R9S - Discuss Police Staffing and Workload

Discussion Items - R9 S

COMMISSION MEMORANDUM

TITLE:

DISCUSS THE FINDINGS OF THE POLICE PROFESSIONAL PERSONNEL STAFFING AND WORKLOAD ANALYSIS.

RECOMMENDATION

The Administration recommends that the Mayor and City Commission work alongside the Administration to evaluate the findings of the professional personnel workload analysis carried out by Matrix Consultant Group pursuant to Resolution 2024-33285 and consider a plan for implementation to be potentially included in a future budgetary process.

BACKGROUND/HISTORY

At the September 11, 2024 City Commission meeting, at the request of Mayor Steven Meiner, the Mayor and City Commission approved Resolution 2024-33285 (R7 Q) to explore the feasibility and potential benefits of hiring additional professional (civilian) personnel to assist the Police Department with desk work and enhance police visibility, directing an update and presentation at the December 11, 2024 City Commission Meeting.

As requested, the item was discussed at the December 11, 2024 City Commission Meeting where a funding allocation was approved as part of the budgetary process to complete a professional personnel workload analysis through a specialized vendor identified via an Invitation to Quote (ITQ). Nine (9) local and national robust proposals were received ranging in price from $89,000 to the ITQ limit of $100,000 and in timelines varying from three (3) to nine (9) months with a wide scale of professional expertise. After careful and objective consideration, the Administration ranked the proposal submitted by the Matrix Consulting Group as the most appropriate and aligned to conduct the necessary analysis.

ANALYSIS

Pursuant to Resolution 2024-33285, Matrix Consulting Group carried out a six-month staffing and workload analysis with the following parameters:

1. Evaluation of current administrative/desk work duties that could be performed by expert and/or trained professional staff 2. A workload analysis to include reviewing current job descriptions and duties of all personnel 3. Analysis of time allocation of sworn police officers between field operations versus administrative tasks/duties 4. Collection of data and information pertaining to the performance and impact of existing professional Police Department personnel 5. Assessment of estimated cost savings and benefits associated with reallocating certain administrative tasks and duties to professional personnel

6. Considering the potential impact on police visibility and community engagement as a result of the reallocation of administrative tasks and duties to professional personnel 7. Potential recruitment strategies, job descriptions, and necessary qualifications (training) for the hiring of professional staff to perform these administrative tasks/duties 8. Experiences of municipalities that have implemented similar initiatives 9. A final product that includes: a. The current allocation of tasks between sworn officers and professional personnel b. A comparison of the costs for hiring, training, and maintaining sworn officers versus professional personnel (considering factors such as salaries, benefits, training costs, and equipment needs); c. A workflow chart with the existing workflow highlighting the distribution of tasks between police officers and professional staff, and maximizes the use of professional personnel to ensure sworn police officers focus on field operations and community engagement d. The anticipated benefits to the community of relieving sworn police officers of certain administrative tasks and duties by hiring professional personnel (including increased visibility, response time, and community policing) e. Specific recommendations concerning the potential hiring of additional professional personnel f. The identification of various metrics for success including crime rates, response times, and community feedback

Report Findings

The synopsis of the study’s findings as delineated in the presentation (Exhibit A) and final report (Exhibit B) is summarized under the following categories:

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High Level Conclusions

o

Career development and promotions are constrained in many functions because sworn staff are in administrative supervisory and management roles.

o

Many functions that are professionally staffed have not added positions as workloads have grown.

o

There are employee classification issues in the MBPD, where many employees are functioning differently than their assigned classification.

o

There are further opportunities to divert low-priority calls to PSAs.

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Supervision and Management of Support Functions

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Staff to Workload Considerations

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Additional Opportunity for Professional Staffing

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Organizational Issues

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Employee Classification Issues

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Support and Training Needed for Professional Staff

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Public Safety Specialists

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Call Diversion Potential

FISCAL IMPACT STATEMENT

The fiscal impact of implementing desired modifications to the police staffing model is yet to be determined.

CONCLUSION

The Administration recommends consideration of the findings of the professional personnel workload analysis carried out by Matrix Consultant Group for a future budget process as deemed appropriate.

Applicable Area Citywide

Was this Agenda Item initially requested by a lobbyist which, as defined in Code Sec. 2-481, includes a principal engaged in lobbying? No If so, specify the name of lobbyist(s) and principal(s):

Department

Police

Sponsor(s)

Mayor Steven Meiner

Co-sponsor(s)

Condensed Title

Discuss Police Professional Personnel Staffing & Workload Analysis. (Meiner) PD

Previous Action (For City Clerk Use Only)

Deferred on 9/3/2025 - R9 T