts of $500,000.00 single limit for personal injuries arising out of one occurrence and $100,000.00 property damage, and shall f urnish the city a certificate evidencing such insurance. The city shall be named as an additional insured under such insurance. The permit holder shall furnish a certificate of insurance demonstrating compliance with the requirements of this section. Sec. 32.293. Roll-off and/or waste receptacle permit application, Ttermination, denial renewal. (1) All permits for roll-off container and/or waste receptacle service issued pursuant to this division shall be valid for not more than one year and shall terminate on December 31st September 30 of each year. Regardless of date of issuance, issuance fee shall be the full amount as stated in Appendix A. (2) Applicants Each permit holder shall complete make a written application for renewal on forms provided by the city manager or designee on or before January 1 October 1 of each calendar year. The application shall be accompanied by the fee as stated in Appendix A. which renewal application shall update the information provided by the initial application and shall be accompanied by a fee in the amount required for initial applications. (3) Applications for renewal shall be processed in the same manner as an initial application. (3)(4) No permits required by this division shall be renewed, and no new permit shall be issued to any sole proprietor or corporate entity person unless the city manager or designee determines that the city is unable to collect, remove or dispose of that refuse. certain garbage, rubbish and other accumulations. (4)(5) Such permit may be terminated or denied by the city manager but only after the procedure set out in section 29.41(2) has been followed. Notwithstanding the procedure set out in section 29.41(2), appeal of the city manager's decision to terminate or deny a new permit or renewal shall be to the city council. commission Attachment number 2 Page 17 of 27 18 (5) (6) The granting or renewal of a permit pursuant to this division shall not be construed as a grant of a franchise or of vested rights. (6) No permit shall be issued to any applicant who is delinquent in remittance of franchise fees, penalties, or interest. (7) The permit issued to the applicant shall not be transferable. (8) No permit shall be issued after all Permitee’s contracts or options to service or place roll-off containers and/or waste receptacles within the City of Clearwater have terminated or such contracts cease to be enforceable. Sec. 32.294. Revocation or suspension. The city manager or designee, after affording the permitee holder of a permit for roll-off container or waste receptacle service notice of the charges and opportunity to be heard with respect to any revocation proceedings, may, if the city manager finds this article to have been violated or that false statements were made on any application or application for renewal or on any submittal required by this division by the permitee permit holder, agent or employee, revoke the permit in its entirety, suspend the permit for a stated period of time, place the permitee permit holder on probation, or place other conditions thereon as the city manager or designee finds necessary. Sec. 32.295. Rates. Rates for roll-off container and or waste receptacle service are listed in Appendix A - Schedule of Fees, Rates and Charges, Section XXV, Public Works Utility Fees, Rates and Charges. Sec. 32.296. Prohibition. No hazardous or medical waste shall be placed in City of Clearwater roll-off containers and/or waste receptacles compactors. Hazardous and/or medical waste shall be disposed of by authorized contractors in compliance with federal, state and local laws and regulations. DIVISION 3. RECOVERED MATERIALS DEALERS* Sec. 32.311. Required. (1) After February 1, 1994 A recovered materials dealer shall provide to the Solid Waste/General Services solid waste director of the city a copy of the certification required by F.S. § 403.7046, prior to engaging in business within the city. In addition, a recovered materials dealer shall register with the Solid Waste/General Services solid waste director of the city prior to engaging in business within the city. (2) Recovered materials generated at commercial establishments within the city shall be source-separated at the premises of the commercial establishment. Attachment number 2 Page 18 of 27 19 Sec. 32.312. Prohibition. (1) Any person, sole proprietor or corporate entity not certified under F.S. § 403.7046, as required is expressly prohibited from doing business as a recovered materials dealer within the city. (2) The city expressly reserves the right to provide for the exclusive collection, transportation and processing of recovered materials from single-family or multi-family residential properties or to enter into an exclusive franchise for such services to these properties, or any combination thereof, at the option of the city. (3) Certified recovered materials dealers are limited to providing service to commercial establishments only. (4) Only recovered materials may be removed from the commercial solid waste stream. Sec. 32.313. Recovered Materials Dealer registration, termination, denial. Every sole proprietor person or corporate entity hauling, collecting, receiving, and/or processing recovered materials shall be required to register as a recovered materials dealer shall register with the director of Solid Waste/General Services. solid waste The registration shall: (1) Include a completed written registration on the forms provided by the city manager or designee on or before October 1 of each year. Be a written statement upon forms provided by the city. Such registration forms shall include an affidavit to be sworn to by the registrant before a notary public. Regardless of issuance date, issuance fee shall be the full amount as stated in Appendix A. (2) Require the disclosure of all information necessary in compliance with this division. (2) (3) Be accompanied by a registration fee in the amount set out in Appendix A to this Code. (4) Be submitted to the city manager by the director of solid waste together with all pertinent information required in this division, in order that a determination can be made by the city manager . (3) (5) Contain the name of the dealer, including the owner or operator of the dealer, its general and limited partners if a partnership, its corporate officers and directors if a corporation, its permanent place of business, evidence of certification under F.S. §403.7046, and a certification that the recovered materials will be processed at a recovered materials processing facility satisfying the requirements of F.S. §403.7046. (4) Registration may be terminated or denied by the director of Solid Waste/General Services upon compliance with the procedure set forth in section 29.41 (2). Attachment number 2 Page 19 of 27 20 (5) Registration pursuant to this division shall not be construed as a grant of a franchise or vested interest. (6) Registration shall not be transferable. Sec. 32.314. Reporting. Each certified recovered materials dealer registered with the city shall provide to the director of Solid Waste/General Services solid waste a quarterly report identifying the types and tonnages of recovered materials from the City of Clearwater that were collected, recycled, or used during the reporting period; the approximate percentage of recovered materials reused, stored or delivered to a recovered materials processing facility or disposed of in the solid waste disposal facility; and the locations where any recovered materials were disposed of as solid waste. Each quarterly report shall be due not later than the last business day of the month following the end of each calendar quarter. Sec. 32.315. Termination, denial, renewal. (1) All registrations for recovered materials dealers doing business within the city shall be valid for not more than one year, and shall terminate on December 31 of each year. (2) Each registrant shall make a written application for renewal of registration on forms provided by the director of solid waste works on or before October 1 of each calendar year, which renewal application shall update the information provided by the initial application and shall be accompanied by a fee in the amount required for initial applications. (3) Applications for renewal shall be processed in the same matter as an initial application. (4) Registration may be terminated, or an applications for renewal may be denied, by the director of solid works upon compliance with the procedure set forth in section 29.41(2). (5) Registration or the renewal of a registration pursuant to this division shall not be construed as a grant of a franchise or a vested right. Sec. 32.3156. Revocation or suspension. The city manager or designee, after affording the registrant notice of the charges and an opportunity to be heard with respect with to any revocation proceedings, may, if the city manager finds this article to have been violated or that false statements were made on any report, application or application for renewal or on any submittal required by this division by the applicant, agent or employee, revoke the registration in its entirety, suspend the registration for a stated period of time, place the registrant on probation or place other conditions thereon as the city manager or designee finds necessary. Attachment number 2 Page 20 of 27 21 DIVISION 4. RECYCLING BY CITY Sec. 32.320. Curbside. (1) Curbside recycling shall be provided made available to residential, office, and hotel/motel units which are served by rearloader or sideloader solid waste collection and a fee shall be assessed in the amount set out in Appendix A to this Code. (2) Curbside recycling collection will be once-weekly. A recycling container will be furnished by the city along with instructional materials providing the necessary information for proper participation to include the designation of the collection day. (3) Curbside recycling containers placed near the curb, street or alley shall be placed there no earlier than 7:00 p.m. on the evening preceding the collection day and must be removed to a point at the side or rear of the structure by 7:00 a.m. of the following day. Any container not removed will be tagged by the Solid Waste/General Services Department code enforcement/solid waste department with a warning. Repeat violators will be subject to a fine in the amount set forth in section 32.281(3)(a), which will be placed on the customer's utility bill. Sec. 32.321. Multi-family recycling. Multi-family recycling shall be provided will be offered to complexes within the city. The program will be phased in by the solid waste department. (1) A the fee shall be assessed in the amount set out in schedule for multifamily recycling will be provided Appendix A to this Code. (2) Multi-family recycling may be will be tailored to the needs of each complex and is will be integrated into a full-service solid waste management program. (3) Repeated contamination of the recyclable materials collected by the Solid Waste/General Services Department will result in a rejection of service, and the recipient of said service shall still be responsible for paying all applicable fees as stated in Appendix A to this code. Sec. 32.322. Commercial recycling. Commercial recycling may will be provided by the Ssolid Wwaste/General Services Ddepartment in competition with certified recovered materials dealers registered with the city. The Solid Waste/ General Services Ddepartment solid waste will provide customized recycling service to commercial establishments tailored to the needs of the establishment and integrated into a total solid waste management program. Commercial recycling base rates will be set out in Appendix A to this Code, and such base rates may be amended from time to time by resolution adopted by the city council commission. The city manager or designee may adjust the rates upwards or downwards in order to be cost-competitive compete effectively with private recovered materials dealers operating within the city. * * * * * * * * * * Attachment number 2 Page 21 of 27 22 Section 2. Appendix A, Article XXV Public Works – Fees, Rates and Charges is hereby amended as follows: * * * * * * * * * * (c) Solid waste collection rates. 1. Monthly charges for twice-weekly collection of solid waste in prescribed containers. a. Single-family and multiple-family dwellings. (i) Curbside pickup: One 90-gallon container will be provided for automated service for each living unit. Additional 90-gallon containers will be provided at the discretion of the director of Solid Waste/General Services solid waste at the rate specified below. Where routes are automated, automated service shall be the only option. TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 Each living unit, minimum $21.48 $22.55 $23.68 $24.86 $26.10 Each additional container 21.48 22.55 23.68 24.86 26.10 (ii) Side or rear yard premium service building collection: Manual pickup has a limit of two containers per living unit, each having a capacity no larger than 32 gallons. For each additional 32-gallon or smaller container for rear yard pickup, the fee specified below will be charged for side or rear building collection of each 90-gallon container. TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 Each living unit $42.96 $45.10 $47.36 $49.72 $52.20 Each additional container 14.99 15.74 16.53 17.36 18.23 (iii) Base charge: The base charge will be included in the monthly charge for active accounts as specified below. Dormant accounts will be assessed the base charge for each account. TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 Each account, minimum $7.14 $7.50 $7.88 $8.28 $8.70 (iv) Service outside of the municipal limits. Accounts outside the City limits shall be assessed 125% of the city’s monthly charges for curbside service for twice-weekly collection for each unit. b. Motels, apartment motels, or apartments renting by day or week; all containers serving the premises shall be centrally located at one collection point. (i) Curbside pickup: First living unit, minimum Attachment number 2 Page 22 of 27 23 TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $21.48 $22.55 $23.68 $24.86 $26.10 All additional living units, per unit TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $11.25 $11.82 $12.41 $13.03 $13.68 (ii) Side or rear yard premium service building collection: First living unit, minimum TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $42.96 $45.10 $47.36 $49.72 $52.20 All additional living units, per unit TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $21.48 $22.55 $23.68 $24.86 $26.10 c. Motels, apartment motels, or apartments renting by day or week with commercial containers. In accordance with the schedule in subsection (3)(c)2.a. of this section. d. Commercial buildings of all types such as stores, hotels, factories, filling stations, service establishments and the like with separate water metering for twice weekly collection. (i) Curbside pickup, minimum TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $21.48 $22.55 $23.68 $24.86 $26.10 (ii) Side or rear yard premium service building collection : Two containers, minimum TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $42.96 $45.10 $47.36 $49.72 $52.20 Each additional container TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $14.99 $15.74 $16.53 $17.36 $18.23 (iii) Commercial containers: In accordance with the schedule in subparagraph (3)(c)2.c of this section. e. Each building containing four or more separate business or professional offices and one common water meter. Attachment number 2 Page 23 of 27 24 (i) Curbside pickup: First eight containers TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $89.88 $94.38 $99.10 $104.06 $109.26 Each container in excess of eight TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $13.19 $13.85 $14.55 $15.28 $16.05 (ii) Side or rear yard premium service building collection: First eight containers TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $179.76 $188.76 $198.20 $208.12 $218.52 Each container in excess of eight TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $26.36 $27.68 $29.06 $30.51 $32.04 (iii) Commercial containers: In accordance with the schedule in subparagraph (3)(c)2.c. of this section. 2. Monthly charges for daily commercial (except Saturday, Sunday and holidays) collection for solid waste in prescribed containers. a. Curbside pickup: (i) One container, minimum TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $56.19 $59.00 $61.95 $65.05 $68.30 (ii) Each additional container TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $56.19 $59.00 $61.95 $65.05 $68.30 b. Side or rear yard premium service building collection: (i) One container, minimum * * * * * * * * * * 4. The charges set forth above shall be subject to adjustment for increases or decreases in the dump fee. Uniform increases or decreases shall be recommended by the director of Solid Waste/General Services solid waste and approved by the city manager, and a copy Attachment number 2 Page 24 of 27 25 of the adjusted charges shall be filed with the city clerk. Other increases or decreases shall be subject to approval by the adoption of an ordinance by the city council commission , upon the recommendation of the city manager. 5. Each single-family or multi-family dwelling customer will be allowed up to 4 (four) additional complimentary yard waste pick-ups beyond the once-weekly yard waste collection implicit in 32.281(1)(a), per 12-month period providing the combined yardage of the 4 (four) pick-ups does not exceed a total of 40 (forty) cubic yards during that 12 month period. 6. Waste receptacles excluding residential refuse containers shall be eligible for two cleanings per year at no charge. Any subsequent cleaning shall incur a $100.00 per waste receptacle charge . (d) Recycling. 1. Recovered materials dealer annual application fee (effective 10/1/2007) . . . $57.50 2. Curbside recycling: a. Monthly charges for curbside service for once-weekly collection for each unit: TABLE INSET: Fiscal Year Beginning October 1, 2007 2008 2009 2010 2011 $2.01 $2.07 $2.13 $2.19 $2.44 b. Charge for additional curbside recycling bins or replacement of bins lost or damaged due to negligence shall be: Cost plus $1.15 (effective 10/1/2007) handling charge per bin (one- time charge per delivery). c. Charge for a curbside recycling bin shall be: Cost plus $1.15 (effective 10/1/2007) handling charge. ( c) d. Special collection of recyclables where cCity services a bin at the residence or carries bin to curb, without physician's certification of medical necessity, shall be: Twice the curbside recycling charge. (d) e. Service outside of the municipal limits. Accounts outside the City limits shall be have 110% of a ten percent surcharge assessed over and above the city’s monthly charges for curbside service for once weekly collection for each unit. 3. Monthly charges for multi-family collection of prescribed service initiated before January 1, 1996: a. Service with semi-automated carts: * * * * * * * * * Multi-family complexes serviced with one compartmentalized container cluster of four equates to one three cubic-yard Ddumpster. 4. Monthly charges for once-weekly collection of recyclables at each multi-family complex offered after January 1, 1996, will be for each living unit: TABLE INSET: Effective 10/1/2007 10/1/2008 10/1/2009 10/1/2010 10/1/2011 $1.49 $1.54 $1.59 $1.64 $1.82 Attachment number 2 Page 25 of 27 26 Billing for recycling service offered before June 1996, will commence June 1, 1996. Billing for service offered after June 1, 1996, will commence in the appropriate billing cycle of the month following. 5. Monthly charges for commercial collection represents the target level of commercial recycling from which the Solid Waste/General Services Department solid waste division will flex up or down to be cost-competitive with certified recovered materials dealers (private recycling companies) operating within Clearwater. a. The target level charge for service with semi-automated carts shall be charged on the same basis as rates included in 3.a. b. The target level charge for service with non-compacted commercial containers shall be the same as rates included in 3.b. above. * * * * * * * * * (5) Other miscellaneous charges: * * * * * * * * * * (b) Solid waste roll-off container or waste receptacle service: (i) Private service fees: 1. Permit fee to place or service roll-off containers or waste receptacles (§ 32.292(3)), (effective 10/1/2007) . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $56.50 2. Monthly fee of 15 percent of the gross revenue billed by permit holder Permitee for from the installation, pull, disposal or any servicing of roll-off containers or waste receptacles within the city for the preceding month including roll-off containers installed permanently or and temporarily. For the purposes of this section gross revenues shall include but not be limited to fuel surcharge, overweight or any other charges excluding penalty and/or late charges. (§ 32.293(4)(b)). (ii) Public service fees: 1. Monthly fee of 15 percent of the gross revenue billed by permit holder the City for from the installation, pull, disposal or any servicing of roll-off containers or waste receptacles within the city for the preceding month including roll-off containers installed permanently or and temporarily. For the purposes of this section, gross revenues shall include but not be limited to fuel surcharge, overweight or any other charges excluding penalty and/or late charges. 2. Pull charges. A pull being the hauling, dumping and returning of a roll-off container or waste receptacle one round trip: In the City of Clearwater * * * * * * * * * * 3. Deposits. a. Roll-off container/and or waste receptaclecompactor. A $400.00 deposit will be charged for each roll-off and/or waste receptacle compactor. b. Open top container. A $400.00 deposit will be charged for open top roll-off containers. Service charges will be assessed against the deposit until it is insufficient to cover the next pull and disposal bill. At that time the customer will be required to make a payment on account or replenish the deposit in order to cover the next service billing. bc. The initial deposit may be set at less than the normal two-month level upon determination of being in business for two years or more or otherwise providing satisfactory credit worthiness and by executing a special deposit/payment agreement approved by the director Attachment number 2 Page 26 of 27 27 of Solid Waste/General Services solid waste which provides for a more rapid payment schedule than normal. 4. Billing. Roll-off containers and/or waste receptacle service will be billed for a combination of the pull charge, disposal fee and any other roll-off services rendered. 5. Other service charges. a. Rental. A $3.40 (effective 10/1/2007) per day rental charge will be assessed for containers not pulled and dumped a minimum of once each month. b. Rinse and deodorize (effective 10/1/2007) . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . $24.57 c. Overload charge for any container loaded above the rim (effective 10/1/2007) . . .$56.50 d. Damage. Damage to container will be assessed at actual cost of repair. e. Enforcement. Any charges assessed against a city roll-off vehicle for overweight or overloading will be paid by the customer to whom the container service is provided. f. Malfunction. Containers that are damaged and/or not maintained properly and cannot be dumped will be returned to the owner for repair and a pull charge assessed for the trip. After repair, a second pull charge will be assessed for the pull along disposal fee and other appropriate charges. g. Premium service. Any roll-off container or waste receptacle service required after duty hours or on weekends or holidays where overtime must be paid will be billed to the customer at time and one-half or 150 percent of the established charge. h. Placement or retrieval. A $56.50 (effective 10/1/2007) charge will be assessed for the placement or retrieval of a container requested and not used or returned without an associated pull charge. i. Lease and service rates. Lease and service rates for compactors will be based upon the size, type and installation requirements of the compactor as determined by the director of Solid Waste/General Services solid waste. 6. Charges for roll-off container or waste receptacle service represents the target level of charges for the services rendered from which the Ssolid Wwaste/General Services Ddepartment will flex up or down to be cost-competitive effective while providing the most economical service to customers. * * * * * * * * * Section 3. This ordinance shall take effect immediately upon adoption. PASSED ON FIRST READING ______________________________ PASSED ON SECOND AND FINAL _______________________________ READING AND ADOPTED ____________________________________ Frank V. Hibbard Mayor Approved as to form: Attest: __________________________ __________________________ Camilo A. Soto Cynthia E. Goudeau Assistant City Attorney City Clerk Attachment number 2 Page 27 of 27 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Wastewater Regulatory Trends - Tracy Mercer, Public Utilities Dir. SUMMARY: Review Approval:1) Clerk Wastewater Regulatory Trends Wastewater Regulatory Trends Public Utilities DepartmentPublic Utilities Department March 2009 RECLAMATION FACILITIESRECLAMATION FACILITIES Current WRF OperationsCurrent WRF Operations Permitted Capacity Permitted Capacity 28.5 MGD28.5 MGD Treated Treated Permitted Capacity Permitted Capacity 28.5 MGD28.5 MGD Treated Treated Treated Treated 13.9 MGD ADF13.9 MGD ADF Reclaimed Reclaimed 3.5 MGD ADF3.5 MGD ADF Treated Treated 13.9 MGD ADF13.9 MGD ADF Reclaimed Reclaimed 3.5 MGD ADF3.5 MGD ADF REGULATORY STATUSREGULATORY STATUS IP ProgramIP Program FAC 62FAC 62--625625 GrizzleGrizzle––FiggFigg IP ProgramIP Program FAC 62FAC 62--625625 GrizzleGrizzle––FiggFiggGrizzleGrizzle––FiggFigg FDEP RegulationsFDEP Regulations AWT for dischargeAWT for discharge EPA RegulationsEPA Regulations GrizzleGrizzle––FiggFigg FDEP RegulationsFDEP Regulations AWT for dischargeAWT for discharge EPA RegulationsEPA Regulations REGULATORY STATUSREGULATORY STATUS Public Access Reuse Public Access Reuse SystemSystem FAC Part III 62FAC Part III 62--610610 Public Access Reuse Public Access Reuse SystemSystem FAC Part III 62FAC Part III 62--610610FAC Part III 62FAC Part III 62--610610 Class B Land Application Class B Land Application BiosolidsBiosolids 40 CFR 40 CFR ––Part 503Part 503 FAC Part III 62FAC Part III 62--610610 Class B Land Application Class B Land Application BiosolidsBiosolids 40 CFR 40 CFR ––Part 503Part 503 SkycrestSkycrest MorningsideMorningside SkycrestSkycrest MorningsideMorningside RECLAIMED WATER RECLAIMED WATER EXPANSION PROJECTSEXPANSION PROJECTS RECLAIMED WATER RECLAIMED WATER EXPANSION PROJECTSEXPANSION PROJECTS MorningsideMorningside Coachman Ridge / Coachman Ridge / ChautauquaChautauqua Glen Oaks / PalmettoGlen Oaks / Palmetto Clearwater HarborClearwater Harbor ResidentResident--Initiated AreasInitiated Areas MorningsideMorningside Coachman Ridge / Coachman Ridge / ChautauquaChautauqua Glen Oaks / PalmettoGlen Oaks / Palmetto Clearwater HarborClearwater Harbor ResidentResident--Initiated AreasInitiated Areas RECLAIMED WATERRECLAIMED WATER SYSTEM POTENTIALSYSTEM POTENTIAL RECLAIMED WATERRECLAIMED WATER SYSTEM POTENTIALSYSTEM POTENTIAL Existing CityExisting City--wide Demand =wide Demand = Pinellas County Wholesale =Pinellas County Wholesale = Estimated BuildEstimated Build--out Demand ~out Demand ~ Existing CityExisting City--wide Demand =wide Demand = Pinellas County Wholesale =Pinellas County Wholesale = Estimated BuildEstimated Build--out Demand ~out Demand ~ 3.5 MGD3.5 MGD 3.0 MGD3.0 MGD 10.0 MGD10.0 MGD 3.5 MGD3.5 MGD 3.0 MGD3.0 MGD 10.0 MGD10.0 MGD RECLAIMED WATER FUNDINGRECLAIMED WATER FUNDING POLICIESPOLICIES CurrentCurrent 5050--5050--50505050--5050--5050 50% Participation50% Participation 50% Efficiency50% Efficiency 50% Potable Offset50% Potable Offset RECLAIMED WATER FUNDINGRECLAIMED WATER FUNDING POLICIESPOLICIES By 2010By 2010 5050--6060--50505050--6060--5050 50% Participation50% Participation 60%60%EfficiencyEfficiency 50% Potable Offset50% Potable Offset RECLAIMED WATERRECLAIMED WATER Wet Weather DischargeWet Weather Discharge Well ExemptionsWell Exemptions Increased Funding Efficiency Increased Funding Efficiency Wet Weather DischargeWet Weather Discharge Well ExemptionsWell Exemptions Increased Funding Efficiency Increased Funding Efficiency Increased Funding Efficiency Increased Funding Efficiency Future RestrictionsFuture Restrictions Increased Funding Efficiency Increased Funding Efficiency Future RestrictionsFuture Restrictions Surface Water QualitySurface Water QualitySurface Water QualitySurface Water Quality EFFLUENT REGULATIONEFFLUENT REGULATION FDEP Triennial Review FDEP Triennial Review –– Surface Water Quality CriteriaSurface Water Quality Criteria FDEP Triennial Review FDEP Triennial Review –– Surface Water Quality CriteriaSurface Water Quality Criteria Proposed rule change to Proposed rule change to reduce THMsreduce THMsreduce THMsreduce THMs Potential Solutions Potential Solutions Revised Mixing ZoneRevised Mixing Zone Ultraviolet DisinfectionUltraviolet Disinfection EFFLUENT REGULATIONEFFLUENT REGULATION Total Maximum Daily Loads (TMDL)Total Maximum Daily Loads (TMDL)Total Maximum Daily Loads (TMDL)Total Maximum Daily Loads (TMDL) TOTAL MAXIMUM DAILY LOADS (TMDL) TOTAL MAXIMUM DAILY LOADS (TMDL) Tampa Bay Tampa Bay EPA TMDLEPA TMDL Tampa Bay Tampa Bay EPA TMDLEPA TMDLEPA TMDLEPA TMDL Assessment and Assessment and Allocation Report Allocation Report Stevenson’s CreekStevenson’s Creek Draft FDEP TMDLDraft FDEP TMDL EPA TMDLEPA TMDL Assessment and Assessment and Allocation Report Allocation Report Stevenson’s CreekStevenson’s Creek Draft FDEP TMDLDraft FDEP TMDL Surface Water Discharge Reclaimed Water Local Surface Water Discharge Reclaimed Water Local DISPOSAL OPTIONSDISPOSAL OPTIONS Local Regional Deep Well Injection IPR / GWR Local Regional Deep Well Injection IPR / GWR INDIRECT POTABLE INDIRECT POTABLE RECHARGERECHARGE SWFWMD SWFWMD Feasibility StudyFeasibility StudyFeasibility StudyFeasibility Study Use Reclaimed Use Reclaimed Water for Aquifer Water for Aquifer Recharge in Recharge in Tampa Bay AreaTampa Bay Area Groundwater Replenishment GROUNDWATER REPLENISHMENT GROUNDWATER REPLENISHMENT Clearwater Clearwater Feasibility StudyFeasibility StudyFeasibility StudyFeasibility Study BIOSOLIDSBIOSOLIDS BIOSOLIDS PLANBIOSOLIDS PLAN Truck and Land Applied Anaerobic Digestion Truck and Land Applied Anaerobic DigestionAnaerobic Digestion Dewatering ~17% Solids Anaerobic Digestion Dewatering ~17% Solids SIX YEAR CIP Secondary Digester NEWRF Rehabilitation of Dewatering SIX YEAR CIP Secondary Digester NEWRF Rehabilitation of Dewatering CURRENT BIOSOLIDS PLANCURRENT BIOSOLIDS PLAN Rehabilitation of Dewatering Thermal Dryer Rehabilitation of Dewatering Thermal Dryer CURRENT REGULATORY ISSUESCURRENT REGULATORY ISSUES Cradle to Grave Documentation RMF’s must be Attended Cradle to Grave Documentation RMF’s must be AttendedRMF’s must be Attended Restrictions on Quantity Applied Control of drainage offsite or wetlands onsite RMF’s must be Attended Restrictions on Quantity Applied Control of drainage offsite or wetlands onsite PROPOSED REGULATIONPROPOSED REGULATION Solids: What the future holdsSolids: What the future holds PROPOSED REGULATIONPROPOSED REGULATION Solids: What the future holdsSolids: What the future holds Maximum Site Loading will bring Maximum Site Loading will bring will bring about either: Landfill Fertilizer Grade Production will bring about either: Landfill Fertilizer Grade Production NORTH PINELLAS Regional Solids Dryer Facility NORTH PINELLAS Regional Solids Dryer Facility Local v. Regional Local v. Regional Innovative & Alternative Technologies Innovative & Alternative Technologies Wastewater Regulatory Trends Wastewater Regulatory Trends Public Utilities DepartmentPublic Utilities Department Tracy Mercer, P.U. Director, M.B.A. Nan Bennett, Asst. P.U. Director, P.E. Rob Fahey, Engineering Manager, P.E. Tracy Mercer, P.U. Director, M.B.A. Nan Bennett, Asst. P.U. Director, P.E. Rob Fahey, Engineering Manager, P.E. INTEGRATED WATER MANAGEMENT STRATEGY (IWMS) •CONSERVE our limited water supplies •PRESERVE our drinking water source•PRESERVE our drinking water source •PRODUCE more water from our local sources •PROTECT our coastal environment (maximize reclaimed water use/ reduce discharge to Gulf & Bay) Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Reappoint David Lawrence Jaye in the Business Owner category and Ryley Jeanne Hunter in the Agengy or Government Representative category to the Brownfields Advisory Board with the term to expire May 31, 2013. (consent) SUMMARY: APPOINTMENT WORKSHEET BOARD: Brownfields Advisory Board TERM: 4 years APPOINTED BY: City Council FINANCIAL DISCLOSURE: Not Required RESIDENCY REQUIREMENT: ** MEMBERS: 9 CHAIRPERSON: Joyce Gibbs MEETING DATE: As Called PLACE: Determined when called APPTS. NEEDED: 2 STAFF LIAISON: Diane Hufford SPECIAL QUALIFICATIONS: ** Three members will be Clearwater residents who live within or adjacent to the Brownfields Area; Three members will be owners or representatives of businesses operating in the Brownfields area and need not be residents of Clearwater; Three members will be representatives of federal or state agencies or local governments involved with the Brownfields remediation process within Pinellas County and need not be Clearwater residents THE FOLLOWING ADVISORY BOARD MEMBER(S) HAVE TERMS WHICH EXPIRE AND NOW REQUIRE EITHER REAPPOINTMENT FOR A NEW TERM OR REPLACEMENT BY A NEW APPOINTEE. 1. David Lawrence Jaye – 2856 Shady Oak Ct., 33761 – Original Appointment 05/05/05 Interested in Reappointment: Yes (1st term expires 05/31/09) (Business Owner or Rep.) 2. Ryley Jeanne Hunter – 10275 62nd Cir. N., Seminole, FL 33772 – Original Appointment 05/05/05 Office: 4175 E. Bay Dr., Suite 300, 33764 Interested in Reappointment: Yes (1st term expires 05/31/09) (Agency or Gov. Rep.) THE FOLLOWING NAMES ARE BEING SUBMITTED FOR CONSIDERATION TO FILL THE ABOVE VACANCIES: (No other applications on file) Zip codes of current members: 4 at 33755 1 at 33756 1 at 33761 1 at 33764 1 at 33765 1 at 33782 Cover Memo Review Approval:1) Clerk Cover Memo Attachment number 1 Page 1 of 2 Attachment number 1 Page 2 of 2 Attachment number 2 Page 1 of 2 Attachment number 2 Page 2 of 2 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Reappoint Laurel E. Braswell in the Clearwater Resident category and appoint William R. Grittiths in the Employer's Reprsentative category and Linda Kemp in the Banking/Mortgage Industry category to the Neighborhood and Affordable Housing Advisory Board with the term to expire May 31, 2013. SUMMARY: APPOINTMENT WORKSHEET BOARD: Neighborhood and Affordable Housing Advisory Board (NAHAB) TERM: 4 years APPOINTED BY: City Council FINANCIAL DISCLOSURE: Not Required RESIDENCY REQUIREMENT: N/A (See Special Qualifications) MEMBERS: 7 CHAIRPERSON: Donald F. Brackett MEETING DATE: As Called PLACE: Determined when called APPTS. NEEDED: 3 STAFF LIAISON: Michael Holmes SPECIAL QUALIFICATIONS: Board to have 1 member in each: Real Estate Professional in Connection with Affordable Housing; Clearwater Resident; Residential Home Building Industry; Advocate for Low Income Housing; Not For-Profit Provider of Affordable Housing; Banking/Mortgage Industry; Employer’s Representative. THE FOLLOWING ADVISORY BOARD MEMBER(S) HAVE TERMS WHICH EXPIRE AND NOW REQUIRE EITHER REAPPOINTMENT FOR A NEW TERM OR REPLACEMENT BY A NEW APPOINTEE. 1. Laurel E. Braswell – 1609 N. Myrtle Ave., 33755 - Homemaker Original Appointment – 07/12/01 Interested in Reappointment: Yes (1st term expires 04/30/09) (0) Absences in the past year Clearwater Resident THE FOLLOWING CATEGORIES REQUIRE APPOINTMENTS: Employer’s Representative Banking/Mortgage Industry THE FOLLOWING NAMES ARE BEING SUBMITTED FOR CONSIDERATION TO FILL THE ABOVE VACANCIES: 1. William R. Griffiths – WorkNet Pinellas, 13805 58th St. N., Suite 2-140, Clearwater, FL 33760 - Director of Public Affairs Employer’s Representative 2. Linda Kemp – 4225 38th Ave. S., Unit 63-G, St. Petersburg, FL 33711 – Mortgage Banker Office: Wells Fargo Home Mortgage 5959 Central Ave., St. Petersburg, FL 33710 Banking/Mortgage Industry Zip codes of current members: 1 – 33755 1 – 33759 1 – 33764 Cover Memo 1 – 33765 1 – 33767 Review Approval:1) Clerk Cover Memo Attachment number 1 Page 1 of 2 Attachment number 1 Page 2 of 2 Attachment number 2 Page 1 of 2 Attachment number 2 Page 2 of 2 Attachment number 3 Page 1 of 2 Attachment number 3 Page 2 of 2 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Appoint one member to the Parks and Recreation Board with the term to expire May 31, 2013. SUMMARY: APPOINTMENT WORKSHEET BOARD: Parks and Recreation Board TERM: 4 years APPOINTED BY: City Council FINANCIAL DISCLOSURE: Not Required RESIDENCY REQUIREMENT: City of Clearwater SPECIAL QUALIFICATIONS: None MEMBERS: 7 CHAIRPERSON: Ray Shaw MEETING DATES: Quarterly TBD PLACE: MSB Conference Room 130 APPTS. NEEDED: 1 THE FOLLOWING ADVISORY BOARD MEMBER(S) HAVE TERMS WHICH EXPIRE AND NOW REQUIRE EITHER REAPPOINTMENT FOR A NEW TERM OR REPLACEMENT BY A NEW APPOINTEE. 1. Thomas Fletcher – 1875 Sunset Point Rd., #712, 33765 – Original Appointment 05/17/01 (2) Absences in the past year Interested in Reappointment: Yes (2nd Term expires 05/31/09) THE FOLLOWING NAMES ARE BEING SUBMITTED FOR CONSIDERATION TO FILL THE ABOVE VACANCIES: 1. Candace Gardner – 736 Island Way, Apt. 305, 33767 – Guidance Counselor 2. Gerald J. Thompson – 2666 Cascade Court, 33761 Owner/Coast Brothers Inc./Business Management Zip codes of current members on board: 2 at 33755 1 at 33761 2 at 33764 1 at 33765 1 at 33767 Review Approval:1) Clerk Cover Memo Attachment number 1 Page 1 of 2 Attachment number 1 Page 2 of 2 Attachment number 2 Page 1 of 2 Attachment number 2 Page 2 of 2 Attachment number 3 Page 1 of 2 Attachment number 3 Page 2 of 2 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Adopt Ordinance No. 8022-09 on second reading, rescinding Ordinance No. 5856-95 and 5857-95 regarding certain property located at 1221 and 1256 Bay Avenue, 323 and 325 Pinellas Street and 1225 Reynolds Avenue. SUMMARY: Review Approval:1) Clerk Cover Memo Ordinance No. 8022-09 ORDINANCE NO. 8022-09 AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA, RESCINDING ORDINANCE NOS. 5856-95 AND 5857-95; PROVIDING AN EFFECTIVE DATE. WHEREAS, the City of Clearwater previously adopted Ordinance Nos. 5856-95 and 5857-95, effective December 7, 1995, regarding certain property located at 1221 and 1256 Bay Avenue, 323 and 325 Pinellas Street and 1225 Reynolds Avenue; and WHEREAS, said ordinances were not forwarded to the Pinellas Planning Council for Pinellas County processing, and therefore are not considered legally effective; and it is thus necessary to rescind the comprehensive plan amendment/designation and its accompanying zoning designation in order that they be readopted by means of the proposed Ordinances Nos. 8023-09 and 8024-09; now therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA: Section 1. Ordinance Nos. 5856-95 and 5857-95 are hereby rescinded, and shall be of no further force and effect. Section 2. This ordinance shall take effect immediately upon adoption. PASSED ON FIRST READING _____________________ PASSED ON SECOND AND FINAL _____________________ READING AND ADOPTED ___________________________ Frank V. Hibbard Mayor Approved as to form: Attest: __________________________ ____________________________ Leslie K. Dougall-Sides Cynthia E. Goudeau Assistant City Attorney City Clerk Attachment number 1 Page 1 of 1 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Adopt Ordinance No. 8026-09 on second reading, amending the Community Development Code, Division 11, Public Art and Design Board; providing that City Council shall provide final approval for commission of public artwork. SUMMARY: Review Approval:1) Clerk Cover Memo Ordinance No. 8026-09 ORDINANCE NO. 8026-09 AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA, AMENDING THE COMMUNITY DEVELOPMENT CODE, DIVISION 11, PUBLIC ART AND DESIGN BOARD, SECTION 5-1103, POWERS AND DUTIES; PROVIDING THAT THE PUBLIC ART AND DESIGN BOARD SHALL MAKE RECOMMENDATIONS TO THE CITY COUNCIL FOR THE COMMISSION OF PUBLIC ARTWORK AS REQUIRED IN THE COURSE OF THE CONSTRUCTION OF CITY CAPITAL IMPROVEMENT PROJECTS; FURTHER PROVIDING THAT THE CITY COUNCIL SHALL PROVIDE FINAL APPROVAL OF SUCH COMMISSION OF ARTWORK; PROVIDING AN EFFECTIVE DATE. WHEREAS, City of Clearwater Ordinance No. 7489-05, adopted October 6, 2005, established a Public Art and Design Program and authorized the allocation of certain funds in the construction and renovation of eligible city building projects; and WHEREAS, Ordinance No. 7489-05 (“Ordinance”) also established a Public Art and Design Board (“Board”) to administer the Public Art and Design Program, including the authority to commission public artwork as required under the Ordinance in the construction and renovation of Eligible City Capital Improvement Projects (“City Projects”) as defined therein; and WHEREAS, the City Council of the City of Clearwater now deems it to be in the best interest of the public for the City Council to review recommendations by the Board and provide final approval for the commission of artwork required under the Ordinance for City Projects; now, therefore, BE IT ORDAINED BY THE CITY COUNCIL OF CLEARWTER, FLORIDA: Section 1. Division 11, Public Art and Design Board, Section 5-1103(d) is hereby amended to read as follows: Related to City construction projects, in concert with City staff, is responsible for working with appropriate department in program planning; designating sites; determining project scope and budget; managing the artist selection process; providing recommendation for the commission of artworks; approve design, execution and placement of artworks; and overseeing maintenance of the artworks and the process for removal of artworks from the City’s public art collection. The Public Art and Design Board selects the artwork will review proposed artwork and prepare a recommendation for commission subject to review and approval by City Council. Approvals for purchase are then guided by City purchasing requirements. Section 2. This ordinance shall take effect immediately upon adoption. Attachment number 1 Page 1 of 2 Ordinance No. 8026-09 2 PASSED ON FIRST READING ___________________________ PASSED ON SECOND AND FINAL ___________________________ READING AND ADOPTED ____________________________ Frank V. Hibbard Mayor Approved as to form: Attest: _______________________________ _____________________________ Laura Mahony Cynthia E. Goudeau Assistant City Attorney City Clerk Attachment number 1 Page 2 of 2 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Adopt Ordinance No. 8060-09 on second reading, repealing Articles II and III of Chapter 25, Code of Ordinances relating to taxicabs and public conveyances, renumbering Article IV of Chapter 25, Code of Ordinances; amending Section XII of Appendix A, Code of Ordinances, relating to the fees charged for taxicab and public conveyance permits and vehicular stickers; amending Section XXVIII of Appendix A, Code of Ordinances, relating to the Business Taxes collected for the operation of taxicabs and public conveyances. SUMMARY: Review Approval:1) Clerk Cover Memo Ordinance No. 8060-09 ORDINANCE NO. 8060-09 AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA, REPEALING ARTICLES II AND III OF CHAPTER 25, CODE OF ORDINANCES, RELATING TO TAXICABS AND PUBLIC CONVEYANCES; RENUMBERING ARTICLE IV OF CHAPTER 25, CODE OF ORDINANCES; AMENDING SECTION XIII OF APPENDIX A, CODE OF ORDINANCES, RELATING TO THE FEES CHARGED FOR TAXICAB AND PUBLIC CONVEYANCE PERMITS AND VEHICULAR STICKERS; AMENDING SECTION XXVIII OF APPENDIX A, CODE OF ORDINANCES, RELATING TO THE BUSINESS TAXES COLLECTED FOR THE OPERATION OF TAXICABS AND PUBLIC CONVEYANCES; PROVIDING AN EFFECTIVE DATE. WHEREAS, Articles II and III of Chapter 25, Code of Clearwater, regulate the operation of taxicabs and public conveyances in Clearwater, and Section XIII of Appendix A contains provisions authorizing the Clearwater Police Department to collect fees for inspecting taxicabs and public conveyances and issuing permits; WHEREAS, changes in the business environment and in the development of regional taxi and transportation systems have rendered many of the provisions in Articles II and III of Chapter 25, Code of Clearwater, obsolete; WHEREAS, the Clearwater Police Department no longer has the resources to conduct physical inspections of taxicabs and public conveyances; WHEREAS, no other municipality in the Tampa Bay area conducts physical inspections of taxicabs and public conveyances; WHEREAS, the State Department of Agriculture is responsible for conducting inspections and certifying the accuracy of the taximeter; WHEREAS, there are currently no major taxicab companies operating with a business address within the City of Clearwater; and WHEREAS, a 2008 audit by the City Auditor found that the expenses to administer a taxicab and public conveyance inspection and permit process currently exceed the revenue generated by the fees; now therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA Section 1. Articles II and III of Chapter 25, Code of Ordinances, are hereby repealed; and Article IV is renumbered as Article II. Section 2. Section XIII of Appendix A, Code of Ordinances, is amended to read: XIII. POLICE DEPARTMENT: Attachment number 1 Page 1 of 2 Ordinance No. 8060-09 2 Fees for services provided by the police department: (1) Taxi permits (§ 25.071) (see also PUBLIC TRANSPORTATION CARRIERS) . . …….10.00 (2) Public conveyance permits (§ 25.171) (see also PUBLIC TRANSPORTATION CARRIERS) . . …………………………………10.00 (3) Taxicab/public conveyance vehicle permit sticker . . ………………………………………2.00 (1) (4) Handbill distribution permits (§ 3.41) . . . ………………………………………………10.00 (2) (5) Amusement machine permits (§§7.26, 7.42) . . …………………………………….. ..10.00 (3) (6) Letters of good conduct . . . ……………………………………………………………….5.00 (4) (7) Bank employee I.D. processing . . . ………………………………………………………5.00 (5) (8) Fingerprinting: (a) One card . . . …………………………………………………………………………..5.00 (b) Additional cards, each . . . ……………………………………………………………2.00 (6) (9) Auto accident report copies--(Fee as set by Florida Statute) (7) (10) Event report copies--(Fee as set by Florida Statute) (8) (11) Other report copies--(Fee as set by Florida Statute) (9) (12) Administrative fee for processing background investigation (§29.27) . . . ………….50.00 Section 3. Section XXVIII of Appendix A, Code of Ordinances, is amended to read: XXVIII. BUSINESS TAX: Category No. * * * * * 101.000 TAXICAB first vehicle (See note B and chapter 25, proof of 69.80 insurance with city listed as additional insured party) Plus each additional vehicle 25.20 * * * * * 107.000 TRANSPORTATION SERVICES (public conveyance bus station - 267.70 interstate, chartered, limousine, sightseeing) (See chapter 25, proof of insurance with city listed as additional insured party; see note B) * * * * * Section 4. This ordinance shall take effect immediately upon adoption. PASSED ON FIRST READING _____________________ PASSED ON SECOND AND FINAL _____________________ READING AND ADOPTED ___________________________ Frank V. Hibbard Mayor Approved as to form: Attest: __________________________ ____________________________ Robert J. Surette Cynthia E. Goudeau Assistant City Attorney City Clerk Attachment number 1 Page 2 of 2 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Adopt Ordinance No. 8068-09 on second reading, relating to the neighborhood and Affordable Housing Advisory Board, Amending Article 2, Division 9A, Sections 2.226 through 2.229, Code of Ordinances, decreasing the number of board members from eleven to seven, to be augmented triennially by appointment of four committee members by resolution; amending the powers and duties of the board; providing for triennial appointment of additional board members to serve as the Affordable Housing Advisory Committee and providing for committee powers and duties; providing for the termination of terms for the additional committee members. SUMMARY: Review Approval:1) Clerk Cover Memo Ordinance No. 8068-09 ORDINANCE NO. 8068-09 AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA, RELATING TO THE NEIGHBORHOOD AND AFFORDABLE HOUSING ADVISORY BOARD; AMENDING CODE OF ORDINANCES, ARTICLE 2, DIVISION 9A, SECTIONS 2.226 THROUGH 2.229; DECREASING THE NUMBER OF BOARD MEMBERS FROM ELEVEN TO SEVEN, TO BE AUGMENTED TRIENNIALLY BY APPOINTMENT OF FOUR COMMITTEE MEMBERS BY RESOLUTION; AMENDING POWERS AND DUTIES OF THE BOARD; PROVIDING FOR TRIENNIAL APPOINTMENT OF ADDITIONAL BOARD MEMBERS TO SERVE AS THE AFFORDABLE HOUSING ADVISORY COMMITTEE AND PROVIDING FOR COMMITTEE POWERS AND DUTIES; PROVIDING FOR THE TERMINATION OF TERMS FOR THE ADDITIONAL COMMITTEE MEMBERS; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, Ordinance No. 7981-08 added certain distribution requirements and established the Neighborhood and Affordable Housing Advisory Board as the Affordable Housing Advisory Committee; and WHEREAS, it is advisable to provide that the Affordable Housing Advisory Committee shall be constituted only every three years, as statutorily mandated, and to provide for termination of terms of the Committee following completion of its periodic duties; now therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA: Section 1. Code of Ordinances, Division 9A, Sections 2.226 through 2.229, is hereby amended to read as follows: DIVISION 9A. NEIGHBORHOOD AND AFFORDABLE HOUSING ADVISORY BOARD Sec. 2.226. Creation; membership. (1) There is hereby created and established the Neighborhood and Affordable Housing Advisory Board of the City of Clearwater. (2) The board shall consist of a minimum of seven eleven members, and augmented by four members triennially appointed by resolution of the city council pursuant to Section 2.228(4), who are residents of or conduct work in the city. Members shall be appointed by the city council. The board shall include the following: 1. One citizen who is actively engaged in the residential home building industry in connection with affordable housing. Attachment number 1 Page 1 of 5 Ordinance No. 8068-09 2 2. One citizen who is actively engaged in the banking or mortgage industry in connection with affordable housing. 3. One citizen who is a representative of those areas of labor engaged in home building in connection with affordable housing. 3. 4. One citizen who is actively engaged as an advocate for low-income persons in connection with affordable housing. 5. One citizen who is actively engaged as a for-profit provider of affordable housing. 4. 6. One citizen who is actively engaged as a not-for-profit provider of affordable housing. 5. 7. One citizen who is actively engaged as a real estate professional in connection with affordable housing. 8. One citizen who serves on the local planning agency pursuant to F.S. § 163.3174. 6. 9. One citizen who resides within the City of Clearwater. 7. 10. One citizen who represents employers within the City of Clearwater. 11. One citizen who represents essential services personnel, as defined in the local housing assistance plan. * * * * * * * * * Sec. 2.228. Powers and duties. The board shall have the following powers and duties: The board shall have the following powers and duties: Every three years the board shall review the established policies and procedures, ordinances, land development regulations, and adopted local government comprehensive plan of the city and shall recommend specific actions or initiatives to encourage or facilitate affordable housing while protecting the ability of the property to appreciate in value. The board shall submit a report to the city that includes recommendations on and triennially thereafter evaluates the implementation of affordable housing incentives in the following areas; (a) The processing of approvals of development orders or permits and expedited permitting for affordable housing projects. (b) The modification of impact fee requirements, including reduction or waiver of fees and alternative methods of fee payment for affordable housing. (c) The allowance of flexibility in densities for affordable housing. (d) The reservation of infrastructure capacity for housing for very-low income persons, low-income persons, and moderate income persons. (e) The allowance of affordable accessory residential units in residential zoning districts. (f) The reduction of parking and setback requirements for affordable housing. Attachment number 1 Page 2 of 5 Ordinance No. 8068-09 3 (g) The allowance of flexible lot configurations, including zero-lot line configurations for affordable housing. (h) The modification of street requirements for affordable housing. (i) The establishment of a process by which the city considers, before adoption, policies, procedures, ordinances, regulations, or plan provisions that increase the cost of housing. (j) The preparation of a printed inventory of locally owned public lands suitable for affordable housing. (k) The support of development near transportation hubs and major employment centers and mixed-use developments. The approval by the board of the city's local incentive strategies recommendations and its review of local government implementation of previously recommended strategies must be made by affirmative vote of a majority of the membership of the board taken at a public hearing. Notice of the time, date, and place of the public hearing of the board to adopt final housing incentive strategies recommendations must be published in a newspaper of general paid circulation in Pinellas County. The notice must contain a short and concise summary of the housing incentive strategies recommendations to be considered by the board. The notice must state the public place where a copy of the tentative board recommendations can be obtained by interested persons. Within 90 days after the date of receipt of the housing incentive strategies recommendations from the board, the city council shall adopt an amendment to its local housing assistance plan to incorporate the housing incentive strategies it will implement. In addition, the board may: * * * * * * * * * * (4) Carry out the duties of an advisory committee when and to the extent that an advisory committee may be required for the various state, federal and county housing and community development programs funding the city receives. Every three years, the Board shall sit separately as the Affordable Housing Advisory Committee (AHAC) according to Florida Statute 420.9076. In addition to the seven members, four additional committee members will be appointed by resolution of the city council in the following categories: (1) One citizen who is a representative of those areas of labor engaged in home building in connection with affordable housing. (2) One citizen who is actively engaged as a for-profit provider of affordable housing. (3) One citizen who serves on the local planning agency pursuant to F.S. § 163.3174. (4) One citizen who represents essential services personnel, as defined in the local housing assistance plan. Attachment number 1 Page 3 of 5 Ordinance No. 8068-09 4 The AHAC shall have the following powers and duties: Review the established policies and procedures, ordinances, land development regulations, and adopted local government comprehensive plan of the city and shall recommend specific actions or initiatives to encourage or facilitate affordable housing while protecting the ability of the property to appreciate in value. The board shall submit a report to the city that includes recommendations on and triennially thereafter evaluates the implementation of affordable housing incentives in the following areas: (a) The processing of approvals of development orders or permits and expedited permitting for affordable housing projects. (b) The modification of impact fee requirements, including reduction or waiver of fees and alternative methods of fee payment for affordable housing. (c) The allowance of flexibility in densities for affordable housing. (d) The reservation of infrastructure capacity for housing for very-low income persons, low-income persons, and moderate-income persons. (e) The allowance of affordable accessory residential units in residential zoning districts. (f) The reduction of parking and setback requirements for affordable housing. (g) The allowance of flexible lot configurations, including zero-lot line configurations for affordable housing. (h) The modification of street requirements for affordable housing. (i) The establishment of a process by which the city considers, before adoption, policies, procedures, ordinances, regulations, or plan provisions that increase the cost of housing. (j) The preparation of a printed inventory of locally owned public lands suitable for affordable housing. (k) The support of development near transportation hubs and major employment centers and mixed-use developments. The approval by the board of the city's local incentive strategies recommendations and its review of local government implementation of previously recommended strategies must be made by affirmative vote of a majority of the membership of the board taken at a public hearing. Notice of the time, date, and place of the public hearing of the board to adopt final housing incentive strategies recommendations must be published in a newspaper of general paid circulation in Pinellas County. The notice must contain a short and concise summary of the housing incentive strategies recommendations to be considered by the board. The notice must state the public place where interested persons can obtain a copy of the tentative board recommendations. Within 90 days after the date of receipt of the housing incentive strategies recommendations from the board, the city council shall adopt an amendment to its local housing assistance plan to incorporate the housing incentive strategies it will implement. The appointment of these four (4) additional members shall terminate upon the adoption at the end of each three-year review by the City Council of the amendments to the Local Housing Assistance Plan. Attachment number 1 Page 4 of 5 Ordinance No. 8068-09 5 * * * * * * * * * Section 2. This ordinance shall take effect immediately upon adoption. PASSED ON FIRST READING _____________________ PASSED ON SECOND AND FINAL _____________________ READING AND ADOPTED AS AMENDED ___________________________ Frank V. Hibbard Mayor Approved as to form: Attest: __________________________ ____________________________ Leslie K. Dougall-Sides Cynthia E. Goudeau Assistant City Attorney City Clerk Attachment number 1 Page 5 of 5 Attachment number 2 Page 1 of 1 Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Approve settlement of the case of Mary Albawab v. City of Clearwater, Case No. 08-4093-CI-011. (consent) SUMMARY: Action was brought against the City for injuries to the plaintiff, Mary Albawab, resulting from a collision between her vehicle and a City vehicle. Per Court order, the parties participated in mediation on April 8, 2009. The proposed settlement provides for a cash payment of $37,500.00 to the plaintiff to compensate her for her injuries and damages in exchange for a full release from all past, present, and future liability. Type:Operating Expenditure Current Year Budget?:Yes Budget Adjustment:No Budget Adjustment Comments: Current Year Cost:$37,500 Annual Operating Cost: Not to Exceed:$37,500 Total Cost:$37,500 For Fiscal Year:10/01/08 to 09/30/09 Appropriation Code Amount Appropriation Comment 590-07000-545900-519000 $37,500 Bid Required?:No Bid Number: Other Bid / Contract:Bid Exceptions:None Review Approval:1) Office of Management and Budget 2) Legal 3) Clerk 4) Clerk Cover Memo Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Update on Beach Parking Garage SUMMARY: Review Approval:1) Clerk Cover Memo Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Protection of Shore Birds SUMMARY: Review Approval:1) Clerk Cover Memo Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Other Council Action SUMMARY: Review Approval:1) Clerk Cover Memo Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: APWA National Public Works Week Proclamation SUMMARY: Review Approval:1) Clerk Cover Memo Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: EMS Week Proclamation SUMMARY: Review Approval:1) Clerk Cover Memo Work Session Council Chambers - City Hall Meeting Date:5/4/2009 SUBJECT / RECOMMENDATION: Safe Boating Week Proclamation SUMMARY: Review Approval:1) Clerk Cover Memo