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08-09-11 Workshop MeetingCITY COMMISSION ~""~''~' ""''` CITY OF DELRAY BEACH, FLORIDA WORKSHOP MEETING -TUESDAY, AUGUST 9, 2011 A ~~r";rr~reri~_:at;+-r~ 6:00 P.M. CITY HALL FIRST FLOOR CONFERENCE ROOM The Ciry will furnish appropriate auxiliary aids and services where necessary to afford an individual with a disability an equal opportunity to participate in and enjoy the benefits of a service, program, or activity conducted by the City. Contact Doug Smith at 243-7010, 24 hours prior to the program or activity in order for the Ciry to reasonably accommodate your request. Adaptive listening devices are available for meetings in the Commission Chambers. WORKSHOP AGENDA 1. Old School Square Annual Report and Budget Presentation 2. Friends of the Levitt Pavilion Delray Beach Presentation 3. FY 2012 Budget 4. Commission Comments Please be advised that if a person decides to appeal any decision made by the City Commission with respect to any matter considered at this meeting, such person will need to ensure that a verbatim record includes the testimony and evidence upon which the appeal is based. The Ciry neither provides nor prepares such record. MEMORANDUM TO: Mayor and City Commissioners FROM: David T. Harden, City Manager DATE: August 3, 2011 SUBJECT: AGENDA ITEM WS.1 -WORKSHOP MEETING OF AUGUST 9, 2011 OLD SCHOOL SOUARE ANNUAL REPORT AND BUDGET PRESENTATION ITEM BEFORE COMMISSION Old School Square will provide a presentation to Commission regarding their annual report and budget. They are also requesting approval from the City for Old School Square to apply for an alcoholic beverage license. i ~~ ~~-`' ~- ~;~ ,` Old School Square Cultural Arts Center ~~ ~~~ ~ Annual Partnership Report S~h~o+~l Commission Workshop square August 9, 2011 CULTURP,LARTSCENTR Update and Budget Request ~!pTIC7NA,L HISTf~RIC SITE.. Successful Year 1. Programs (a) Crest Theatre (b) Cornell Museum (c) Education and outreach 2. Partnerships (a) OSS uses by the community (b) Programming and education partners II. Financial Stability 1. Where revenues go 2. Change in our endowment management 3. Continuation of the 2006-2011 5-year plan III. Board of Directors 1. Responsibility 2. Reorganization 3. New Commitment IV. Strategic Plan Update 1. Goals for the next 5 years 2. Short-Term initiatives V. OSS Community Forum 1. Goals/Objectives (2 questions) 2. Immediate plans (a) Concert series (b) Museum evenings 3. Community Task Force VI. OSS Request for Partnership Funding 1. No change in our current request 2. Formal request for Alcoholic Beverage License CULTURAL ARTS CENTER NATIONAL HISTC~R[C 5CTE August 3, 2011 To; The Delray Beach City Commission From; toe Gillie, PresidentlCEO, Old School Square Cultural Arts Center Subject; Alcoholic Beverage License On behalf of the Board of Directors of Old School Square, we are respectfully requesting approval from the City of Delray Beach to apply and secure an alcoholic beverage license from the State of Florida Department of Business and Professional Regulation-Division of Alcoholic Beverage and Tobacco. Pursuant to the request, we have provided information sent to us by the Delray Beach City Attorney`s office regarding City Ordinances and our management/lease agreements. Thank you far your consideration and we look forward to a positive response. Please feel free to contact me should you have any questions. Since Yoe Gillie, PresidentlCEO Enclosure Old School Square, Inc. 51 North Swinton Avenue Delray Beach, Florida 33444 Phone {~61) 243-7922 Fax {581) 243-7018 www.oldschooLorg ~` t ~i, ~...~ CITY ATTORNEY'S OFFICE II?{I_f )'H{);ti:1~lSll~~-7(}~('~ ~aL3S1~ ~`f{1:F~Sh1/?';~J-~,75~~~ D~~E,,,L,,,R,,AY BEACH p~j'~~p r~ Jul 6, 2011 m'~ ca iy Y 1 1 ~~~ ~o~~ Peggy Murphy, Center Services Director Old School Square 51 North Swinton Avenue Delray Beach, Fl_ 33444 1NRITER`S DIRECT LINE: 561J243-7fl91 Subject: Sale of Alcohol: t_easelModifications to LeaselManagement Agreement and Ordinance Dear Ms. Murphy: The City's ordinance provides that patrons at Old Schaal Square may consume alcoholic beverages. [City Ord. 113.02{3}]. There are na prohibitions in the Management Agreement or .ease or Amendments thereto that would prohibit Old School Square from selling alcoholic beverages on the site. Please let me know if you need anything further. 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J ~,, ~ ' ~ ~ ~ ,, - ~ ~ rF l~~ - ~ t ' ipllll i 1 ~-+~ „ , IIIV~ ~~ uII v n .~~ ~~ ~~ ,,„uul • F ~ ~ ..~, r `+ , ,, ." , ti . ~ ~,,,~ ~ ~ . } y ~ ~ ,- i~ j `T v' y y ~ ~ ' ` f a : ~ y~ t ~t l , ,~ ~~ ,.+ ' 1 11~ ~~ ~ r I ~ ~,. ~ ~ ~ .~ ~ i~~,a ;._ ,, ~ i T~ . ~ I i '. i ~44 ~~Y. ~ ~~ ~ t' ,. - e i 1 [: ~~q ~~~. ,•': ri: i ~ 1 I I ~ .r ~' ~ .. i I S ~ y jY (. ~ II{ '. ..'.. i fly ky ' MF ~~ } J .. _~ ~ ..J ~ 1 ~ f~ J ~~ ~~ ~ ~. • / ' ili ~ J N ~ `~, ,~ 1 , A~' j . ~ 1~ ~J ;,, , ......, ----~ _ , ~~~~~ ~~ - .. .~ ., ~~ ~ ~ ~, j ,. ~ ., ,, ~ ~~~ ~ ' ''p . , -... - .. , '"` ~ t .~ ~~ . ,,, _ ~ ii~, ~ ~ ~. J ' ~ x ~ ,, - ~ ~ rF ~~ ', ~pllll ` IIIV~~ M ~~ ~ uII ` n ~ ~~ ~~ ,,„uul ~~ .~ ti ~~~ t~ ,. ~~~ ~ ~uu ~~. ..,~... MEMORANDUM TO: Mayor and City Commissioners FROM: David T. Harden, City Manager DATE: August 3, 2011 SUBJECT: AGENDA ITEM WS.2 -WORKSHOP MEETING OF AUGUST 9, 2011 FRIENDS OF THE LEVITY PAVILION DELRAY BEACH PRESENTATION ITEM BEFORE COMMISSION The item before Commission is a presentation from Friends of the Levitt Pavilion Delray Beach on their proposal for a concert series at the Old School Square Pavilion. BACKGROUND The Friends of the Levitt Pavilion Delray Beach have submitted a draft business plan for a concert series and facility renovations for the entertainment pavilion at Old School Square. They are proposing a series of 50 free concerts, and they are proposing to conduct a study to determine what renovations would be needed to the pavilion (possible renovations are listed on page 7 of the attached business plan). The Mortimer Levitt Foundation has committed to provide $400,000 in matching funds for capital improvements for the pavilion and $200,000 toward operating expenses for the first two years, $150,000 in the third year, and $100,000 in the fourth and fifth years. Annual operating expenses are estimated at $350,000 - $400,000. According to business plan, the The Friends of Levitt will ask the City to provide a portion of the matching funds for the pavilion renovation, to allow the renaming of the pavilion, to grant a 25-year exclusive permit to Friends of Levitt for administration and use of the pavilion for performances and special events, to provide maintenance, and to provide security at performances. July, 2011 DRAFT PREPARED BY FRIENDS OF LEVITY DfLRAY BEACH 1.evi#t Pavilion Business Plan DRAFT July, 2011 v.1 Page 1 of 15 TABLE OF CONTENTS overview ..........................................................•-----...-.....................................................3 Mission ..........................................•----------........................................, . ........................... ..3 The Levitt Madel: A PubliclPrivate Partnership .............................................................. ..4 The Proposal ................................................................................................................. ..5 The Renovation ............................................................................................................. ..7 Participating Organizations ............................................................................................ ..8 Fundraising .................. ... ••- --- --- --- --• ................,.............................................. .. 9 Action Plan ..........................•-----•-•------•--.............................,......................... 1D Marketing Plan .....................•-------•.......................,....................,.................... 11 Appendices ........................ .•- --- - • ~ : - • --• ::..::..:....:':........................., ............... 12 4 Levitt Pa~iGon Business Plan DRAFT July, 2011 v.1 Page 2 of 'i5 THE LEVITY PAVILION FOR THE PERFORMING ARTS ' ' AT OLD SCHOOL SQUARE', OVERVIEW Set on the'carnpus' of Old- School Square Cultural'Arts Center irr downtown Delray Beach; the outdoor pavilion was built to enhance the' performance ~enues`o# the Old School Square facility and host a variety of entertainrrient options; It is the central'venue #or events such as Garlic Fest, Asia Fest and Circle on the Square. It was built in 1993 and is'located`oii the Northeast section of the 4 acre campus of which'is positioned in central-Delray Beach'Despite efforts to operate and program the pavilion with ayear- round'cycle of performances, it is underutilized;-requires upgrading of its technology elements -and is dark approximately 300' nights `a year. ` In 2010, the 01d School Square Board of Directors began discussions with The Mortimer Ler-itt Foundation to rer-italize the pavilion. The Levitt Foundation's primary purpose is to use music as a'vehicle to-bring aommun#ty closer together. TFiis-is 'accomplished #hrough`ttie restoration of music band shells in dedicated; open; pubic recreational spaces for the production of annual;'SO-concert performance seriesthat are free and open to the public;' The Old' School Square Pa~ilion'is ideally suited to that purpose. Its location in the vibrant'dawntowrt and diverse section 'of Delray Beach-,`the city's only large=scale outdoor entertainment facility; and the Historical significance of the campus make this an incomparable setting not onlyforfree, family-oriented outdoor concerts, but far bringing the citizens of Delray Beach and`ttie entire South Palm Beach County area together through music. MISSION Today, The Mortimer l_e~itt Foundation'("the'Le~itt`i=oundat-on"), the' City`of Delrajr ' Beach ("the City"}; The Board'of Directors of Old' School Square; and Friends of the ' "' Levitt Pa~ilian Delray Beach ("Friends of Levitt"}, a group of local supporters, are working together to revitalize the pavilion, and to establish and manage an annual, .free concert series there. This series would be a diverse mix of family-friendly, professional ,- ,. performances designed to: a ' Entertain; `enrich and inspire the fives of children and families -.. o Bring people together in the park by providing "music wrth i~o bairriers" `open air, open seating and open to the public with no admission charge;` no gates or'othei- barriers; literally ai~'d figuratively. o Build community by drawing together a diverse mix of people from Delray ,. Beach anal Paln~'BeachCour~ty= o Enrich the`Delray'arts scene-through the.quality of #he`performances`and character'of the sefiting': _ . o Enhance Delray's image as an arts &` music capital, by'revitalizing otir largest outdoor venue for free, public performances. ' _. Letitt Paviiio~ Business Plan ~IiAFT ,fuly, 2011 u.1 Page 3 of 15 THE LEVITY MODEL: A PUBLICIPRIVATE PARTNERSHIP The renovation ar~d orsgoing'operations will be jointly funded by the Levitt Foundation, the City, and the community -through the fundraising efforts,af Friends of the Levitt ._ ,; Delray Beach ("Friends of Levitt"). The pavilion would be renamed The Levitt Pavilion for the Performing Arts at Old School Square and will feature 50 live, outdoor concerts a year to take place in Aprill:MaylJune ; and OctoberlNovemberl December. The renovation process and program will be based on a successful, model, developed in Westport; CT, Harrisburg,:. PA; Arlington, TX,;Los , . Angeles, CA, Memphis, TN, and Pasadena; CA by the Levitt Foundation and brought to Defray Beach through this unique,pubic/private partnership.:: .. _ _ o The Lewitt Foundation has committed to providing $9 :2 million dollars in matching Bands for renovations and support of the program during its first five years; as well as a successful: model:-for restoration and operations...: , The Levitt Foundation: serves as an active partner in providing guidance and direction, and provides long-term funding to send the facility's executive staff to sanctioned. music and industry conferences. . 0 1=riends of the Leviti€ Delray Beach, through, its Board of Directors and partnership with OId,School Square Board of Directors, is charged with managing. the restoration.and developing a concertseries;._managing:.the: Levitt season. performances; hiring: an Executive ©irector to oversee , ongoing: day-to-day operations; serving as liaison with the: Levitt Foundation and the;Gity; and raising matching funds through corporate partnerships, foundation, individual sponsorships, and:.grants;:and hosting at leasttwo major fundraising events per year:-~ . Moving 1=onward The Friends of Levitt task force is now-being formed and in the; process:of working with.. many downtown` Delray entities ingested, In the commercial and arts -iitality of the city. , Funding Goals In the early stages of partnership with the Levitt Foundation, the Friends of Levitt ©elray Beach are working. to raise $250,000- $$50,000. The funds would come from private and government funding in; order to pursue the renovations of the pavilion and,:make it suitable for professional outdoor performances. ,The Levitt Foundation commits to investing up to $400,000 in matchingfunds for capital improvements of the s#ructure. In addition, based on the Levitt model, we estimate annual operating expenses will average,approximately $350,000- $45.0,000: Oj' that, $200,000 a year will be provided by the Leriitt Foundation for the first 2 years of operation, $,1:.50,400 in the third year, and $100,000 for years 4 and 5. Friends. of Levitt have an annual goal to raise at least $350,000 to fund ongoing operations.,. Levitt Pavilion Business Plan ©RAFT , Jt~iy, 201'[ v.1 Page 4 of 15 Long-term, Friends of Levitt must raise sufficient funds to achieve independence from Levitt Foundation funding at the completion of 5 years. Our goal is to develop a program that will entertain; enrich; and inspire the citizens of Delray Beach, and to build a stronger sense of community.. ~y awakening the outdoor pavilion- V11e hope to accornplish`this during the Levitt Concert Series through a variety' of music and performances that will`be'in'clusive, inriitt~g' and'enterfaining '`` It's time to expand'the'successful'activities`already occurring on the Cld School-Square site to the outdoor pavilion. Through the generosity the Levitt'Foundation we have the ability to leverage''our' local efforts ancl'help bring our community together through a free, family-friendly music series. In'order to acheve'this goal, we need your'support: A DELRAY BEACH TREASURE Old School `Square Cultural Arts Center, located in'the heart of charming downtown Delray Beach; was`created thanks to'the determination`of alocal group of`citizer~'s who saved the 1913 Delray Elementary and 1925 Delray High School buildings from ` demolition after they were abandoned by the Palm Beach County School District in the mid 1980's. Over $T million was raised to restore and re-adapt the facilities for use as a museum and theafre. The center is iyn the National Regster`of Historic Places arid' serves as a gathering place for thecammunlty. '' The 4-acre campus of Old School Square contains four different buildings that serve a variety of purposes in delivering arts education and professional performances to the community: Cornell Museum, Crest Theatre and Building, The Vintage;Gymnasium artd the Entertainment Pavilion. Completed.in early 2402, the. 41cf School Square Ente~tainmer~t'Pa~ilon is a performance facility with concession building and covered loggias surrounding; an open,- grassy area. It hosts a variety of community festivals and events.. Levilt Pavilion Business Plan DRAFT July, 2011 v.1 Page 5 of 16 THE LEVITY MODEL ; , , The basic concert program will consist of a series of 5i7 free concerts--all outdoor, ami y- rlen Y, pro ess~ona a ormances. p :. The Levitt..-Concert Season -Music under the Stars -would include . 0 50 concerts a year, freeto the public.-beginning within 2 years ;, :; a All family=friendly programming a An equitable:sp.lit of;pe.rformances between national acts, regional acts and professional local performers.:.. o . Twp performance seasons,. with concerts consisting of 5 - fi -weeks of programming, each with ~-5 performances per week o~ early evening and nne afternoon- children's 9Q-minute concerts. o Programming nights with dedicated themes, such as "Thursday -Americana Music", "Friday -Soul, Rhythm & Blues w/ a little Gospel":and."Saturday.-, ; Musics Latina" o A season program that reflects the cultural and. ethnic mix of the community- including such styles as Blues, Musica'Latina (including Salsa), Cajun & Zydeko, ,:. ,. Jazz, Bluegrass,::R&B, Big Band, Gospel, Soul and Folk a. Two annual fundraising concerts or events: In add~tEOn and without interference of regularly scheduled events in Delray; The Levitt Pavilion at Old 'School Square would continue fo'tie the host facility for a variety of major. festivals and activities, all of which have access to the enhanced production' cornpanents provided for by The Levitt Foundation's capital grants. COMMUNITY BUILDING The Levitt Concert Series is specifically aimed at finding common ground for a diverse audience throu~l~ music; and wilE draw from all areas'of the county: We'hope to raise - awareness and encourage'participation from all surrounding-communities; `and`draw an audience stemmed from the'di~ersity bf laelray Beach; Boyntorf Beach, Boca Raton and the remainder of Palm Beach County. On any given Saturday, downtown Delray Beach is overflowing with area,.residents- .: representing this broad mix of ethnic, cultural and racial backgrounds. The OS5 Pavilion's location; pravicfes aunique opportunity to enrich the iiyes of families who-lack access to live; performances,: and a chance to bring people together:.:: The primary purpose of the revitalized Levitt Pavilion gill be to serve the entire community and to build community across cultural boundaries, using music as a v~ray to find a common ground. Music wi#h no barriers. Levitt Pavilion Business Plan DRAFT , July, 2011 v.1 Page 6 of 15 THE RENOVATION Friends of Levitt-will conduct a study to determine what renovations would be needed fo best serve the City, Old School'Square, and'the Friends of Levitt: These renovations would include work necessary'to restore tfie'2002`pa~flion to a modern-day per#ormance' venue, preserving its character and that of the surrounding landscape, and .making it a . valuable community asset. The renovation may involve: o' Installing 3 dressing rooms and upgrading 2 backstage bathrooms; "one of which : ,. will''contain a sf~ower. o `Installing large screens,to accommodate sponsor'logo images and general ;. information: o Removing the existing concessions and bathroom building. o Re-grading the land for famify-friendly outdoor lawn .seating for approximately 1,50Q people... o Installing Several penGh'seating-areas far the efcierly and handicapped. ; ..' o ~ Installing State-of=the~arf souhd and lighting systems that are integrated into the facility,, and. installing audience light[ng for safety and navigability. o `Supplementing andlar renovating existing restrooms to `complywith. ADA requirements. In addition, special. attention will be paid. #o bringing the pavilion up to-the hig-hest. environmental standards, perf6rmance quality standards and` modern=day standards for handicapped access. That inctudes' Le~ift Pavilion Business Plan DRAFT July, 2011 v.1 Page 7 of 15 PARTICIPATING ORGANIZATIONS Four organizations are working in partnership: the ,City of Delray Beach, the .Mortimer Levitt Foundation; Old Schoo! Square Cultural Aims Center and representing the local community; the Friends. of Levitt Pavilion. De{ray Beach, lnc_ ~~ City'of Delray , The pavi[ion is set on City of Delray Beach property and part of the Old School Square campus., The city's involvement is crucial to the success of the pCalect. In 2011, the Friends of Levitt Delray Beach'will"seek to sign "are agreement with the City of Delray Beach to permit the renovations and a usage lease agreement with the City of Delray Beach and%or Olcl` School Square that enables Friends 'of Levitt to move forward' with programming and fundraising..., , Friends of`Levitt Delray Beach will ask The City to agree to: o Provide a portion:of the required matching funds for renovation of tl3e Pavilion. o Allovu the renaming of the Pa~ilFOrt ``The Levitt Pavilion`for the Performing'Arts at Old School` Square." o Grant a twenty five-year exc{ustve permit to Friends of Levitt for the' administration and use'of the Levitt`Pavilian for'performances and spec{al events, including private income-generating #unctions to support the Pavilion during speci#lc calendar windows during. the, year. o Maintain the pariiliorti, outbuildings, adjacent parklantfs and necessary parking, ... `o" Provide official security sta#Ffor Levitt Pavilion `performances.`' °` The Mortimer Levitt Foundation The Levitt Foundation serves`as catalyst for mobilizing the local community by providing matching fu'nds,'a'successful model and guidelines, and an act{ve partnership far creating and operating the concert program:: Levitt Fauntlation support includes. o Up to $400,000 in matching'grar~t funds for capital expenditures associated with rehabilitating the existing band shell, o An additional $800,000 matching grant, payable over five years in reducing increments a year, to fund the annual free 50-concert series. The balance of operating funds must be raised by locat private donations, sponsorships, and other means. Levitt Foundation Background In 1973 the first Levitt Pavilion for the Performing Arts opened on the banks of the Saugatuck River in Westport, CT, #ree to the public. The Mortimer Levitt Foundation was created with a primary purpose of establishing and supporting Levitt Pavilions across the U.S. In 2003, Levitt Pavilions opened with free evening concert series far family audiences in Pasadena, CA. Pavilions are currently operating in Los Angeles, Arlington, TX, and Memphis and Westport, CT. A successful model, these Levitt Pavilions are created through apublic-private partnership involving the Levitt Foundation, city government and active local supporters who become the guiding force behind each pavilion. The ultimate goal of every Levitt Pavilion is to provide a broad assortment of free music to entertain, educate, enrich and inspire the lives of children and families. !n the process, Levift Pavilion Business Plan 17f2Ai=7 July, 2011 v.1 Page 8 of 15 the experience of shared music helps build a stronger sense, of community and opens avenues of communication/cooperation across culfures and neighborhoods.' Friends of Levitt: The Community's Role . Friends of Levitt Pavilion Delray Beach, Inc. is not-for-profit corporation #orrned to: o Plan and manage renovation. of th.e OSS Pavllion: o Raise. and. manage funds to produce 50 #ree concerts and 2 major fundraisers. o Administer and manage the Levitt Concert Series: o,. Act as primarily liaison.with.City of Delray,Beach! OId School Square .ant! the Mortimer Levitt Foundation. - A Diverse and Dynamic Board {Still in development) Governance The board operates through six primary committees: 1) GovernancelHR Committee, 2)' Executive Committee, 3) Finance, 4) MarketinglPublic Relations, 5) Pavilion BuildinglGraunds, and 6) Programming. The Board will hire an ExecutiVe`'Director to oversee the day-to-day operations of the Friend of Levitt Delray Beach 501 c3 and manage the le~itt`Concert Series. ,: Community Support To date, Friends of Levitt Task Force has met with The Delray Beach Charrber of Commerce, Old School Square Board of Directors, Kiawanis of Delray Beach, and conducted'a community workshop in December of`2010.`Sharon Yaziawski, Executive' Director`of ttie national organization, Levitt Pavilions; and Liz Levitt Hirsh; President of MLF, made a formal presentation to the 42 people in attendance and ans'wer'questions° Representatives from the CRA, CCC, Chamber, City Commission, Old School Square, Destination Delray, Avenue Creative, and others attended. FUNDRAISING Goals Friends of Levitt is seeking to raise $400;000 for capital irriprovernents to the pavilion and grounds area. Beyond that, Friends of Levitt is committed to raising an additional $200,000-$400,004 annually to match the contributions of the MLF and support operating costs. Objectives Develop and maintain strong working relationships with major'donors,`arts`cultural and musical organizations, sponsors, local businesses and neighbors, building ownership and involvement at all levels. Develop and maintain strong leadership in the Board of Directors, having a plan and carrying the vision forward. Develop strong administrative program of support. Develop strong donor program, slang with volunteer program to help staff concerts and conduct fundraising. Levitt Pavilion Business Plan RAPT July, 2011 v.1 Paga 9 ~f 15 Methods Friends of Levitt plans to raiso funds'#hhough several proven methods: o Cash and`#rade sponsorships #rom`corporations,'busiresses; and local media: o Develop an endowment fund through private giving_to provide: dedicated funding.,. for. future, needs. o Pass the hat at local free concerts: o Donations and.. grants from individuals and charitable foundations. o' Ain'annual'public benefit concert that would involve a paid admission_ o An annual ticketed fundraising event. o` Oporate concessions at all ptbllcerents and pti~ate events where appropriate. o Equipment rental for appropriate publiclprivate events: ACTION PLAN Progress to, date As of June 2011, Friends of Levitt Delray Beach has establishecl,a tasleforce charged, with the negotiations of lease agreement, development of Board of Directors, creation of the 501 c3 certification, and securing funding to meet the initial requirements of the Mortimer Levitt. Foundation: In addition; Fiends of,Levitt has met-with key community and neigllhorhood groups, ; . government officials and other:various nonprofits in the; effort to secure funding and: solid partnerships: 2011 July-Sep Secure agreement with City of Delray, Old School Square; FOL Delray and MLF. Sep-Apr (2p12) Build-FOI_ Baard of Directors) secure.fundingl create renovation Levift Pavilion Business Plan DRAFT July, 2011 v.1 Page 10 of 15 MARKETING PLANS The Marketing plan will include the following: • Public Relations Grassroots Marketing • Advertising • Internet Marketing Public Rotations Conveying the message through specific media will be a key component of the public relations campaign. The strategy will include continuous news releases and desk side briefings to generate awareness and support. Grassroots Marketing Word of mouth will series as the best and most sustainable means of promoting the free family-oriented concerts within different segments of the community. Partnerships with other non-profits, neighborhood associations, churches and businesses will help carry the awareness of the concerts. Advertising The inaugural year will include a significant media buy on local radio and newspapers. Opportunities for any in-kind ad~erfiising would be explored through billboards, banners, etc. Internet Marketing A frequently updated website and monthly e-newsletter will help build communication with your audience and potential supporters. The website wi#I be the clearinghouse for information about the organization and the concert series. I_evi#t Pavilion Business Plan ~IRAFT July, 2011 v.1 Page 11 of 15 APPENDICES Levitt Pavilion Business Plan DRAFT July, 2011 v.1 _ Page 12 of 15 SAMPLE SERIES PROGRAM Levitt Pavilion Business Plan DRAFT July, 2011 v.1 Page 13 of 15 Sample Operating Budget- years 1 & 2 INCOME Support Furfds ffam MLF 200,000 ©onatians Other/Sponsorships: 100,000 ' Special Fundraising Events -net 36,000 Donations GrantslFoundationsllndividual 90,QOQ Food & Merch. Concession Income 1 QOt)0 Equipment Rentalfncome - 4,D00 Total Support $>44Q,000 EXPENSES Concert Production .:.Talent 110,000 Production staff 35,000 Security D City fees & insurance 5,000' Photography & media 1,000'." 1=quipment rentallpurchase 5,000 Canfingency 10,000. Performance Hospitality 3,000 Hotel 8~ Travel.. (taEent) 20,000' Concession costs 3,000 Total Concert Production 197,Ofl0 Personnel Executive ©irector 50,000 Assistant ' 30,000 Development Director 45,000 ..Payroll Taxes 10,000 Health Insurance '.1.(},000 Warl<man's Comp 2,000 PayrolVBookkeepng Service 3,000 ~'otai Personnel 150,QQQ Advertising, Publicity and Outreach Advertising. 1.5,000 Collateral, printing; Mailings, Promo Iterrrs -12,000 Website administration 5,Op0 Dues & Subscriptions 1,000 Total advertising, publicity, & outreach 33,Qpp evi avE ion Business Plan DRAFT July, 2011 v.1 Page 14 of 15 General Operating & Start Up Accounting & Tax S,flOfl Legs! 1,000 Computer Expenses 1,000 Software additions & upgrade 1,000 Insurance (D&OlOffice Liability) 3,000 Office supplies 3,000 Postage 1,000 Utilities 3,000 Rent (office space) 12,000 Website Development 5,000 Conferences ~ Travel 5,000 Telephonelin#ernet connection 2,000 Bank fees 3,OOD Meetings (f&b) 1,000 Graphic Design (logo) 5,000 Computers/ Office Equip 5,000 Total Gen Op & Start Up 56,QQQ TOTAL EXPElYSES $44Q,QQQ Levitt Pavilion Business Plan pRpF7 July, 2011 v.1 Page 15 of 15 MEMORANDUM TO: Mayor and City Commissioners FROM: David T. Harden, City Manager DATE: August 5, 2011 SUBJECT: AGENDA ITEM WS.3 -WORKSHOP MEETING OF AUGUST 9, 2011 FY 2012 BUDGET ITEM BEFORE COMMISSION 1. Special Event and Miscellaneous Grant Requests 2. Final Report Police Operations and Data Analysis BACKGROUND A review committee, comprised of staff members and the chair of the Financial Review Board has reviewed all requests for support of Special Events and for Miscellaneous Grants. Their recommendations are attached for Commission discussion and possible changes. After any adjustment the Commission may wish to make, the finalized list will be placed on the August 16 agenda for Commission approval. Also attached is the final report from ICMA on our Police Operations. Staff will briefly review the major points in the report and outline how we propose to proceed with evaluation and implementation of its recommendations. ,~ ~ ~-e c, j; ,' ~.,' TO• D 'd T H d C' M avi ar en, ity anager r=°tk ,~`?j~ FROM: obert A. Barcinski, Assistant City Manager ~/ ~'~,~ ~~~~ ~~ DATE: July 25, 2011 SUBJECT: Special Event and Miscellaneous Grant Requests FYll-12 /Committee Recommendations The review committee consisting of Lula Butler, David Boyd, Doug Smith and Ms. Christina Pearce met on Friday, July 22, 2011 and have completed their recommendations for FY11-12 funding. A copy of the recommendations and other information is attached. All applicants made a presentation at this meeting and then the committee reviewed each request and agreed to final recommendations. The overall recommended total for both Special Events requests and Miscellaneous Grants is about 2.4% lower than last year. The Committee recommended the same amount of funding for Special Events requests as it did in FY10-11. An increase in funding was recommended for the 4th of July, due to the contract increase with Grucci Fireworks and a decrease of funding for the Delray Beach Historical Society. Funding was not recommended for any organization that was not funded in FY10-11. If you have any questions, please let me know. Attachments cc: David Boyd Lula Butler Lisa Herrmann Christina Pearce Doug Smith U:\wwdata\Adm Services Memos\Memo to DTH re Special Event and Misc Grant FY11-12 Budget Req Recommendations.doc FY11-12 Special Events, Miscellaneous Grants Other Grants Budget Recommendations Special Events FY09-10 FY10-11 FY11-12 FY11-12 Oreanization Amt Received Amt Received Requests Recommend AVDA 5K Walk $ 1,350.00 $ 500.00 $ 1,500.00 $ 500.00 DMC -Christmas Tree $ 22,500.00 $ 22,500.00 ~ $ 25,000.00 $ 22,500.00 MLK Celebration $ 450.00 $ 450.00 $ 500.00 $ 450.00 Sister Cities $ _ 1,800.00 $ 700.00 $ 1,000.00 $ 700.00 SUBTOTAL $ 26,100.00 $ 24,150.00 $ 28,000.00 $ 24,150.00 Misc Grants Economic Development Director Share (25%) $ 22,500.00 $ 22,500.00 $ 22,500.00 $ 22,500.00 Achievement Center $ 23,750.00 $ 22,750.00 $ 25,000.00 $ 22,750.00 _ Boys & Girls Club $ 28,500.00 $ 25,000.00 $ 35,000.00 $ 25,000.00 EPOCH $ 33,250.00 $ 31,000.00 $ 50,000.00 $ 31,000.00° Friends of Sandoway House $ 22,800.00 $ 20,000.00 $ 25,000.00 $ 20,000.OQ DMC -Fireworks $ 38,000.00 $ 35,000.00 $ 38,000.00 $ 38,000.00 AVDA $ - $ 1,500.00 $ - $ - Volen Center $ - $ - $ 25,000.00 $ - Drug Abuse Foundation __ $ - $ - $ 40,000.00 _ $ - Delray Beach Historical Society $ - $ 30,000.00 $ 40,000.00 $ 24,000.00 Museum of Lifestyle & Fashion History $ - $ - $ 15,000.00 $ - SUBTOTAL $ 168,800.00 $ 187,750.00 $ 315,500.00 $ 183,250.00 GRAND TOTAL $ 194,900.00 $ 211,900.00 $ 343,500.00 $ 207,400.00 U:\xldata\FY11-12 Special Events, Misc Grants, Other Grants Budget Recommendations to City Mgr.xls FY 11-12 Special Events, Miscellaneous Grants Budget Requests Summary Information SPECIAL EVENTS: A. AVDA SK Run 1. City Sponsored/Co-Sponsored: YES NO_X 2. Commission Goal Met: None 3. FUND USE: To improve and promote AVDA's llt~' Annual SK event and increase community awareness of AVDA's services. 4. FY11-12 Estimated Budget: Revenues: $54,000 estimate Expenses: $14,310 estimate Net: $39,690 5. % Request/Budget: 10.5% 6. Other Funding Sources: Sponsors, registration fees, other contributions. 7. Tax return or Audit Report YES_X_ NO_ Net increase cash FY10 $41,634 8. Economic Impact: No information provided. 9. Other: City discounts for overtime services in 2010 - $1,985, Estimate 2011 - $1,020 B. Delray Beach Marketing Cooperative Christmas Tree 1. City Sponsored/Co-Sponsored: YES_X_ NO 2. Commission Goal: Meets goal #2 Expanded Downtown and goal #3 Expanded/ Diversified Local Economy 3. FUND USE: To help pay costs for putting up Christmas tree; electrical and steel erecting companies, other construction and program costs. 4. FY11-12 Estimated Budget: Revenues: $176,700 estimate Expenses: $174,325 estimate Net: $2,375 5. % RequestBudget; 14.3% 6. Other Funding Sources: Sponsors, retail sales, other donations. 7. Tax return or Audit Report YES NO_X_ DMC was not a 501(c)(6) until May, 2010. Prior to May, DMC was a voluntary organization made up of representatives from the Chamber of Commerce, DDA, CRA, and the City. The DMC operated under the Chamber of Commerce umbrella. Audit for 16 months will be completed after 9/30/11. 8. Economic Impact: $5,290,941 per National Arts and Economic Prosperity Calculator. 9. Other: City discounts for overtime: N/A City event. U:\wwdata\Special Event Request\FY11-12 Special Events, Miscellaneous Grants budget Requests Summary Information.doc FY 11-12 Special Events, Miscellaneous Grants Budget Requests Summary Information Page 2 of 7 C. Martin Luther King, Jr. Holiday Celebration 1. City Sponsored/Co-Sponsored: YES_X_ NO_ 2. City Commission Goai: Meets goal #5 Community Unity 3. FUND USE: Supplies, cake, trophies, and ribbons 4. FY11-12 Estimated Budget: Revenues: $1,200 estimate Expenses: $1,200 estimate 5. % of Budget Requested: 41.6% 6. Other Funding Sources: Donations from churches, fraternal civic and social organizations and private individuals. 7. Tax Return or Audit Report: YES _ NO _X_ This is a voluntary board and is not incorporated as anon-profit organization. 8. Economic Impact: No data D. Delray Beach Sister Cities: 1. City Sponsored/Co-Sponsored: YES_X_ NO_ (Staff support provided) 2. City Commission Goals: Meets goal #5 Community Unity 3. FUND USE: Help off-set administrative costs, annual dues to Sister Cities International, preparation tax returns. 4. FY 11-12 Estimated Budget: Revenues: $34,660 estimate Expenses: $34,660 estimate Net: $0 5. % of Budget Requested: 2.9% 6. Other Funding Sources: Dues, fundraisers and grants. 7. Tax Return or Audit Report: YES _X_ NO 8. Economic Impact: N/A 9. Other: Fund Balance 4/30/11: $42,018 II. Miscellaneous Grants: A. Share of Economic Development Director Salary 1. Commission Goal Met: #3 Expanded Downtown and #4 Expanded/Diversified Local Economy. 2. City Owned Property: N/A 3. Contract/Agreement: City committed to enter into a 2-year agreement with the CRA for this position on 7/7/11, starting 10/1/11. 4. FUND USE: Covers 25% of Economic Development Director Salary. 5. Total Budget: $90,000 6. % Budget Requested: 25% U:hvwdata\Special Event Request\FYl 1-12 Special Events, Miscellaneous Grants budget Requests Summary Information.doc FY 11-12 Special Events, Miscellaneous Grants Budget Requests Summary Information Page 3 of 7 7. Other Funding: 75% from CRA 8. Tax Return or Audit Report: YES _ NO _ N/A _X_ B. Achievement Center: 1. Commission Goal: Meets goal #6 Quality Educational Opportunities 2. City Owned Property: YES NO _X 3. Contract/Agreement: YES _ NO _X 4. FUND USE: Support operation of direct services for toddlers and pre-school children, after and out of school care for elementary and middle school children, extended Day Care at the Village Academy, Teen and Middle School children program at Village Academy, adults and parents of VA students for adult education. 5. Percent of Budget Requested: .88% 6. Percent Delray residents served: 98% 7. FY 11-12 Budget: $2,842,000 8. Other Funding Sources: Foundations private grants other fiindraising; Child Care Food Program, Family Central, United Way, Other City ($52,000), Parent fees, Children Services Council, Head Start and Interest Earnings. 9. Tax Return or Audit Report Submitted: YES _X_ NO _ Net cash increase 2010 $227,980 C. Boys and Girls Club: 1. Commission Goal: Meets goal #6 Quality Education Opporhnities 2. City Owned Property: YES _ NO _X 3. Contract/Agreement: YES _ NO _X_ 4. FUND USE: Help offset operating costs at the Delray Beach facility which includes tutoring and homework help, mentoring, leadership programs, drug/alcohol prevention programs, teen pregnancy, youth violence and other educational programs. 5. Percent of budget requested: 3.6% 6. Percent Delray Beach Residents Served: 100% (200 daily) 7. FY 11-12 Budget: $982,172 8. Other Funding Sources: United Way, Fundraisers, Private Foundations, Florida Department Education Grant. 9. Tax Return or Audit Report Submitted: YES X_ NO _ Increase net Assets: $456,683 D. EPOCH/S.D. Spady House: 1. Commission Goal: Meets goals #5 Community Unity and #6 Quality Education Opportunities 2. City Owned Property: YES X NO _ 3. Contract/Agreement: YES _X_ NO _ (Lease Agreement) 4. FUND USE: Used to support operating costs and exhibits, annual cultural festival, after school programs, other educational programs. 5. Percent of Budget Requested: 9.1% U:\wwdata\Special Event Request~FYl 1-12 Special Events, Miscellaneous Grants budget Requests Summary Information.doc FY 11-12 Special Events, Miscellaneous Grants Budget Requests Summary Information Page 4 of 7 6. Percent of Delray Beach residents served: 56% 7. FY 11-12 Budget: $550,494 8. Other Funding Sources: CRA, other Federal, State, and County grants, fundraisers, sponsors and donors, membership dues, interest earnings. 9. Tax Return or Audit: YES X NO Net cash decrease $21,955 E. Friends of Sandoway House; 1. Commission Goal: Meets goal #6 Quality Educational Opportunities 2. City Owned Property: YES _X_ NO (City leases from County and subleases to Sandoway) 3. Contract/Agreement: YES _X_ NO _ (Lease Agreement) 4. FUND USE: Used for operating costs and educational programs. 5. Percent of Budget Requested: 20.2% 6. Percent of Delray Beach residents served: 75% 7. FY 11-12 Budget: $124,000 8. Other Funding Sources: Fundraisers, private foundation grants, memberships, admissions, other corporate grants, and other donations. 9. Tax Return or Audit Report: YES X NO _ 2009 Tax Return F. Delray Beach Marketing Cooperative (4t1i of July) 1. City Sponsored/Co-Sponsored: YES_X_ NO_ 2. City Commission Goal: Meets goals #2 Expanded Downtown and #3 Expanded/Diversified Local Economy 3. FUND USE; To pay for Fireworks show 4. FY 11-12 Estimated Budget: Revenues: $92,500 Submitted prior to knowing FY10-11 actual expenses, which Expenses: $76,700 will be approximately equal to revenues. 5. % of Budget Requested: 41% 6. Other Funding Sources: Sponsorships, donations. 7. Tax Return or Audit Report: YES _ NO _X_ DMC was not a separate 501(c)(6) until May 2010. Prior to this date, DMC operated tinder the umbrella of the Chamber of Commerce. A 16 month audit will be completed after the ending of the fiscal year ending 9/30/11. 8. Economic Impact; $2,910,250 9. Estimated Attendance: 50,000 - 99,000 G. Mae Volen Center: 1. Commission Goal Met: None 2. City Owned Property: YES _ NO _X 3. Contract/Agreement: YES_X NO (To provide senior services to the Western Community Center when built.) 4. FUND USE: To provide support for transportation program. U:\wwdata\Special Event Request\FYl 1-12 Special Events, Miscellaneous Grants budget Requests Summary Information.doc FY 11-12 Special Events, Miscellaneous Grants Budget Requests Summary Information Page 5 of 7 5. % of Budget Requested: 1.6% 6. Percent of Delray Beach Residents Served: 33% 7. FY 11-12 Budget: $1,527,013 8. Other Funding Sources: Donations, United Way, Older Americans Act, Palm Beach County, City of Boca Raton 9. Tax Return or Audit Report: YES X_ NO - Net decrease cash $702,099 H. Drug Abuse Foundation of Palm Beach County: 1. Commission Goal Met: None 2. City Owned Property: YES NO _X_ 3. Contract/Agreement: YES _ NO _X_ This organization by contract, between the City and Chris Evert Charities, receives 50% of the sponsor payment made by the City to the Chris Evert Tournament. FY 10-11 amount $23,100. 4. FUND USE: To support residential treatment services and the Medical Detoxification Program. 5. % of Budget Requested: 2.5% 6. Percent of Delray Beach Residents served; 12% 7. FY 11-12 Budget: $1,600,876 8. Other Funding Sources: Palm Beach County, Department of Children and Families, PBC Criminal Justice Academy, United Way, Client fees, Dept. of Agriculture, PBC Sheriff's Office, and Drug Court. 9. Tax Rehirn or Audit Report: YES _X_ NO - Net Cash Flow: $179,045 I. Delray Beach Historical Society, Inc. 1. Commission Goal Met: Meets goal #1 Top Quality Services Valued by Citizens 2. City Owned Property: YES X_ NO - 3. Contract/Agreement: YES _X_ NO - The City is a party to the Palm Beach County grant received for the Hunt House. Per terms of the grant, if the Historical Society goes out of business, the City would have to operate the Archives Room or reuse site for other recreational or cultural purposes. 4. FUND USE: To main building of the Cason Cottage Complex, operate Archives Room on a part time basis and other operational expenses. 5. % Budget Requested: 72% Based on budget submitted 57% Based on application amount 6. Percent of Delray Beach Residents Served: 75% 7. FY 11-12 Budget: Revenues: $32,000 Expenses: $55,504 Balance: ($23,504) without City fitnding 8. Other Funding Sources: Fundraisers, donations and memberships 9. Tax Return or Audit: YES X NO U:\wwdata\Speciat Event Request\FY11-12 Special Events, Miscellaneous Grants budget Requests Summary Information.doc FY 11-12 Special Events, Miscellaneous Grants Budget Requests Summary Information Page 6 of 7 Net Income FY through Apri12011 $44,441 Tax Return submitted for 2008 U:\wwdata\Special Event Request\FYI 1-12 Special Events, Ivfiscellaneous Grants budget Requests Summary Information.doc FY 11-12 Special Events, Miscellaneous Grants Budget Requests Summary Information Page 7 of 7 J. Museum of Lifestyle and Fashion History: 1. Commission Goal Met: None 2. City Owned Property: YES _ NO _X_ 3. Contract/Agreement: YES _ NO _X 4. FUND USE: Help support costs of bus tour expenses as well as presenting educational workbooks for Children's math bus tour. Tour once per month. 5. % of Budget Requested: 67% 6. Percent of Delray Beach Residents served: 50% per application 7. FY 11-12 Budget: Revenues: $22,400 with City Grant $ 7,400 without City Grant Expenses: $22,400 8. Other Funding Sources: Corporations, private donors, admissions/tour fees. 9. Tax Return or Audit Report: YES NO X_ (copy 8868 Extension request) U:\wwdata\Special Event Request\FY11-12 Special Events, Miscellaneous Grants budget Requests Summary Information.doc Draft Criteria /Priorities Funding Special Events 1. City Sponsored or Co-Sponsored event. 2. Meets one (1) of City Commission six (6) goals. 3. Fund no more than 50% of budget for City Sponsored or Co-Sponsored event. 4. Fund no more than 25% of budget for other events / requests 5. Economic Impact. Criteria /Priorities Funding Miscellaneous Grant Requests 1. Meets one (1) of City Commission six (6) goals. 2. Priority to City owned or leased properties. 3. Priority if there is a contract/agreement or commitment from City to fund. 4. Fund no more than 25% of total program budget request. 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V T >, L U j V a N C i C N ~ U ~n'a• ~ ~ Cn O C~ C O E 3 n ~~ - Z Q _ (6 O° 'C ?~ C N D] C S C s A.o m o > O 0 ~ N ~ ~~oo ~~ >- a O~^~~o X ~ ~ a o~~¢N m~ o H t W • . + > o•~ Z o p N X W uj W no o a-a a~ l11 to W a im ~~ m Q uoi~ ~-a ~ m °X'm m ~ 'r F' U N a~ •~ .~' u U ~ ~ ~a~o W~~U N ~ I- U > •~ Q Y a "a a~m~t6xo ~ ~ M J F- U ° u' -a a U c v C ~ c °v~~cc ~ooa~o ' a W - UF-- o a W - w ^ >_ a w - ^ ~U mUJ =GL[OZZU ~ - , ~ , ® r N M '~t Sri ~ ~ ~ N M d' to ~ r N c+i ~i' u7 c0 ~" r N ~_ r Q. ~ ~, ~~~V If::: III ~~~ ~; II: ICMA Background The International City/County Management Association (ICMA) is the premier local government leadership and management organization. Since 1914, ICMA's mission has been to create excellence in local governance by developing and advocating professional local government management worldwide. ICMA provides an information clearinghouse, technical assistance, training, and professional development to more than 9,100 city, town, and county experts and other individuals throughout the world. ICMA Center for Public Safety The ICMA Center for Public Safety team helps communities solve critical problems by providing management consulting support to local governments. One of the ICMA Center for Public Safety services' areas of expertise is public safety services, which encompasses the following areas and beyond: organizational development, leadership and ethics, training, assessment of calls for service workload, staffing requirements analysis, designing standards and hiring guidelines for police and fire chief recruitment, police/fire consolidation, community-oriented policing, and city/county/regional mergers. These performance indicators have developed from decades of research and are applicable in all communities. For that reason, comparisons of reports reveal similar reporting formats, but each community's data are analyzed on an individual basis by the ICMA specialists and uniquely represent the compiled information for that community. ICMA Project Contributors Thomas J. Wieczorek, Director, ICMA Center for Public Safety Leonard A. Matarese, Director, Research & Project Development Dov N. Chelst, Director, Quantitative Analysis James Gabbard, Senior Public Safety Consultant James E. McCabe, Senior Public Safety Consultant Ryan Davies, Assistant Project Manager Police Operations and Data Analysis Report, Delray Beach, Florida 2 Table of Contents I. Executive Summary .............................................................................8 II. Methodology ...................................................................................... 9 A. Data Analysis .................................................................................. 9 B. Interviews ....................................................................................... 9 C. Focus Groups .................................................................................. 9 D. Document Review ............................................................................ 9 E. Operational/Administrative Observations .......................................... 10 F. Implementing the Report's Recommendations ................................... 10 III. Background .................................................................................... 11 A. Operational and Administrative Observations .................................... 11 B. Delray Beach Demographics ............................................................ 11 C. Uniform Crime Report/Crime Trends ................................................ 12 IV. Operations Analysis and Recommendations ........................................ 16 A. Community Patrol Division .............................................................. 16 2. Patrol Deployment ....................................................................... 21 3. Demand Management .................................................................. 32 4. POP Unit ..................................................................................... 37 B. Community Response Division ......................................................... 38 C. Investigative Division ..................................................................... 41 1. Investigative Section ................................................................... 42 2. Evidence Unit .............................................................................. 44 3. Crime Scene Unit ........................................................................ 45 4. Crime Analysis Unit ..................................................................... 45 5. Facilities, Vehicles, and Equipment ................................................ 46 D. Support Division ............................................................................ 47 1. Jail/Prisoner Booking Facility ......................................................... 47 2. Communications ......................................................................... 47 Police Operations and Data Analysis Report, Delray Beach, Florida 3 3. Information Technology Unit ........................................................ 48 4. Records/PINS Section .................................................................. 49 5. Training ..................................................................................... 50 6. Community Affairs ....................................................................... 51 7. Accreditation .............................................................................. 52 E. Administrative and Personnel .......................................................... 53 1. Senior Management Positions and Organizational Structure ............. 53 2. Labor-Management Relations ....................................................... 54 3. Organizational Communications .................................................... 54 4. Rules, Regulations, Policies, and Procedures ................................... 56 F. Summary ...................................................................................... 58 V. Data Analysis ................................................................................... 59 A. Workload Analysis .......................................................................... 60 B. Deployment ................................................................................... 81 C. Response Times ............................................................................. 94 1. All Calls ...................................................................................... 95 2. High-Priority Calls ..................................................................... 100 Appendix A ........................................................................................ 102 Police Operations and Data Analysis Report, Delray Beach, Florida 4 Tables Table 1. Calls for Service, 2010 .............................................................. 33 Table 2. Events per Day by, Initiator ....................................................... 63 Table 3. Events per Day, by Category ..................................................... 64 Table 4. Calls per Day, by Category ........................................................ 66 Table 5. Calls per Day, by Initiator and Months ........................................ 68 Table 6. Calls per Day, by Category and Months ....................................... 70 Table 7. Primary Unit's Average Occupied Times, by Category and Initiator. 72 Table 8. Number of Responding Units, by Initiator and Category ................ 74 Table 9. Number of Responding Units, by Category, Other-initiated Calls .... 75 Table 10. Calls and Work Hours per Day, by Category, February 2010........ 77 Table 11. Calls and Work Hours per Day, by Category, August 2010 .......... 79 Table 12. Average Response Time Components, by Category .................... 98 Table 13. 90th Percentiles for Components, by Category ........................... 99 Table 14. Average Dispatch, Travel, and Response Times, by Priority ....... 100 Table 15. Crime Rates per 100,000 Population, 2009 .............................. 102 Table 16. City Rank, Crime Rates per 100,000, 2009 .............................. 103 Table 17. Delray Beach Crime Rates per 100,000 Population, 1999-2009.. 104 Police Operations and Data Analysis Report, Delray Beach, Florida 5 Figures Figure 1. Delray Beach Crime Rates: 1999-2009 ...................................... 14 Figure 2. Patrol Saturation Index, February 2010, Weekdays ..................... 28 Figure 3. Patrol Saturation Index, February 2010, Weekends ..................... 28 Figure 4. Patrol Saturation Index, August 2010, Weekdays ........................ 29 Figure 5. Patrol Saturation Index, August 2010, Weekends ....................... 29 Figure 6. Percentage Events per Day, by Initiator ..................................... 63 Figure 7. Percentage Events per Day, by Category ................................... 64 Figure 8. Percentage Calls per Day, by Category ...................................... 66 Figure 9. Calls per Day, by Initiator and Months ....................................... 68 Figure 10. Calls per Day, by Category and Months .................................... 70 Figure 11. Average Occupied Times, by Category and Initiator ................... 72 Figure 12. Number of Responding Units, by Initiator and Category ............. 74 Figure 13. Number of Responding Units, by Category ............................... 75 Figure 14. Percentage Calls and Work Hours, by Category, February 2010.. 77 Figure 15. Percentage Calls and Work Hours, by Category, August 2010..... 79 Figure 16. Deployed Officers, Weekdays, February 2010 ........................... 82 Figure 17. Deployed Officers, Weekends, February 2010 ........................... 82 Figure 18. Deployed Officers, Weekdays, August 2010 .............................. 83 Figure 19. Deployed Officers, Weekends, August 2010 .............................. 83 Figure 20. Deployment and Other-Initiated Workload, Weekdays, February 2010 ................................................................................................... 85 Figure 21. Deployment and Other-Initiated Workload, Weekends, February 2010 ................................................................................................... 85 Figure 22. Deployment and Other-Initiated Workload, Weekdays, August 2010 ................................................................................................... 86 Figure 23. Deployment and Other-Initiated Workload, Weekends, August 2010 ................................................................................................... 86 Figure 24. Deployment and Main Workload, Weekdays, February 2010....... 88 Police Operations and Data Analysis Report, Delray Beach, Florida 6 Figure 25. Deployment and Main Workload, Weekends, February 2010....... 88 Figure 26. Deployment and Main Workload, Weekdays, August 2010 ......... 89 Figure 27. Deployment and Main Workload, Weekends, August 2010 ......... 89 Figure 28. Deployment and All Workload, Weekdays, February 2010.......... 91 Figure 29. Deployment and All Workload, Weekends, February 2010.......... 91 Figure 30. Deployment and All Workload, Weekdays, August 2010 ............. 92 Figure 31. Deployment and All Workload, Weekends, August 2010 ............. 92 Figure 32. Average Response Time, by Hour of Day, for February 2010 and August 2010 ........................................................................................ 95 Figure 33. Average Response Times, February 2010 ................................. 97 Figure 34. Average Response Times, August 2010 .................................... 97 Figure 35. Average Response Times and Dispatch Delays for High-Priority Calls, by Hour ..................................................................................... 101 Police Operations and Data Analysis Report, Delray Beach, Florida 7 I. Executive Summary ICMA was commissioned to review the operations of the Delray Beach Police Department (DBPD). While this analysis covered all aspects of the department's operations, particular focus was on identifying the appropriate staffing of the agency given its workload, community demographics, and crime levels. We utilized operations research methodology to analyze departmental workload and compared that workload to staffing and deployment levels. We reviewed other performance indicators, which allowed us to understand service implications on current staffing. We reviewed the department's organizational design to determine if the various functions of a modern police agency were staffed appropriately. The study incorporated several distinct phases: data collection, interviews with key police and administration personnel, on-site observations of the job environment, data analysis, comparative analyses, alternatives and recommendations, and submission and oral briefings. Based on our review, it is our opinion that the DBPD is a highly professional, well-managed police agency. We found no serious deficits in the department. ICMA staff thanks the city and police administrations of Delray Beach for their assistance in completing this project. In particular, ICMA commends City Manager David Harden and Police Chief Anthony Strianese for their enthusiasm and cooperation with ICMA staff regarding documentation requests and the overall project. Police Operations and Data Analysis Report, Delray Beach, Florida 8 II. Methodology A. Data Analysis This report utilizes numerous sources of data to support conclusions and recommendations for the Delray Beach Police Department. Information was obtained from the FBI Uniform Crime Reporting (UCR) Program, Part I crimes, crime and police officer head counts, and numerous sources of DBPD internal information, including data mining from the computer aided dispatch (CAD) system for information on calls for service (CFS). B. Interviews The study relied extensively on intensive interviews with DBPD personnel. On- site and in-person interviews were conducted with all division commanders regarding their operations. Similarly, the Police Benevolent Association representatives were also interviewed to get an understanding of the labor- management climate in the DBPD. C. Focus Groups A focus group is an unstructured group interview in which the moderator actively encourages discussion among participants. Focus groups generally consist of eight to ten participants and are used to explore issues that are difficult to define. Group discussion permits greater exploration of topics. For the purposes of this study, focus groups were held with representatives of the department. D. Document Review ICMA consultants were furnished with numerous reports and summary documents by the Delray Beach Police Department. Information on strategic plans, personnel staffing and deployment, evaluations, training records, and performance statistics were provided to ICMA. Police Operations and Data Analysis Report, Delray Beach, Florida 9 E. Operational/Administrative Observations Over the course of the evaluation period, numerous observations were conducted. These included observations of general patrol, special enforcement, investigations, and administrative functions. ICMA representatives engaged all facets of department operations from a "participant observation" perspective. F. Implementing the Report's Recommendations ICMA's conclusions and recommendations are a blueprint for both the city and police administrations. The city administration should have periodic meetings with the DBPD to ensure that ICMA's recommendations are implemented. It is strongly recommended that the chief identify and task one individual with responsibility for implementing these recommendations. This person should establish a liaison with the chief of police and should be given the authority and responsibility to effectuate the changes recommended. This includes ensuring the recommendations are executed in a timely fashion and evaluating the department's progress every six months for efficiency, effectiveness, and performance. All of ICMA's recommendations are practical and sensible and should be implemented by the police administration within a reasonable period of time. If the city desires, ICMA can provide a service to periodically review, monitor, and reevaluate the department's progress and ensure that the recommendations are implemented properly. If the police administration continues to have difficulty implementing the recommendations, ICMA can assist with implementation. Police Operations and Data Analysis Report, Delray Beach, Florida 10 III. Background Policing involves a complex set of activities. Police officers are not simply crime fighters whose responsibilities are to protect people's safety and property and to enhance the public's sense of security. The police have myriad other basic responsibilities on a daily basis, including preserving order in the community, guaranteeing the movement of pedestrian and vehicular traffic, protecting and extending the rights of persons to speak and assemble freely, and providing assistance for those who cannot assist themselves. The Delray Beach Police Department provides a full range of police services, including responding to emergencies and calls for service, performing directed activities, and solving problems. A. Operational and Administrative Observations The Delray Beach Police Department has 158 sworn officers and 78 civilian employees serving a population of approximately 60,000. The community of Delray Beach is vibrant with a bustling downtown area, popular beaches, and a diverse residential community. Both the city and the police department are dedicated to the principles of community policing, and the department strives to provide a high level of service to the Delray Beach community. B. Delray Beach Demographics When determining the appropriateness of the deployed resources-both current and future-a key factor for consideration is the demographic characteristics of the community. According to the U.S. Census Bureau, the city's total area is 15.89 square miles, of which 15.37 square miles is land and 0.52 square miles is water. The racial makeup of the city is estimated to Police Operations and Data Analysis Report, Delray Beach, Florida 11 be 65.7 percent white, 9.5 percent Hispanic, 28.0 percent African-American/ Haitian-American, 1.8 percent Asian, and 2.4 percent other race. C. Uniform Crime Report/Crime Trends As defined by the UCR Program, Part I crimes (collectively known as Index crimes) are the major crimes used to measure the extent, fluctuation, and distribution of serious crime in geographical areas. Part I crimes are the most serious violent and property offenses: murder and nonnegligent manslaughter, forcible rape, robbery, aggravated assault, burglary, larceny- theft, arson, and motor vehicle theft. In 2009, the City of Delray Beach reported 4,036 Part I crimes, compared with 4,203 in 2008, fora 4 percent decrease. Appendix A displays the crime rate for seven Part I crimes for 2009 and puts the reported crimes into proper context. In addition to raw numbers, serious crime is converted to a rate per 100,000 residents and compared with Florida cities of similar size to Delray Beach, as well as national and state crime rates. This exhibit demonstrates that the rate of serious crime in Delray Beach is relatively high. Among the ten cities in Florida presented, Delray Beach has the fourth highest rate of violent crime. Additionally, the violent crime rate is more than double the national rate and more than 50 percent higher than the violent crime rate in Florida. Similarly, Delray Beach has a relatively high property crime rate, ranking third highest out of the ten cities. According to the data in Appendix A, the property crime rate of 5,316 crimes per 100,000 residents is 258 percent higher than the national average and 205 percent higher than the state average. Larceny in Delray Beach is the highest reported crime and the one crime that drives the overall rate of crime in the community. In 2009, Delray Beach's larceny-theft rate was 3,794.1 per 100,000 residents; this represented 60.7 percent of all serious crime. Since 1999, the rate of larceny in Delray Beach Police Operations and Data Analysis Report, Delray Beach, Florida 12 has decreased by 29.2 percent, from 5,357.1 larcenies per 100,000 reported larcenies in 1999 to 3,794.1 in 2009. Figure 1 below depicts the violent crime and property crime trends in Delray Beach from 1999 through 2009. As the figure illustrates, property crime has decreased substantially since 1999, from a rate of almost 8,000 crimes per 100,000 residents to around 5,300 crimes in 2009. Although the overall rate of property crime has decreased since 1999, the trend over the last five years is fairly stable, even increasing. Since property crime is the most frequent crime in Delray Beach and exists at a stable rate substantially higher than the national, state, and comparison city rates, it deserves considerable attention from an organizational and managerial perspective. Similarly, violent crime has remained relatively stable, fluctuating around 1,000 crimes per 100,000 residents for the last decade. And here again, the rate of violent crime is much higher than the national and state averages and on the higher end of the comparison cities selected for this analysis. It is recognized that the DBPD has made great strides in improving the character of the community and addressing serious crime, but much more needs to be done and the aggressive approach to violent crime must be continued. Police Operations and Data Analysis Report, Delray Beach, Florida 13 Figure 1. Delray Beach Crime Rates: 1999-2009 Additionally, Delray Beach can be compared to other cities in Florida by rank- order of crime rates based on information taken from the FBI UCR Crime Report Crime in the United States and from cities of similar size. For this analysis, Boca Raton, Boynton Beach, Coral Springs, Hollywood, Jupiter, Lake Worth, Melbourne, North Miami Beach, and Palm Beach Gardens were used for comparison. It should be noted that population sizes range from 35,500 (Lake Worth) to 141,579 (Hollywood). This analysis is not intended to compare Lake Worth or Hollywood with Delray Beach as a community. It is simply meant as an illustration of the crime in Delray Beach and how it compares with other communities with regard to rates of crime. Using the data from Appendix A, rankings are constructed to demonstrate the order from highest to lowest in several categories of serious crime. A "1" in Appendix A indicates the location had the highest rate of crime for that category among the benchmark cities. Similarly, a "10" in the table represents the lowest amount of crime in that category among the cities. Police Operations and Data Analysis Report, Delray Beach, Florida 14 Examination of the relative ranks of the cities indicates that Delray Beach is ranked sixth in murder, third in rape, third in robbery, and fourth in aggravated assault, for an overall ranking of fourth in violent crime. Also, Delray Beach is ranked fourth in burglary, second in theft, and fourth in auto theft, for an overall ranking of third in property crime. When these rankings are combined, it shows Delray Beach has the third highest rate of serious crime of the cities chosen. In general, Delray Beach is a relatively high-crime community. Also, according to the demographic data, Delray Beach has affluent areas and impoverished areas as well as a diverse community. Delray Beach is also the home to a high concentration of residential drug rehabilitation centers and is a vibrant tourist location. The combination of these factors means that a community policing style of police service combined with aggressive enforcement would be appropriate for Delray Beach. The DBPD appears to be well suited to deliver this combination of policing styles. This report now turns to the various elements of the DBPD and an assessment of those elements in context with prevailing industry standards and best practices. Police Operations and Data Analysis Report, Delray Beach, Florida 15 IV. Operations Analysis and Recommendations A. Community Patrol Division The DBPD provides the community with a full range of police services, including responding to emergencies and calls for service (CFS), performing directed activities, and solving problems. The DBPD is aservice-oriented department providing a high level of service to the community. This approach to policing in Delray Beach has created what can accurately be called a "culture of service" because this orientation is noticeable throughout the department. Time and time again, it was reported to the ICMA team that no call is considered too minor to warrant a response and no case is too small to warrant an investigation. From the command staff to the rank-and-file officers, this approach was demonstrated on numerous occasions. The result of this policing philosophy is the delivery of high-quality and comprehensive policing services to the Delray Beach community. It also has the hallmark of a small-town approach to policing, in which people are not just citizens but members of a community. Service is personalized, the police are part of the fabric of the community, and expectations for police service are high. This approach is not without costs, however. In order to maintain the small- town approach, considerable resources are necessary. The patrol division must be staffed with enough officers to respond to virtually every call placed to the DBPD, and the investigative division must be prepared to investigate every case that presents itself. From conversations with DBPD officers of all ranks, it's clear that the community of Delray Beach expects this level of service, and the DBPD is structured to deliver this level of service. Currently, this does not present an urgent problem, as the DBPD is appropriately staffed. Police Operations and Data Analysis Report, Delray Beach, Florida 16 As the community grows, however, it will be necessary to make critical decisions regarding the continuation of this approach. The decision will be "Do we continue to police the community in afull-service mode?" compared to "What steps can we take to restructure demand and still promote order and strive to be a low-crime community?" to sustain this high level of police service or take steps necessary to manage it. Essentially, this is a political decision regarding the quantity and quality of police services offered to the Delray Beach community. But quality doesn't need to suffer because of quantity. Our recommendations offered regarding operations, if implemented, will permit the DBPD to continue the full-service model of policing and run the agency more efficiently while keeping personnel resources stable into the foreseeable future. 1. Strategic Planning Recommendations: To address all types of community crime, traffic, disorder, and problematic locations, the DBPD should embrace astrategic-planning approach. This approach should culminate with written planning documents that integrate all units of the DBPD and which should be evaluated on a frequent and regular basis. The DBPD must engage in a strategic planning process, which involves a thorough analysis of the problem, development of a plan, and implementation and evaluation of that plan. It also involves identifying strengths, weaknesses, threats, and opportunities for improvement, along with goals, objectives, strategies, and tactics to achieve results. Specific strategic plans must be created for problem crime, disorder, and community problems. From a crime perspective, larceny is the most common UCR Part I crime occurring in Delray Beach. It is also a crime that is difficult to address, although recent statistics indicate that larceny levels have Police Operations and Data Analysis Report, Delray Beach, Florida 17 fluctuated during the last five years. The DBPD response to the crime of larceny is also ripe for a strategic planning approach. Again, strategic planning begins with a thorough analysis of the crime. Times, days, locations, types of property stolen, hot spots, frequent offenders/known recidivists, wanted persons, and so on must all be identified at frequent and regular intervals. Armed with this information, a coordinated and integrated plan must be created that involves all elements of the DBPD. For example, the role of patrol officers and detectives must be clearly established. Community service officers, public information officers, prosecutors, and dispatchers all must have responsibilities in addressing these offenses. And these roles, tasks, and responsibilities must be driven by the information presented. During the site visit, the ICMA team was fortunate to observe a CompStat meeting. CompStat was pioneered in the New York Police Department as a management approach to reducing crime. CompStat relies on the accurate gathering of intelligence, developing plans, executing those plans, and evaluating the success or failure of those efforts. Largely misunderstood as crime mapping and/or crime analysis, the CompStat process has tremendous potential to reduce larceny in Delray Beach. Our observations indicate that the current model of CompStat implemented in the DBPD is more like crime analysis than crime management. The crime analysis function in the department is excellent. The data is gathered, processed, and disseminated effectively, and the department has state-of-the-art technology employed to map crime. The problem rests in the development of a strategic focus: developing, implementing, and evaluating tactics and strategies specifically targeted at multiple categories of crime. For example, larceny is the crime with the highest frequency in Delray Beach. It is also one of the most difficult to police. Crime maps show a high Police Operations and Data Analysis Report, Delray Beach, Florida 18 concentration of larceny in the downtown area. Clearly, the high concentration of people and the attractiveness of the targets make this a likely location to perpetrate this crime. Additionally, officers at all ranks and assignments suspect that this category of crime is largely committed by residents of the numerous drug rehabilitation centers that are sited in Delray Beach. Residents of these facilities are considered to be a factor in larceny for many reasons, but are largely protected by privacy regulations associated with their treatment. Routine Activities Theory is a theory of crime that asserts when there is a convergence of suitable targets, motivated offenders, and a lack of capable guardians, crime will occur. In the case of larceny, there appears to be suitable targets and motivated offenders. The DBPD must change the balance of this equation by ensuring capable guardians in the form of increased patrols, public awareness, or crime prevention measures in the locations where this crime happens. Within the context of CompStat, the crime of larceny would receive the highest priority from a management perspective. Crime analysis should evolve into criminal intelligence so the DBPD can determine not just where the crimes are occurring, but when (days and times of the week), by whom, what property is being stolen, what is happening to the property once it has been taken, who the most likely offenders are, what measures are being taken to keep offenders in check, and so on. A much more thorough, quick, and deliberate analysis of information and creation of actionable intelligence leading to an immediate deployment of resources will shorten the cycle between crime and arrest. A shorter cycle leads to greater efficiency and fewer crime occurrences. It also lessens the possibility that good police work is left up to the individual motivation of certain officers or, worse, chance, and instead relies more on the deliberate Police Operations and Data Analysis Report, Delray Beach, Florida 19 actions of the entire department. The outcome will undoubtedly be a more robust response and fewer incidents of thefts in Delray Beach. Elements of a strategic plan regarding thefts might include the following: • Deployment and activity of patrol and specialized units in hot spots • Monitoring of repeat/known offenders • Interrogating all persons arrested for any form of theft to learn motives, tactics, associates, etc. • Identifying and monitoring pawn shop/fencing locations Public education programs and public service announcements Performing sting operations • Establishing heightened prosecution programs for shoplifting and other theft offenses • Working closely with private security • Working with building and property managers to provide greater physical security measures Pickpocket or other training The unique elements of the Delray Beach community need to be considered in developing such a plan. The common denominators, however, are that such a plan would need to be based on a thorough analysis of the crime, involve all facets of the DBPD (in other words, it is not a patrol plan or an investigative plan), and be evaluated regularly. Progress must be tracked and tactics changed in response to changing conditions. The plan must also be written and distributed to all personnel involved. Strategic plans can be created and implemented for other community problems as well. This process can be repeated for every major crime, disorder, and problematic location in Delray Beach. It is a five-step approach relying on accurate identification of the problem through analysis, developing a coordinated plan, executing that plan, and evaluating the results of the Police Operations and Data Analysis Report, Delray Beach, Florida 20 effort. The results should be measured, tracked, and used to readjust operations if necessary or demonstrate the elimination of the problem altogether. 2. Patrol Deployment Uniformed patrol is considered the backbone of American policing. Bureau of Justice Statistics indicate that more than 95 percent of police departments in the U.S. in the same size category as the DBPD provide uniformed patrol. Officers assigned to this important function are the most visible to the public and occupy the largest share of resources committed by the department. Proper allocation of these resources is critical in order to have officers available to respond to calls for service (CFS) and provide numerous law enforcement services to the public. Although some police administrators suggest that there are national standards for the number of patrol officers per thousand population, no such standards exist. The International Association of Chiefs of Police (IACP) states that ready-made, universally applicable patrol staffing standards do not exist. Furthermore, ratios such as officers-per-thousand population are inappropriate data on which to base staffing decisions. According to Public Management magazine, "A key resource is discretionary patrol time, or the time available for officers to make self-initiated stops, advise a victim in how to prevent the next crime, or call property owners, neighbors, or local agencies to report problems or request assistance. Understanding discretionary time, and how it is used, is vital. Yet most police departments do not compile such data effectively. To be sure, this is not easy Police Operations and Data Analysis Report, Delray Beach, Florida 21 to do and, in some departments may require improvements in management information systems."1 Staffing decisions, particularly in patrol, must be based on actual workload. Only after the actual workload is analyzed can a determination be made as to the amount of discretionary patrol time that should exist, consistent with the community's ability to fund it. To understand actual workload (the time required to complete certain activities) it is critical to review, in detail, the department's total reported events. To perform this analysis, events are separated into different categories, such as directed patrol, administrative tasks, officer-initiated activities, and citizen-initiated activities. Doing this analysis allows identification of activities that are really "calls" versus other events. Understanding the difference between the various types of police department events and the staffing implications is critical to determining actual deployment needs. This portion of the study looks at the total deployed hours of the Delray Beach Police Department with a comparison to the time being spent to currently provide services. In general, a "Rule of 60" can be applied to evaluate patrol staffing. This rule has two parts. The first part states that 60 percent of the sworn officers in a department should be dedicated to the patrol function (patrol staffing), and the second part states that no more than 60 percent of these officers' time should be committed to CFS. (The time officers spend responding to calls is known as the patrol saturation index). 1 John Campbell, Joseph Brann, and David Williams, ~~Officer-per-Thousand Formulas and Other Policy Myths," Pub/ic Management 86 (March 2004): 22-27. Police Operations and Data Analysis Report, Delray Beach, Florida 22 This is not shard-and-fast rule, but a starting point for discussion on patrol deployment. Resource allocation decisions must be made from a policy and/or managerial perspective through which costs and benefits of competing demands are considered. The patrol saturation index indicates the percentage of time dedicated by police officers to public demands for service and administrative duties related to their jobs. Effective patrol deployment would exist at amounts where the saturation index was less than 60. This Rule of 60 for patrol deployment does not mean the remaining 40 percent of time is downtime or break time. It is simply a reflection of the extent to which patrol officer time is saturated by CFS. The remaining 40 percent of time should also be committed time-not committed due to the demands for CFS, but committed to management-directed operations. This is amore focused use of time and can include supervised allocation of patrol officer activities toward proactive enforcement, crime prevention, community policing, and citizen safety initiatives. It also means resources are ready and available in the event of a large-scale emergency. From an organizational standpoint, it is important to have uniformed patrol resources available at all times of the day to deal with issues such as proactive enforcement, community policing, and emergency response. Patrol is generally the most visible and available resource in policing, and the ability to harness this resource is critical for successful operations. From an officer's standpoint, once a certain level of CFS activity is reached, the officer's focus shifts to a CFS-based reactionary mode. Once a threshold is reached, the patrol officer's mindset begins to shift from one that looks for ways to deal with crime and quality of life conditions in the community to one that continually prepares for the next CFS. After a point of CFS saturation, officers cease proactive policing and engage in a reactionary style of policing. The outlook becomes "Why act proactively when my actions are only going to be Police Operations and Data Analysis Report, Delray Beach, Florida 23 interrupted by a CFS?" Uncommitted time is spent waiting for the next call. Sixty percent is believed to be the saturation threshold. The ICMA data analysis at the end of this report provides a rich overview of CFS and staffing demands experienced by the DBPD. The analysis here looks specifically at patrol deployment and maximizing the personnel resources of the DBPD to meet the CFS demands while at the same time engaging in proactive policing to combat crime, disorder, and traffic issues in the community. According to the DBPD "Chain of Command" report dated April 11, 2011, the Community Patrol Division in the DBPD is staffed by one captain, five lieutenants, nine sergeants (one acting sergeant), sixty patrol officers, and two K-9 officers (with seven officer positions unfunded), for a total of eighty- five sworn officers assigned to a CFS response capacity. The 78 staffed positions represent 51.7 percent of the 151 sworn officers in the DBPD (total sworn head count according to the April 11, 2011, staffing charts is 158, and seven unfunded positions were subtracted from this number to arrive at a baseline of 151). This percentage is substantially lower than the 60 percent benchmark for patrol staffing for an agency the size of the DBPD. In addition to these officers, the patrol function is supported by other units that likely respond to CFS. The Problem-Oriented Policing (POP) Unit, Clean and Safe Unit, and Traffic Unit undoubtedly respond to CFS when they are working, but do not have specific responsibility for CFS response. Including these officers into the patrol-to-total ratio (POP: seven, Clean and Safe: four, Traffic: five), brings the total sworn personnel to ninety-two, which is 59.2 percent of the entire complement of sworn personnel. In both situations, the 60 percent guideline is not met and indicates that capacity to respond to CFS is understaffed or the balance of the agency is overstaffed. The analysis will Police Operations and Data Analysis Report, Delray Beach, Florida 24 show that both of these factors are relevant and personnel reductions can be achieved without compromising service delivery. General patrol operations are staffed using 12-hour shifts. The DBPD has four squads of officers (Alpha Day, Alpha Night, Bravo Day, and Bravo Night) supervised by a lieutenant. The department relies on a unique scheduling system that features multiple and staggered starting times. The day shifts begin at 5:30 a.m. and 6:30 a.m. (Alpha), and the evening shifts start at 3 p.m., 5:30 p.m., and 6:30 p.m. (Bravo). This configuration addresses several patrol staffing issues at the same time, and the department should be commended for deploying patrol personnel in this manner. With the multiple start times, patrol is always covered and there are never times when officers are unavailable to handle CFS. Also, the multiple start times are arranged in such a manner that personnel coverage is maximized during the times when officers are most needed. The analysis that follows illustrates the benefits of this patrol deployment plan and shows consistent levels of manpower throughout the day. Based on our examination of the patrol staffing and workload demands, combined with on-site observations and industry norms, we make several recommendations with respect to patrol deployment. Figures 2, 3, 4, and 5 below graphically represent the saturation of patrol resources in the DBPD during the representative months in 2010. The amount of available patrol resources is denoted by the dotted green line at the top of each figure. The 100 percent value indicates the total police officer hours available during the 24-hour period. This amount varies during the day consistent with the staffing of the platoons/squads, but at any given hour, the total amount of available manpower will equal 100. The red dotted line fixed at the 60 percent level represents the saturation index (SI). Police Operations and Data Analysis Report, Delray Beach, Florida 25 As discussed above, the SI is the point at which patrol resources become largely reactive as CFS and workload demands consume a large portion of available resources. It is ICMA's contention that patrol staffing is optimally deployed when the SI is in the 60 percent range. A SI greater than 60 percent indicates that the patrol manpower is largely reactive and overburdened with CFS and workload demands. A SI of less than 60 percent indicates that patrol manpower is optimally staffed. SI levels much lower than 60 percent, however, indicate under-utilized patrol deployment and opportunities for a reduction in patrol resources or reallocation of police personnel. Departments must be cautious in interpreting the SI too narrowly. It is not meant to conclude that the SI can never exceed 60 percent at any time during the day or that in any given hour, no more than 60 percent of any officer's time be committed to CFS. The SI at 60 percent is intended to be a benchmark to evaluate service demands on patrol staffing. When SI levels exceed 60 percent for substantial periods of a given shift or at isolated and specific times during the day, decisions should be made to reallocate or realign personnel to reduce the SI to levels below 60. (The Deployment discussion in the data analysis section of this report goes into greater detail of the exact elements of this information). The four figures represent the patrol saturation index during weekdays and weekends during the months of February and August 2010. Examination of these four figures permits exploration of the second prong of the Rule of 60. Again, the Rule of 60 examines the relationship between total work and total patrol, and to comply with this rule, total work should be less than 60 percent of total patrol. The blue line at the bottom of each figure represents CFS from the public through 911. The brown line represents a combination of activities including out of service time, which could be for administrative duties related Police Operations and Data Analysis Report, Delray Beach, Florida 26 to CFS, personal time, and all other activities not related to service provision. This brown line also represents time spent on police-initiated calls for service, which can include traffic stops and CFS received directly by the officer on patrol. The black line in each figure represents directed patrol, which includes numerous enforcement and community policing activities that are directed by other sources than CFS and traffic. These various activities are represented cumulatively on the graph so each activity adds to the other. The total workload is represented by combining other-initiated, officer-initiated, out-of- service, and directed patrol times, and this is represented by the solid black line in each of the figures. Keep in mind that the black line does not represent just workload; it is the percentage of workload related to the amount of available manpower. So at any given hour of the day during these four representative months, workload is compared to available manpower and the result is the patrol saturation index. In order to evaluate patrol staffing, the second prong of the Rule of 60 can be applied here. In this case, the most effective use of patrol resources occurs when officers are not committed to CFS activities greater than 60 percent of total available time. Examination of the data presented in the four figures indicates that ideal patrol is consistently staffed throughout the day in all four months and patrol saturation is consistently below the 60 percent threshold. Police Operations and Data Analysis Report, Delray Beach, Florida 27 Figure 2. Patrol Saturation Index, February 2010, Weekdays 100 80 ~ 60 c a~ U L a 40 20 0~ 0 2 4 6 8 10 12 14 16 18 20 22 HOUr Other-initiated Most (+ Self-initiated &Out-of-service) Total (+ Directed patrol) Figure 3. Patrol Saturation Index, February 2010, Weekends 100 80 ~ 60 c a~ U L a 40 20 0+ 0 2 4 6 8 10 12 14 16 18 20 22 HOUr Other-initiated Most (+ Self-initiated &Out-of-service) Total (+ Directed patrol) Police Operations and Data Analysis Report, Delray Beach, Florida 28 Figure 4. Patrol Saturation Index, August 2010, Weekdays 100 80 ~ 60 c a~ U L a 40 20 0~ 0 2 4 6 8 10 12 14 16 18 20 22 HOUr Other-initiated Most (+ Self-initiated &Out-of-service) Total (+ Directed patrol) Figure 5. Patrol Saturation Index, August 2010, Weekends 100 80 ~ 60 c a~ U L a 40 20 0+ 0 2 4 6 8 10 12 14 16 18 20 22 HOUr Other-initiated Most (+ Self-initiated &Out-of-service) Total (+ Directed patrol) Police Operations and Data Analysis Report, Delray Beach, Florida 29 Figure 2 presents the patrol SI for weekdays in February 2010. As the figure indicates, the SI never exceeds 60 percent. The SI ranges from a low of approximately 18 percent at 5 a.m. to a high of 60 percent at 1 p.m. Between the hours of 7 a.m. and midnight, the SI remains relatively stable between the value of 40 and 50 percent. Figure 3 represents patrol SI for weekends in February 2010. This figure shows that the SI exceeds 60 percent at noon, 2 p.m., and 10 p.m. The SI ranges from a low of about 20 percent at 5 a.m. to a high of approximately 72 percent at 2 p.m. An interesting point emerges looking at the peak demand at 2 p.m. on weekends in February. Demand for services, in all likelihood, does not decrease after 2 p.m. The reduction in the SI after 2 p.m. is driven by an increase in personnel due to the appearance of the first wave of Alpha/Bravo Nights reporting to duty at 3 p.m. Demand likely remains at similar levels, but the DBPD Community Patrol Division is staffed to meet that demand. In other words, officers are assigned when they are needed and address the service demands accordingly. This is also represented visually in Figure 3 (and all the SI figures) as a relatively stable level of SI throughout the course of the day. There are minor fluctuations, but the SI trend does not peak or drop drastically during the day. Figure 4C presents the patrol SI for weekdays in August 2010. The SI ranges from a low of approximately 18 percent at 5 a.m. to a high of 68 percent at 8 a.m. Here again, the level of SI is fairly consistent throughout the day in the 40 percent range. Figure 5D presents the patrol SI for weekends in August 2010. The SI ranges from a low of approximately 19 percent at 6 a.m. to a high of approximately 65 percent at 11 a.m. And again, the SI line is fairly stable, demonstrating proper deployment to meet demand. Two conclusions can be drawn from evaluating the patrol saturation index graphs presented here: Police Operations and Data Analysis Report, Delray Beach, Florida 30 • Community patrol resources are deployed in an excellent manner. Personnel resources are deployed when they are most needed, and manpower is available at the right levels throughout the day not only to meet the demand but also to have discretionary time available to address other important issues. • Considering that the SI levels are consistently and almost always below the 60 percent level, personnel reductions in this area can be achieved. The SI is consistently in the 45 percent range, which indicates that only 45 percent of the available manpower over the course of the day is dedicated toward workload. The DBPD could sustain a reduction of two officers on each shift (Alpha and Bravo) and still maintain SI levels below the 60 percent threshold. Returning to the two prongs of the Rule of 60 permits several additional observations and recommendations. The patrol staffing plan currently in place in the DBPD indicates that far less than 60 percent of the department is committed to patrol. As well, the current level of resources committed to patrol is greater than the actual demand for these resources. The combination of these two factors leads to the conclusion that the department is overstaffed. If we work from the SI and bring that in line with a 60 percent threshold, this would indicate that a reduction in patrol staffing is possible. Above, we stated that reducing four officers from the current level of patrol is possible. Reducing patrol staffing would bring the personnel head count from 78 sworn positions to 74 positions dedicated to patrol (including not funding the seven unfunded positions). Using 74 sworn positions as the baseline for patrol operations and applying the second prong of the Rule of 60 would mean there should be overall agency head count of approximately 124 positions in the DBPD. Police Operations and Data Analysis Report, Delray Beach, Florida 31 Eliminating 27 positions from an agency of this size might seem impossible to accomplish. While ICMA certainly does not recommend a simple and immediate reduction in personnel of this magnitude, we do conclude that the DBPD has more sworn staff assigned to respond to service demands in Delray Beach than is necessary, and personnel reductions are recommended. The department should examine every facet of the organization to determine which units and services are essential, compared to which units and personnel are superfluous. This report recommends several areas within the organization where these reductions might be considered. The bottom line from a patrol deployment standpoint is that the department is staffed somewhere between appropriately to overstaffed in this area. A reduction of four ofFicers from the Community Patrol Division is recommended, as well as not funding the current vacancies. These measures will allow the DBPD to maintain service levels at appropriate levels to meet the demands of the public as well has have time allocated for discretionary activities, such as proactive enforcement and community policing. 3. Demand Management In calendar year 2010, the DBPD responded to more than 45,000 CFS. Examination of this data extracted from the CAD system and detailed in the Data Analysis section of this report indicated that out of these 45,000 CFS, approximately 36,000 are actual calls for service generated by public demand, and 9,000 are police-initiated assignments. Table 1 lists the major categories of assignment and the average amount of time spent on each one of those assignments during 2010. Police Operations and Data Analysis Report, Delray Beach, Florida 32 Table 1. Calls for Service, 2010 Police-Initiated Other-Initiated Category Total Calls Minute s Total Calls Minutes Accidents 98 66.8 3,369 62.9 Alarm 30 14.9 5,086 18.5 Animal calls 13 34.7 205 32.8 Assist other agency 217 37.9 1,344 42.4 Check/investigation 77 46.5 1,286 41.7 Crime-persons 34 60.5 3,450 63.8 Crime-property 150 51.3 5,557 55.3 Disturbance 60 37.3 4,665 29.4 Juvenile 16 103.5 235 31.4 Miscellaneous 269 20.0 3,577 34.2 Prisoner-arrest 70 80.0 139 146.0 Suspicious person/ vehicle 1,615 36.8 5,852 34.4 Traffic enforcement 6,419 18.0 1,395 22.9 Total 9,068 24.1 36,160 40.7 The suspicious person/vehicle category has the highest number of other- initiated CFS, with 5,852. Crime-property is the next highest, at 5,557, and alarm is in third, with 5,086. The highest category of police-initiated calls is traffic enforcement, with 6,419. Inspection of this table leads to several observations. More than 6,400 CFS were related to traffic enforcement. This is an impressive figure and represents 14.2 percent of all CFS activity in 2010. This is clearly related to the large number of traffic motor officers deployed in the DBPD and response to complaints from the public. The DBPD handles an inordinate number of CFS that have limited or no relationship to law enforcement, and strong consideration should be given to evaluating responses to these calls. This evaluation would be performed by a Police Operations and Data Analysis Report, Delray Beach, Florida 33 committee of DBPD personnel to look at the volume of CFS, with the goal of eliminating, downsizing, and streamlining responses by units on patrol. The quantity and quality of these CFS deserve closer scrutiny as there is enormous potential for operational efficiencies. Four of these categories (sick cases, burglar alarms, traffic crashes-property damage, and animal complaints) are types of CFS that do not necessarily require the response of a sworn police officer. For example, at motor vehicle accidents involving only property damage, the police role is largely administrative: preparing and filing reports. Similarly, at sick and injury cases, police officers often do nothing more than observe a person being transported to the hospital. Industry experience also tells us that more than 98 percent of all burglar alarms are false alarms and that CFS regarding animal complaints are typically just nuisance-type calls that do not involve danger to the public. The bottom line here is that a large share of CFS dispatched to officers in the DBPD could be eliminated. In 2010, the DBPD responded to more than 5,000 burglar alarms, which represented 11.1 percent of all public CFS. At 18.5 minutes per call, this equates to more than 1,500 hours spent on this one type of call. Experience dictates that response to these calls is a waste of valuable police resources. In order to address this problem, a double call verification program is sweeping the county. Currently, the alarm industry is working with police departments to reduce alarm types of calls. This industry is a strong advocate of developing ordinances and procedures to address police responses to false alarms and will work closely with any agency exploring this issue. It should be noted that nationwide, 98 percent of alarm calls are false and caused by user error that can often be addressed by alarm management programs. Alarm reduction needs to be aggressively addressed by the department. Adopting an Police Operations and Data Analysis Report, Delray Beach, Florida 34 alarm callback program has the potential to reduce CFS volume by thousands of calls. In 2010, the DBPD responded to 3,577 reports of "miscellaneous," which are calls that do not have a criminal or police nature. At 34.2 minutes per call, this amounts to more than 2,000 hours each year of officers handling calls that have limited relevance to police services. During interviews, focus groups, and patrol observations, officers raised the issue of time spent responding to calls that have no police purpose. Calls in this miscellaneous category are likely to comprise many of these assignments, and this represents approximately 8 percent of all calls. Traffic crashes also represent almost 8 percent of the total CFS workload. Here as well, police departments across the nation are removing property- damage traffic crashes from the emergency police responsibility. Response by a sworn police officer to a routine property-damage-only traffic crash is a questionable use of emergency police resources. Combined, these three categories of CFS (alarms, miscellaneous, and vehicle crashes with only property damage) represent almost 27 percent of the patrol CFS workload in Delray Beach. The need for a police response at the large majority of these incidents is not likely necessary. These categories of CFS must be examined carefully and a determination must be made whether or not a police response should be continued. It is strongly recommended, therefore, that the DBPD establish a committee that includes all the principal stakeholders in this process and which be given the responsibility of evaluating the CFS workload with an eye toward reducing nonemergency CFS response. This committee should begin with these three major categories of CFS response and formulate the response (or nonresponse) protocols for these assignments. Police Operations and Data Analysis Report, Delray Beach, Florida 35 Furthermore, the data presented in Table 1 show that in 2010, the average other-initiated CFS took 40.7 minutes to complete. ICMA research in similar jurisdictions on CFS indicates that the average for CFS completion is approximately 30 minutes. This indicates that it takes 33 percent longer to handle a CFS in Delray Beach than in other police departments of similar size in the U.S. The variables that drive CFS completion time are numerous and beyond the scope of this analysis. However, the data indicate that CFS completion time is far greater in Delray Beach than elsewhere in the U.S., and thus the department must take a hard look at the factors driving this excessive completion time. The data analysis supports the notion that a thorough examination by the DBPD of CFS response is necessary in order to eliminate, downsize, and streamline CFS. The viewpoints of officers on patrol also support this notion. Officers discussed the over-response demanded by citizens' CFS. Anecdotes were readily offered about wasteful and needless response by DBPD officers. It is claimed that there is no filter between the caller and the response by the police. Clearly, this is a waste of police resources, and the committee impaneled to explore this issue needs to look at the entirety of CFS responses with the goal of eliminating, downsizing, and streamlining CFS response. ICMA recommends that responses to property-damage-only traffic accidents be reduced; an alarm callback system be instituted; and 911 call-takers, dispatchers, and EMS personnel be trained to require a police response in only emergency situations regarding sick cases and animal complaints. Furthermore, a detailed analysis must be made of the variables associated with CFS completion time, with an eye toward streamlining officer duties and responsibilities at these incidents. Police Operations and Data Analysis Report, Delray Beach, Florida 36 4. POP Unit The Problem-Oriented Policing Unit was created in 2010 and is responsible for providing a concentrated form of community policing in specific geographic areas in Delray Beach. The unit is staffed with one sergeant and six police officers and provides a high level of service to the community. The DBPD should be commended for its foresight and creativity in establishing and staffing this unit. Observations and data analysis indicate that this is a highly successful program, and consideration should be given to expanding this unit to additional areas in the community (see recommendations below, under Community Response Division). Police Operations and Data Analysis Report, Delray Beach, Florida 37 B. Community Response Division According to the DBPD Organization Chart (dated April 11, 2011), the Community Response Division is staffed by one captain, two lieutenants, four sergeants, five agents, fourteen police officers, ten community service officers, and two administrative assistants. The division comprises the Vice, Intelligence and Narcotics Unit; the Street Narcotics Enforcement Unit; the Clean and Safe Unit; traffic and community service officers; and the Atlantic High School Criminal Justice Academy. It also provides support to the SWAT and dive teams. The division has a widespread enforcement focus and is a catchall for operations in the department. The units of this division are all high performing and do an exceptional job for the Delray Beach community. The recommendations offered are not intended to alter the duties and performance of the units but to improve operations and make the organization more efficient. Recommendations: The Community Response Division and the Investigative Division should be merged into one division with a combined strength of 75 sworn and civilian personnel, and be commanded by a single captain. Currently, the span of control in both divisions is too narrow, and efficiency can be gained by increasing the span of control and reorganizing. The reorganization would also permit a more fluid flow of information between units and leverage the high performance of both divisions. The new division could be commanded by one captain and divided into three sections, with one lieutenant supervising each section as follows: • Investigative Section (see recommendations below) o Criminal Investigations o Crime Scene Unit o Evidence Police Operations and Data Analysis Report, Delray Beach, Florida 38 • Special Operations Section o Community service officers o Traffic Unit o POP Unit (including Clean and Safe Unit) o Crime Suppression Team • Special Investigations Section (new) o VIN Unit o SNEU o Intelligence Unit The POP Unit should be transferred into the Community Response Division and personnel merged with the Clean and Safe Unit. As noted previously, the POP Unit is ahigh-performance community policing and proactive enforcement unit. Based on this operational philosophy, the most appropriate organizational position for this unit is in the Community Response Division. Officers on the Clean and Safe Unit currently do not have direct supervision and they would benefit from both the supervision and operational philosophy of the POP Unit. Create an intelligence position under the new Special Investigations Section. As previously stated, the DBPD does an excellent job with crime analysis. Staffing a newly created position focused specifically on intelligence would take crime analysis to the next level and leverage this information into workable intelligence for all the operational/enforcement units in the department. Experience demonstrates that when long-term investigations, aggressive street enforcement, and intelligence gathering and analysis are sited organizationally under one commander, operations improve exponentially. Developing and sharing intelligence to drive investigations and street enforcement as well as using enforcement activity as a mechanism to develop intelligence and informants are valuable tools to combat crime. This approach would serve the department well as it seeks to reduce both interpersonal and property crime. Police Operations and Data Analysis Report, Delray Beach, Florida 39 The new division would be streamlined, would reduce personnel, and would improve operational efficiency. The diverse operational units currently housed under two divisions would be merged, with similar enforcement functions grouped together under one lieutenant. With the addition of a dedicated intelligence position, enforcement and investigations would be improved. All units in the Community Response Division are generously staffed. The department should consider evaluating overall staffing levels in each of these units, with the goal of reducing personnel. For example, the SNEU and Crime Suppression Team could be as efficient with four officers as opposed to the current complement of five. Similarly, with a street narcotics enforcement presence in the community, is it not necessary to have five officer/agents assigned to narcotics investigations. In general, staffing in all units has the potential to be reduced. Police Operations and Data Analysis Report, Delray Beach, Florida 40 C. Investigative Division The Delray Beach Police Department's Investigative Division is afull-service organization. The Investigative Division is staffed with a total of twenty sworn personnel. There are twelve additional civilian personnel who provide support and line functions for the division. Detectives handle all investigations and other responsibilities from their reporting until completion. The department's other two divisions, the Community Patrol Division and the Community Response Division, strongly support the Investigative Division's operations and investigations. The Investigative Division also has a close working relationship with the Boca Raton Police Department, the Boynton Beach Police Department, and the Palm Beach County Sheriff's Department. The interaction and information sharing between these agencies is a great asset to the Delray Beach Police Department and the adjacent communities. It should be noted that there is an excellent working relationship with the Broward County Sheriff's Department as well. At the time of the ICMA site visit, the Investigative Division was staffed as follows: • One captain: in charge of Investigative Division and Crime Analysis • One lieutenant: in charge of Investigative Section Four supervising sergeants and eighteen detectives: o Property Unit: one sergeant o Property Crimes: three detectives o White Collar Crimes: two detectives o Violent Crimes Unit: one sergeant and four detectives o Crime Suppression Unit: one sergeant and five detectives o Special Victims Unit: one sergeant and four detectives • One crime scene supervisor, four crime scene investigators Police Operations and Data Analysis Report, Delray Beach, Florida 41 • One evidence supervisor, one evidence custodian • Two crime analysts Two administrative assistants • Two part-time investigators; one is a retired full-time officer who is a fingerprint expert. 1. Investigative Section Recommendations: Merge units and reduce investigative personnel • Transfer the Crime Suppression Team The Delray Beach Police Department has an excellent investigative division. The investigators and supervisors are well trained and highly motivated. They have excellent equipment and facilities from which to work. They are supported by asix-member Crime Suppression Team. The Crime Suppression Team offers a resource that very few police agencies possess. This team can actually identify individual criminals or criminal groups and target them as suspects. The team actively pursues criminals by using a variety of surveillance techniques and equipment to catch perpetrators in the act of committing a crime. A review of the case assignments indicates that each detective carries a manageable caseload. It also appears that the investigators could add additional work that would not greatly impact their ability to successfully investigate and follow up on their cases. The IS investigators who handle on average 8.5 cases per month could handle additional assignments, thus allowing a reduction in the number of investigators. A reduction of one or two investigators would assist significantly in meeting budget reduction goals. The Investigative Section could also transfer the Crime Suppression Team to another section in the department (see above) and reduce the Crime Police Operations and Data Analysis Report, Delray Beach, Florida 42 Suppression Unit numbers by one. This would allow the unit to continue to do its valuable work but would further assist in budget reduction efforts. All crime reports are reviewed by the detective lieutenant. The lieutenant assigns felonies that have credible leads to the detectives for investigative follow-up. The department does follow-up on other unassigned cases by contacting victims using the department's volunteer program. The volunteers attempt to make contact by phone or in person; if no personal contact is made, the volunteers send letters to these persons informing them of the status of their case and asking for any new or additional information that might have become available since the report was written. The Detective Bureau reported a 34.61 percent clearance rate of assigned cases in 2010. The following information was compiled from 2008 to 2010. It accurately details the cases assigned to detectives during this period. Year Cases Assigned Investigators Average Monthly Cases Monthly Cases per Investigator 2008 1,332 13 111 8.5 2009 1,322 14 110 7.86 2010 1,320 13.33 109.66 8.24 Caseloads over the last three-year period are low and well below national averages for an agency the size of the DBPD. Based on these low caseloads, we recommend the department consider eliminating position(s) in the Investigative Section. Additionally, the subdivision of specialty units within the Investigative Section should be reexamined. The practice of having dedicated supervisors for each of several different units within the section might not be necessary. A consolidation of supervisory responsibilities could be achieved by eliminating "units" and resorting to a general pool of investigators with individual Police Operations and Data Analysis Report, Delray Beach, Florida 43 specializations and general supervision overall. This consolidation could result in eliminating one supervisor position and could improve operations. 2. Evidence Unit The Evidence Unit is staffed by one evidence supervisor and one evidence custodian. This unit is responsible for storing and maintaining all evidence and other property that is in the custody of the department. The sergeant assigned to the property unit has direct responsibility for the unit's operation. A review of the facility and its records indicate that its annual inspection took place on May 2, 2011. There will also be an unannounced inspection during the calendar year that will require a review and inspection of seventy cases that will include money, drugs, jewelry, and other general types of evidence. This inspection is required for compliance with Florida State Accreditation Standards. The evidence and property storage facility appeared to be in order and the property well managed. The personnel assigned to the unit understand their responsibilities and how critical their performance is to the department. The department is now required to retain DNA evidence. This added responsibility may require additional refrigerated storage. This situation should be reviewed by the department, and the necessary refrigeration and drying equipment should be purchased in order to make certain that biodegradable DNA evidence is stored properly. There is also an issue of space for small evidence pieces. The rolling file storage units currently in use should be expanded to allow for additional evidence storage in the high-security storage facility. No deficiencies were observed. The recommendations regarding DNA evidence preservation and the rolling storage units are the only issues that need consideration. Police Operations and Data Analysis Report, Delray Beach, Florida 44 3. Crime Scene Unit The Crime Scene Unit is staffed with one supervisor and four crime scene investigators. The unit's members work two shifts of 10 hours of duty. The unit is not staffed between 6:00 p.m. and 6:00 a.m. The hours are staggered so as to overlap during peak activity hours. All of the unit technicians are proficient in their responsibilities of crime scene investigations. This includes gathering evidence, marking evidence, crime scene photography, collecting fingerprint evidence, and assisting the detectives at the scene throughout the investigation as required. All of the unit's members possess the expertise required to classify fingerprints. This unit is extremely valuable to the success of the Investigative Division's success in investigations involving trace evidence left by offenders. The members of the Crime Scene Unit are well trained and highly respected within the organization. No deficiencies were observed, and there are no recommendations for the Crime Scene Unit. 4. Crime Analysis Unit There are two members of the Crime Analysis Unit. They are responsible for the review of police reports and identifying criminal trends and patterns. If trends are noted and sufFicient information exists, some crime forecasting will be provided to patrol officers and detectives. The Crime Analysis Unit members also prepare information to present to other members of the department at regularly scheduled information sharing meetings. No deficiencies were observed, and there are no recommendations for the operation of the Crime Analysis Unit. Police Operations and Data Analysis Report, Delray Beach, Florida 45 5. Facilities, Vehicles, and Equipment All of the members of the division have adequate workspace. It should be noted, however, that any new personnel in the division would require additional workspace that is currently not available. It is unlikely that there will be any additional personnel joining the division in the immediate future, but if this occurs in the future, additional accommodations will be required. Each detective has an assigned take-home vehicle, computer equipment, handheld radios, cell phones, surveillance equipment, and department-issued firearms. All of the equipment, facilities, and vehicles were in excellent shape. No deficiencies were observed. Police Operations and Data Analysis Report, Delray Beach, Florida 46 D. Support Division 1. Jail/Prisoner Booking Facility A visit to the facility and review of the departmental policies and CFA standards revealed no deficiencies. CFA Standards: 19.03; 29.06M; 30.O1M; 30.02M; 30.03M; 30,04M; 30.05; 30.06M; 30.08; 30.08M; 30.09; 30.12; 30.13; 30.14M; 30.15; 30.16M; 30.22M; These are the standards that were reviewed. These standards are being adhered to by the department in the operation of the holding facility. No deficiencies were observed, and there are no recommendations regarding the facility's operation. 2. Communications The communications section is under the supervision of the Support Bureau. The communication manager reports directly to the support services captain. Along with the communication manager, the section is staffed by four communication supervisors, eighteen dispatchers, and two part-time dispatchers. One dispatcher position has been frozen and will not be filled in the near future. The Delray Beach Police Department dispatches both police and fire calls for service. The department also dispatches for the towns of Gulfstream and Highland Beach. Police Operations and Data Analysis Report, Delray Beach, Florida 47 The department utilizes a SunGard OSSI system for its computer aided dispatching. This system provides excellent service, and the dispatchers and supervisors interviewed agreed that it met the needs of the department. All of the dispatchers receive four days of training to become proficient in the use of the system. The communications center contains six consoles. Four of the consoles are utilized for live dispatch; two of the positions are used by call takers for training purposes. Calls for service are reviewed by the communications center and dispatched to the officer in the street by way of the officers' mobile data terminal. After receiving the initial communication, the officer receives additional information through voice communication. At the conclusion of the call, the officer is able to write a report and transmit it to a supervisor, where it is approved and then forwarded to the records section. The communications section is well staffed and has an appropriate number of supervisory personnel. The equipment in use is in excellent condition. Hardware and software continue to be updated as required. The members of the communications unit are dedicated and very well trained. The officers in the department hold the members of this section in high regard. No deficiencies were observed, and there are no recommendations for operations within the communications section. No personnel adjustments should be made at this time. One dispatch position is frozen, and it is recommended that this position remain frozen. 3. Information Technology Unit The Information Technology Unit is staffed by one technical system manager and one technical support specialist. This unit is responsible for: Hardware maintenance • Software maintenance Police Operations and Data Analysis Report, Delray Beach, Florida 48 Training on new software • Configuration and implementation of software Integration of new software • New CAD system • New software • Field report maintenance • Records and evidence modules • Other modules now in use throughout the department. The current system in use (OSSI) allows for conversations between local departments. The information system manager indicates that the communication system is well liked by the users throughout the department. This was confirmed by interviews with officers throughout the department. The department is currently implementing a new field reporting system that will go live in June. It will be implemented throughout the department in August. No deficiencies were observed. The Information Technology Unit is appropriately staffed, and no changes in staffing levels are recommended. 4. Records/PINS Section The Records/PINS Section is assigned to the Support Services Bureau. There are two PINS supervisors, eleven police information specialists, and one senior police information specialist. It should be noted that there are currently three information specialist positions that are frozen. The Records/PINS Section is responsible for the following operations: All police information services (records) • Uniform crime reporting Data entry • Data retrieval Police Operations and Data Analysis Report, Delray Beach, Florida 49 Front desk duties/receiving the public • Walk-in complaints Report writing. The Records/PINS Section is open Monday through Friday, 12 hours per day. No deficiencies were observed. If the department continues its policy of having its records section open 12 hours per day, no personnel reductions can be made. There are currently three information specialist positions that are frozen and should remain frozen at this time. The department should review its policy of being open for business twelve hours per day and determine the impact on the budget of anine-hour-per-day schedule for this section. It would seem that significant savings could be accomplished by reducing the number of business hours. 5. Training The Delray Beach Police Department has an excellent in-service training program. Officers are offered a variety of courses that meet their minimum training requirements, and they are also offered specialized training that assists them in attaining their individual career objectives. The training unit is staffed by one sergeant, two officers, and one administrative assistant. The unit is located at an off-site training facility that is a freestanding building shared with the Palm Beach County School Board Police. The training unit is responsible for the following: • Field training program (nine active FTOs) • Honor guards Firearms qualification at police indoor range • Maintenance of training facility • Maintenance of training records Recruitment and hiring. Police Operations and Data Analysis Report, Delray Beach, Florida 50 The training facility has the following training aids available: • Defensive tactics training room Two driving simulators • A firearms simulator • Full workout gym facility • Low-speed driving pad in facility parking lot. This facility and the training programs available afford department members excellent training opportunities in an environment that adds much to the training experience. No deficiencies were observed. There are no recommendations for the operation of the unit. 6. Community Affairs The Community Affairs Unit has one sergeant assigned. The sergeant reports to the Support Bureau Captain. The Community Affairs Unit has responsibilities that include: • Public information officer Media liaison • Preparing and facilitating press conferences Preparing news releases Kids and Cops program (baseball and basketball programs) Explorer program • Annual fishing fundraiser • Christmas toy program for disadvantaged youth High school mentoring program • Annual police department Easter egg hunt • Communication with public about police operations and activities (600 Facebook users and 1,000 Twitter users). Police Operations and Data Analysis Report, Delray Beach, Florida 51 The community affairs/public relations officer is very active in the community and provides routine contact with the media, promotes departmental programs, and maintains personal contact with community leaders. No deficiencies were observed. The community affairs sergeant is highly visible position within the community. The sergeant's responsibilities are many and varied. A review of this position should be undertaken to make certain that continuing some of the unit's responsibilities are still a priority and in the best interest of the city. The public information officer's assignment is essential and should remain part of the job description. However, the remaining duties should be reviewed to see if this sergeant's position might be better utilized as a detective or in some capacity that would allow the elimination of another position to assist in budget reduction goals. 7. Accreditation The Delray Beach Police Department became nationally accredited through the Commission on Accreditation for Law Enforcement (CALEA) in 1989. The department chose not to seek reaccreditation with CALEA in 1994. The department received Commission for Florida Law Enforcement accreditation in 2004. The department was reaccredited in 2007 and again in 2011. The department's accreditation manager works with the Support Bureau. The civilian manager not only handles all compliance issues but also writes and manages grants. One such grant, COPS, was obtained for $1.3 million for six sworn officers. This grant will expire in 2012. The accreditation program within the Delray Beach Police Department is a model program and absolutely necessary for the efficiency and professionalism of the department. No deficiencies were observed. The staffing level is appropriate for this unit. Police Operations and Data Analysis Report, Delray Beach, Florida 52 E. Administrative and Personnel The Delray Beach Police Department offers a wide range of services to the city and the citizens it serves. The department has also continued to maintain staffing levels despite the continuing economic downturn. The city has asked ICMA to take an in-depth look at the department and to make recommendations on possible organizational change that will assist in meeting budgetary goals. 1. Senior Management Positions and Organizational Structure The department currently has two assistant chiefs and four captains in senior management positions. The officers who currently fill these positions are talented, experienced, and well trained. They are also the highest paid positions in the department. A reduction in the number of senior managers will contribute significantly to reaching budget reduction goals. In order to accomplish this, a reorganization of the top-level managers will be required. It appears that reducing the number of assistant chiefs would be the first option that should be considered. Currently, the department is organizationally structured in two bureaus: operations and support. Consideration should be given to eliminating this structure and eliminating one assistant chief position. One assistant chief would work directly under the chief of police, with responsibility for the entire operation of the department; either of the current assistant chiefs could capably handle these duties. The four captains assigned to command the four divisions could be consolidated to three positions/divisions. Support services and all of its responsibilities would remain headed by the captain now assigned. The operations bureau would be eliminated and separated into two new divisions, with a captain in command of each one. They would report to the sole assistant chief. This change could be accomplished with very little disruption Police Operations and Data Analysis Report, Delray Beach, Florida 53 to the organizational structure. It would require additional responsibility to be placed on the single remaining assistant chief, but there is little doubt that this could be handled by either of the current assistant chiefs. The new organizational structure would consist of one chief, one assistant chief, and three captains, thus eliminating one assistant chief and one captain position. 2. Labor-Management Relations At the time of the ICMA on-site visit, the department was involved in negotiations with the Police Benevolent Association over the terms of a new collective bargaining agreement. Like most communities in the nation, the impact of the economic crisis is putting a strain on the fiscal environment in the city. While this is understood by all employees in the department, the current round of contract negotiations is casting an unnecessary pall over the attitudes of the employees. During numerous group and individual interviews, a chorus of discontent was heard among the officers. The discontent was not with the terms, or anticipated terms, of the future agreement but with the perceived lack of communication surrounding the entire process. The issue of communication within the department became "the" issue of discussion and trumped all other concerns from the rank and file. The labor-management process was the example to highlight the issue, but it was only one example of a broader concern. It is strongly recommended that all parties involved in this process communicate with the impacted members of the DBPD. The current process is lacking and creating a palpable measure of dissatisfaction among the rank and file. 3. Organizational Communications Effective communication within an organization is essential for overall effectiveness. The above discussion regarding labor relations highlights just Police Operations and Data Analysis Report, Delray Beach, Florida 54 one dimension of a breakdown in communication in the DBPD. It is worth noting, however, that internal communication was the most prominent source of dissatisfaction raised by officers during group and individual discussions. When asked about the strengths of the organization, the overwhelming response was "our people." The DBPD is clearly made up of dedicated and committed people who have a strong sense of mission and afFiliation to each other. When asked about the weakness of the organization, the overwhelming response was "communication." Internal communication within the organization is a source of workplace dissatisfaction and frustration for many employees. Apparently, the breakdown in communication exists in two main areas: electronic communications and visibility. Officers at all ranks raised an overwhelming discontent in these areas. The ease of communication made possible with Internet, Intranet, e-mail, chat rooms, blogs, etc. opens up almost limitless channels of communication and is a positive development for society. But there is a large downside to this type of communication. Electronic communication, particularly in the form of e-mail, is impersonal and can often be taken out of context. Personnel in the DBPD report being overwhelmed with e-mail, and it has become a major distraction for organizational efficiency. The quantity of e-mails (fifty or more each day) is difficult to manage, and the quality of e-mail (perceived as impersonal and used to announce policy decisions without context) is perceived to be shallow. It is strongly recommended that the DBPD examine the nature of electronic communications within the agency and find ways to apply this technology more effectively. ICMA is not recommending the elimination of electronic communications, but simply raising the issue that there is a strong perception that it is being used ineffectively and causing a breakdown in communications and a divide between management and the rank and file. Police Operations and Data Analysis Report, Delray Beach, Florida 55 Additionally, there is a strong perception that there is a disconnect between the command staff of the agency and rank-and-file personnel. There is a strong personal dimension in the DBPD, and "people" are the greatest asset of the department. The rank and file are seeking a more personal and visible application of leadership from the organization. The perception is that the command staff is "chained to their desks" and could be more visible on the front line working with and among the officers. Officers believe that the chiefs and captains need to make a greater effort to interact with them in all dimensions of work: on the street, at roll call, etc. Similarly, there is a strong call from sworn personnel at all ranks to have more structured and direct interaction with the command staff. Several recommendations were made to have some form of regularly scheduled meetings with the chiefs and captains and line personnel to give the command staff an opportunity to announce and explain issues and decisions, recognize exemplary performance, seek feedback from line personnel, and give line personnel an opportunity to bring issues directly to the command staff. It is believed that a more visible presence and more structured interaction would give employees a better sense of policy decisions, permit a dialogue on important issues, and improve overall communications within the agency. 4. Rules, Regulations, Policies, and Procedures ICMA reviewed the DBPD rules, regulations, policies, and procedure manuals and found that the documents provide direction and guidance to the police officers and civilians in the department. An extensive review of each procedure is beyond the scope of this report. Examination of the most critical and frequent police policies and procedures reveals that the DBPD has thorough and comprehensive policies in these critical areas that are consistent with respect to acceptable industry standards in these areas. Police Operations and Data Analysis Report, Delray Beach, Florida 56 ICMA reviewed DBPD policies on the use of force, domestic violence, vehicle pursuits, prisoner processing, and complaints against police officers. In general, these policies are current and accurately reflect current laws and accepted industry standards for dealing with these critical areas. The DBPD should be commended for adhering to such high standards and promulgating appropriate and relevant policies in these areas. Police Operations and Data Analysis Report, Delray Beach, Florida 57 F. Summary The Delray Beach Police Department is an excellent organization. The quality of management and commitment of its personnel to public safety and improving the quality of life in the community is outstanding. The recommendations contained in this report should be viewed as improvement opportunities and not criticism of current operations. ICMA contends, however, that the agency is overstaffed and personnel reductions can be realized without jeopardizing public safety or compromising the high level of service currently provided to the Delray Beach community. The same quality of management and leadership and the same dedicated personnel can undoubtedly continue to accomplish their mission with fewer personnel. Specifically, ICMA believes that the department is overspecialized and top-heavy, and through de-specialization and downsizing it can achieve personnel reductions without service reductions. ICMA also recognizes the tremendous efforts and success the department has surely contributed to the renaissance of the city. The same leadership and effective management that contributed to these successes can undoubtedly examine the recommendations contained in this report and bring them to bear on the organization to achieve even greater success for the community. A leaner and more streamlined agency will not only save money; it will result in organizational effectiveness, which will translate into greater public safety and improved quality of life in Delray Beach. Police Operations and Data Analysis Report, Delray Beach, Florida 58 V. Data Analysis This section of the report is a data analysis of police operations. All information in this analysis was developed directly from data recorded in the Delray Beach dispatch center. This analysis focuses on three main areas: workload, deployment, and response times. These three areas are related almost exclusively to patrol operations, which constitute a significant portion of the police department's personnel and financial commitment. The majority of the first section of the analysis, concluding with Table 9, uses the call and activity data for the entire year. For the detailed workload analysis and the response-time analysis, we use two four-week sample periods. The first period is the month of February 2010 (February 1 to February 28), or winter, and the second period is the month of August 2010 (August 1 to August 28), or summer. Police Operations and Data Analysis Report, Delray Beach, Florida 59 A. Workload Analysis As with similar cases around the country, we encountered a number of issues when analyzing the data supplied by the Delray Beach dispatch center. We made assumptions and decisions to address them. We describe these issues, assumptions, and decisions below. • A small percentage (1.5 percent, or approximately 1,300) of events involving patrol units showed less than thirty seconds of time spent on scene. We call this zero time on scene. The computer software generates a large number of event codes. This led to 121 different event descriptions, which we reduced to 16 categories for our tables and 10 categories for our figures. When a unit does not list its arrival time, the computer system fills in the field automatically with the same value as the unit's clear time. With this understanding, a significant proportion of events (5.9 percent, or approximately 5,000 events for the year) involving patrol units were missing arrival times. Our study team has often worked with many of these problems with event data in other jurisdictions. To identify events that were canceled en route, we assumed zero time on scene to account for a significant portion of them. As stated, any event with an on-scene time of less than thirty seconds was labeled zero time on scene. We used the data's source field to identify patrol- initiated (also called "self-initiated") activities. Any event whose source was listed as "SI,"along with any out-of-service ordirected-patrol event, was considered self-initiated. When we analyze a set of dispatch records, we go through a series of steps that we detail as follows. Police Operations and Data Analysis Report, Delray Beach, Florida 60 • We first process the data to improve its accuracy. For example, we remove duplicate units recorded on a single event. In addition, we remove records that do not indicate an actual activity. We also remove data that is incomplete. This includes situations where there is not enough time information to evaluate the record. • At this point, we have a series of records that we call "events." We identify these events in three ways. o We distinguish between patrol and nonpatrol units. o We assign a category to each event based upon its description. o We indicate whether the call is "zero time on scene," "police- initiated," or "other-initiated." • Finally, we remove all records that do not involve a patrol unit to get a total number of patrol-related events. • We focus on a smaller group of events designed to represent actual calls for service by removing the following: o All events with no officer time spent on scene. o All events indicating an out-of-service activity. o All events documenting a directed patrol activity. In this way, we first identify a total number of records, then limit ourselves to patrol events, and finally focus on calls for service. To briefly review the data received, in the period from September 2009 to August 2010, there were approximately 100,000 dispatch events. Of that total, roughly 85,000 included a patrol unit as either the primary or secondary unit. When focusing on our four-week periods, we analyzed 6,177 events in winter (February 2010) and 6,622 events in summer (August 2010). In addition, when analyzing workloads and response times, we ignored calls with incorrect or missing time data. The inaccuracies included elapsed times that either were negative or exceeded eight hours. For the entire year, we excluded fewer than fifty calls from our analysis. Police Operations and Data Analysis Report, Delray Beach, Florida 61 In the period from September 2009 to August 2010, the police department reported an average of 232 events for service per day. As mentioned, 1.5 percent of these events (3.5 per day) showed no unit time spent on the call. In the following pages we show two types of data: activity and workload. The activity levels are measured by the average number of calls per day, broken down by the type and origin of the calls, and categorized by the nature of the calls (e.g., crime, traffic). Workloads are measured in average work hours per day. We routinely use up to seventeen call categories for tables and ten categories for our graphs. We show our categories chart below. The category that is not used in this report is shown in italics. Table Categories Figure Categories Accidents T ffi Traffic enforcement ra c Alarm I ti ti Check/investigation nves ga ons Animal calls l - i i l G Miscellaneous enera non cr m na Assist other agency Assist other agency Crime-persons i C Crime-property r me Directed patrol Directed patrol Disturbance i i i id t S Suspicious person/vehicle nc en usp c ous Juvenile Juvenile Out of service-administrative t f i O Out of service-personal serv u o ce Prisoner-arrest A t Prisoner-transport rres Police Operations and Data Analysis Report, Delray Beach, Florida 62 Figure 6. Percentage Events per Day, by Initiator 1.5% 42.7% 55.8% Zero on scene Police initiated [] Other initiated Note: Percentages are based on a total of 84,744 events. Table 2. Events per Day by, Initiator Initiator Total Events Events per Day Zero on scene 1,264 3.5 Police-initiated 47,303 129.6 Other-initiated 36,177 99.1 Total 84,744 232.2 Observations: • One percent of the events had zero time on scene. More than half of all events (56 percent) were police-initiated. • Forty-three percent of all events were other-initiated. There was an average of 232 events per day, or 9.7 per hour. Police Operations and Data Analysis Report, Delray Beach, Florida 63 Figure 7. Percentage Events per Day, by Category ^ Arrest i .2% ^ Agency assist 1.9% ^ Crime 13.5%\ _ ~ 11.0% ®Directed patrol ~ ®General j ( Investigations ® Juvenile ® Out of service ® Suspicious 14.6%- -17.1% ®Traffic i~ ~y 4.9% %~ ~ '\ ~~ \~ \ 7.7% 28.9%~ - `-' 0.3% Note: The figure combines categories in the following table according to the description on page 62. Table 3. Events per Day, by Category Cate or Total Events Events er Da Accidents 3,490 9.6 Alarm 5,180 14.2 Animal calls 222 0.6 Assist other a enc 1,576 4.3 Check/investi ation 1,379 3.8 Crime- ersons 3,517 9.6 Crime- ro ert 5,766 15.8 Directed atrol 14,460 39.6 Disturbance 4,773 13.1 Juvenile 251 0.7 Miscellaneous 3,939 10.8 Out of service-administrative 13,105 35.9 Out of service- ersonal 11,387 31.2 Prisoner-arrest 211 0.6 Sus icious erson/vehicle 7,560 20.7 Traffic enforcement 7,928 21.7 Total 84,744 232.2 Police Operations and Data Analysis Report, Delray Beach, Florida 64 Observations: • The top four categories (out-of-service, directed patrol, suspicious incidents, and traffic) accounted for 74 percent of events. • Twenty-nine percent of events were out-of-service activities. • Seventeen percent of events involved directed patrol. • Fifteen percent of events involved suspicious incidents. • Thirteen percent of events involved traffic-related activities Eleven percent of events were crime-related. • Directed patrol and out-of-service events were nearly half of all events (46 percent). These are removed when we examine calls for service starting with the next figure and table. Police Operations and Data Analysis Report, Delray Beach, Florida 65 Figure 8. Percentage Calls per Day, by Category Arrest .5% ~ Agency assist 3.4% Q Crime ® General Investigations 24.9% ~ Juvenile ~ ~ 0.3% © Suspicious Traffic X9.0% 27.0% ~ 14.3% 0.6% Note: The figure combines categories in the following table according to the description on page 62. Table 4. Calls per Day, by Category Category Total Calls Calls per Day Accidents 3,467 9.5 Alarm 5,117 14.0 Animal calls 218 0.6 Assist other agency 1,561 4.3 Check/investigation 1,363 3.7 Crime-persons 3,491 9.6 Crime-property 5,710 15.6 Disturbance 4,727 13.0 Juvenile 251 0.7 Miscellaneous 3,846 10.5 Prisoner-arrest 209 0.6 Suspicious person/vehicle 7,473 20.5 Traffic enforcement 7,816 21.4 Tota I 45, 249 124.0 Police Operations and Data Analysis Report, Delray Beach, Florida 66 Methodology: We focus here on recorded calls rather than recorded events. This means we removed events with zero time on scene, directed patrol events, and out-of- service events. Observations: • There were 124 calls per day, or 5.2 per hour. The top three categories (suspicious incidents, traffic, and crimes) accounted for 72 percent of calls. Twenty percent of calls were crime related. • Twenty-five percent of calls were traffic-related activities. Twenty-seven percent of calls were suspicious activities. Fourteen percent of calls were investigations. Police Operations and Data Analysis Report, Delray Beach, Florida 67 Figure 9. Calls per Day, by Initiator and Months 140 120 100 ~ 80 L fl. ~ 60 U 40 0 20 Sept-Oct 09 Nov-Dec 09 Tan-Feb 10 Mar-Apr 10 May-7un 10 7ul-Aug 10 ~ Other initiated © Police initiated Table 5. Calls per Day, by Initiator and Months Initiator Sept.- Oct. Nov.- Dec. Jan.- Feb. March- April May- June July- Aug. Police-initiated 21.1 21.9 21.8 23.1 29.6 31.4 Other-initiated 98.0 98.4 99.3 104.0 101.7 93.3 Tota I 119.2 120.3 121.1 127.1 131.3 124.7 Police Operations and Data Analysis Report, Delray Beach, Florida 68 Observations: • The number of calls was smallest in September -October 2009. The number of calls was largest in May -June 2010. • The months with the most calls had 10 percent more calls than the months with the fewest calls. • For police-initiated calls, the period of July -August 2010 had the most calls, with 49 percent more than the period of September -October 2009, which had the fewest. • For other-initiated calls, the period of March -April 2010 had the most calls, with 11 percent more than the period of July -August 2010, which had the fewest. Police Operations and Data Analysis Report, Delray Beach, Florida 69 Figure 10. Calls per Day, by Category and Months 140 ® Traffic ® Suspicious 120 ®Juvenile Investigations ® General 100 ~ Crime ~ ~ Arrest ~ ~ Agency assist 'a 80 L a ~n 60 U 40 20 0 O~ O~ ,y0 ,y0 ,y0 ,y0 p~~ O~~ ~~~ Q,Qt ,JC PJ~ ~~Q~ ~o~ ,~~ fat ~~~ ,~~~ Note: The figure combines categories in the following table according to the description on page 62. Table 6. Calls per Day, by Category and Months Category Sept.- Oct. Nov.- Dec. Jan.- Feb. March- April May- June July- Aug. Accidents 8.0 9.8 10.3 11.5 8.8 8.7 Alarm 13.3 14.4 14.2 12.7 15.2 14.4 Animal calls 0.6 0.5 0.6 0.7 0.5 0.6 Assist other agency 4.3 4.0 4.3 4.6 4.5 4.1 Check/investigation 3.6 3.4 4.1 3.9 3.9 3.6 Crime-persons 9.2 9.5 9.1 9.6 10.4 9.5 Crime-property 16.7 15.7 14.6 15.0 16.7 15.1 Disturbance 12.9 12.2 12.7 15.9 12.9 11.1 Juvenile 0.9 0.7 0.6 0.9 0.6 0.4 Miscellaneous 10.7 9.8 10.5 11.1 10.8 10.3 Prisoner-arrest 0.7 0.5 0.5 0.5 0.6 0.5 Suspicious person/vehicle 20.4 20.7 20.3 20.8 19.9 20.8 Traffic enforcement 17.8 19.1 19.3 19.8 26.6 25.8 Tota I 119.2 120.3 121.1 127.1 131.3 124.7 Police Operations and Data Analysis Report, Delray Beach, Florida 70 Methodology: Calculations were limited to calls rather than events. Observations: • Suspicious incident calls or traffic-related calls were the most common types of activities throughout the year. • Suspicious incident calls averaged between thirty-two and thirty-seven per day throughout the year. • Traffic-related activities averaged between twenty-six and thirty-five per day throughout the year. • Suspicious incident calls were most common from September 2009 to April 2010 while traffic-related activities were most common from May 2010 to August 2010. • Together, suspicious incidents and traffic-related activities were consistently between 50 and 54 percent of all calls. • Crime calls varied between twenty-four and twenty-seven per day throughout the year. This was between 19 and 22 percent of total calls. Police Operations and Data Analysis Report, Delray Beach, Florida 71 Figure 11. Average Occupied Times, by Category and Initiator 160 140 120 ~ 100 d ++ = 80 ~ 60 40 20 0 146 103 80 S9 53 51 41 42 ZR 34 ZR 32.37.. 24 n; 23 ~ 19 a~ 5~ 5~ ~ a~ 5 ~~~ 5~• ~~~ ~~~ ~~ ~~~ ~~~~ P G ~~~ '~~~ ~ 2~ P~' ~~~ .~~ ~5 ~~~ ,J~~~ 5Q\G\o ~~~ ~J ^ Other initiated ^ Police initiated Note: The figure combines categories using weighted averages from the following table according to the description on page 62. Table 7. Primary Unit's Average Occupied Times, by Category and Initiator Police-initiated Other-ini tiated Category Total Calls Minutes Total Calls Minutes Accidents 98 66.8 3,369 62.9 Alarm 30 14.9 5,086 18.5 Animal calls 13 34.7 205 32.8 Assist other agency 217 37.9 1,344 42.4 Check/investigation 77 46.5 1,286 41.7 Crime-persons 34 60.5 3,450 63.8 Crime-property 150 51.3 5,557 55.3 Disturbance 60 37.3 4,665 29.4 Juvenile 16 103.5 235 31.4 Miscellaneous 269 20.0 3,577 34.2 Prisoner-arrest 70 80.0 139 146.0 Suspicious person/vehicle 1,615 36.8 5,852 34.4 Traffic enforcement 6,419 18.0 1,395 22.9 Total 9,068 24.1 36,160 40.7 Note: We removed 21 calls with inaccurate busy times. Police Operations and Data Analysis Report, Delray Beach, Florida 72 Methodology: This information is limited to calls and excludes all events that show a zero time on scene. A unit's occupied time is measured as the time from when it is dispatched until it becomes available. The times shown are the average occupied times per call for the primary unit, rather than the total occupied time for all units assigned to a call. Observations: • A unit's average time spent on a call ranged from 15 to 146 minutes overall. • The longest average times were spent on calls involving arrests that were other-initiated. Police-initiated traffic calls (enforcements and accidents) averaged nineteen minutes per call, whereas other-initiated traffic calls averaged fifty-one minutes per call. • Crime calls averaged fifty-three minutes for police-initiated calls and fifty-nine minutes for other-initiated calls. • Arrests averaged 80 minutes per call for police-initiated calls and 146 minutes per call for other-initiated calls. Police Operations and Data Analysis Report, Delray Beach, Florida 73 Figure 12. Number of Responding Units, by Initiator and Category 2.5 2.0 +~., 1.5 C 1.0 0.5 0.0 z.s 2.1 .. 1.. R 1.6 1 E 1.7 1.5 1.6 1.71.6 ' l.s ~~ 1 z ~J ~, m n 1. ~ ~~ a~ 5~ 5~ ~ a~ 5 ~o~ ~G~~yy. Pty Gt\~ ~~~~t y~~~~o~ ~ ~ P~' ~~~ ~~,~ yQ\G~ ~~~ ~~ ® Other initiated ® Police initiated Note: The categories in this figure use weighted averages to combine those of the following table according to the description on page 62. Table 8. Number of Responding Units, by Initiator and Category Police-initiated Other-initiated Category Average Total Calls Average Total Calls Accidents 1.7 98 1.4 3,369 Alarm 1.8 30 1.7 5,087 Animal calls 1.3 13 1.2 205 Assist other agency 1.2 217 1.7 1,344 Check/investigation 1.4 77 1.4 1,286 Crime-persons 1.4 34 1.9 3,457 Crime-property 1.3 150 1.4 5,560 Disturbance 2.3 60 1.8 4,667 Juvenile 1.2 16 1.5 235 Miscellaneous 1.1 269 1.3 3,577 Prisoner-arrest 1.5 70 2.5 139 Suspicious person/vehicle 2.0 1,617 1.9 5,856 Traffic enforcement 1.6 6,421 1.3 1,395 Total 1.6 9,072 1.6 36,177 Police Operations and Data Analysis Report, Delray Beach, Florida 74 Figure 13. Number of Responding Units, by Category 5000 4000 ~ 3000 ._ 2000 1000 0 I-l ~\c'~ c~'~ ~P. a~ OCR .~¢ OJT ~~~G c~a~ Ptt~ Gtr ~~~~~ ~°'a~~ ,~~~~ ~~\~~ ,eta ~~~ ~~~ ~~ P fit` ^ 1 Officer ^ 2 Officers ^ 3+ Officers Note: The categories in this figure use weighted averages to combine those of the following table according to the description on page 62. Table 9. Number of Responding Units, by Category, Other-initiated Calls Responding Units Category One Two Three or More Accidents 2,464 633 272 Alarm 2,127 2,332 628 Animal calls 169 29 7 Assist other agency 680 451 213 Check/investigation 892 275 119 Crime-persons 1,466 1,129 862 Crime-property 3,929 1,088 543 Disturbance 2,084 1,667 916 Juvenile 154 49 32 Miscellaneous 2,734 672 171 Prisoner-arrest 9 72 58 Suspicious person/vehicle 2,413 2,178 1,265 Traffic enforcement 1,109 218 68 Total 20,230 10,793 5,154 Police Operations and Data Analysis Report, Delray Beach, Florida 75 Methodology: The information in Table 8 and Figure 12 is limited to calls and excludes events with zero time on scene, out-of-service records, and directed patrol activities. The information in Table 9 and Figure 13 is further limited to other- initiated calls. Observations: • The overall mean number of responding units was 1.6 for police- initiated calls as well as for other-initiated calls. • The mean number of responding units was a maximum of 2.5 for other- initiated calls involving prisoner arrests. • Most other-initiated calls (56 percent) involved one responding unit. • Fourteen percent of all other-initiated calls involved three or more units. • The largest group of calls with three or more responding units involved suspicious activities, followed by crimes. Police Operations and Data Analysis Report, Delray Beach, Florida 76 Figure 14. Percentage Calls and Work Hours, by Category, February 2010 ^ Arrest ^ Agency assist ^ Crime ® General 0.5% 1.8% ®Investigations I 3.7% I 4.2% ^ Juvenile ~ 21.5% ~ ^ Su5171CI0u5 25.6% 19.1% ®Traffic llllllllllllllllllllllllllllllllllllllllllllllllllllllllll -28.6% -9.0% /////////////////////////////////////////IIIIIIIIIIIIIIIII ~~~~~~~~~~~~~~~~~ I~i~~~~ ~~~ IIIIIIi 27.3%~ llumii 27.5% 14.1% 7.1 0.5% 0.8% 8.7% Call Activity Workload Table 10. Calls and Work Hours per Day, by Category, February 2010 Per Day Category Calls Work Hours Arrest 0.6 1.8 Assist other agency 4.4 4.2 Crime 22.6 28.5 General noncriminal 10.7 7.1 Investigations 16.7 8.6 Juvenile 0.6 0.8 Suspicious incident 32.6 27.2 Traffic 30.3 21.4 Total 118.5 99.7 Police Operations and Data Analysis Report, Delray Beach, Florida 77 Methodology: Workload calculations focused on calls rather than events. Observations: • Total calls in February were 119 per day, or 4.9 per hour. Total workload was 100 work hours per day, meaning that an average of 4.2 officers per hour were busy responding to calls. Traffic-related activities constituted 26 percent of calls and 22 percent of workload. • Suspicious incidents constituted 28 percent of calls and 27 percent of workload. • Crimes constituted 19 percent of calls but 29 percent of workload. Investigations constituted 14 percent of calls and 9 percent of workload. Police Operations and Data Analysis Report, Delray Beach, Florida 78 Figure 15. Percentage Calls and Work Hours, by Category, August 2010 ^ Arrest ^ Agency assist ^ Crime ® General 0.4% 1.2% ®Investigations I I ^ Juvenile 3 6% ~ ° 4.5 /o © SuSpICI0U5 22.5% ®Traffic 29.0% 18.8% l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l --2 8.7 '9.1% " '''''''i'''''''''''Illllllljjjjlllll iiiiia ~~~~~~~~ ~~~~~~~~~~~~~~~~ lo. 26.6%~ X14.3% ~ IIIIII~h 6.6% 24.3% ~ 0.4% 0.5%~ 9.4% Call Activity Workload Table 11. Calls and Work Hours per Day, by Category, August 2010 Per Day Category Calls Work Hours Arrest 0.5 1.2 Assist other agency 4.6 4.7 Crime 23.9 29.3 General noncriminal 11.6 6.7 Investigations 18.1 9.6 Juvenile 0.5 0.5 Suspicious incident 30.9 27.2 Traffic 36.8 23.0 Total 126.9 102.2 Police Operations and Data Analysis Report, Delray Beach, Florida 79 Observations: • In August, the total calls per day and workload were greater than in February. • Total calls were 127 per day or 5.3 per hour, which was 7 percent higher than in February. • Total workload was 102 work hours per day or 4.3 officers per hour busy responding to calls, which was 2 percent higher than in February. • Traffic-related activities constituted 29 percent of calls and 23 percent of workload. • Suspicious incidents constituted 24 percent of calls and 27 percent of workload. • Crimes constituted 19 percent of calls but 29 percent of workload. • Investigations constituted 14 percent of calls and 9 percent of workload. Police Operations and Data Analysis Report, Delray Beach, Florida 80 B. Deployment The police department's main patrol force includes regular patrol officers, field training officers, and supervisors. Along with regular patrol officers, we included community service officers (CSOs) in our analysis, as they also perform patrol-related duties. We only examined deployment information for four weeks in winter (February 2009) and four weeks in summer (August 2009). The police department deployed an average of 15.0 officers per hour during the 24-hour day in winter (February) and 15.2 officers per hour during the 24-hour day in summer (August). When CSOs are included, the average rises to 15.9 per hour in winter and 16.5 per hour in summer. There was significant variability in deployment by hour. In this section, we describe the deployment and workload in distinct steps, distinguishing between summer and winter, and between weekdays and weekends: • First, we focus on patrol deployment, with and without additional units. Next, we compare the deployment against workload based upon other- initiated calls for service. Afterwards, we draw a similar comparison while including police- initiated workload. • Finally, we draw a comparison based upon "all" workload, which includes out-of-service and directed patrol workload. Comments follow each set of four figures, with separate discussions for summer and winter. Police Operations and Data Analysis Report, Delray Beach, Florida 81 Figure 16. Deployed Officers, Weekdays, February 2010 25 20 = 15 C O L a to 5 0 0 2 4 6 8 10 12 14 16 18 20 22 Hour Basic patrol Total patrol Figure 17. Deployed Officers, Weekends, February 2010 zo 15 G7 C C ~ 10 L a 5 0 0 2 4 6 8 10 12 14 16 18 20 22 Hour Basic patrol Total patrol Police Operations and Data Analysis Report, Delray Beach, Florida 82 Figure 18. Deployed Officers, Weekdays, August 2010 30 25 20 G7 C C ~ 15 L a to 5 Ot 0 2 4 6 8 10 12 14 16 18 20 22 Hour Basic patrol Total patrol Figure 19. Deployed Officers, Weekends, August 2010 20 15 C C O i 10 a 5 Of 0 2 4 6 8 10 12 14 16 18 20 22 Hour Basic patrol Total patrol Police Operations and Data Analysis Report, Delray Beach, Florida 83 Observations: • For February 2010: o The average total deployment was approximately 16.5 officers during the week and 14.5 officers on weekends. o Basic deployment varied between 8.9 and 20.5 officers per hour on weekdays, and between 9.8 and 18.4 officers per hour on weekends. o CSOs raised average hourly deployment as high 23.1 officers during the week and 19.0 officers on weekends. • For August 2010: o The average total deployment was approximately 17.0 officers during the week and 15.1 officers on weekends. o Basic deployment varied between 8.6 and 21.9 officers per hour on weekdays, and between 9.1 and 20.6 officers per hour on weekends. o CSOs raised average hourly deployment as high as 26.3 officers during the week and 21.3 officers on weekends. Police Operations and Data Analysis Report, Delray Beach, Florida 84 Figure 20. Deployment and Other-Initiated Workload, Weekdays, February 2010 25 20 ~ 15 c c 0 L a 10 5 0 2 4 6 8 10 12 14 16 18 20 22 Hour ^ Extra patrol ^ Basic patrol ^ Other-initiated vuork Figure 21. Deployment and Other-Initiated Workload, Weekends, February 2010 zo 15- a~ c c H 10- L a 5- 0 0 2 4 6 8 10 12 14 16 18 20 22 Hour ^ Extra patrol Basic patrol ^ Other-initiated vuork Police Operations and Data Analysis Report, Delray Beach, Florida 85 Figure 22. Deployment and Other-Initiated Workload, Weekdays, August 2010 30 25 20 a~ c c H 15 L a 10 5 0 2 4 6 8 10 12 14 16 18 20 22 Hour ® Extra patrol Basic patrol ® Other-initiated vuork Figure 23. Deployment and Other-Initiated Workload, Weekends, August 2010 zo 15 a~ c c 0 H ~ 10 a 5 0 2 4 6 8 10 12 14 16 18 20 22 Hour ^ Extra patrol ^ Basic patrol ® Other-initiated v~rork Police Operations and Data Analysis Report, Delray Beach, Florida 86 Observations: • For February 2010: o Average other-initiated workload was 3.7 officers per hour during the week and 3.5 officers per hour on weekends. o This was approximately 22 percent of hourly deployment during the week and 24 percent on weekends. o During the week, workload reached a maximum of 34 percent of deployment between 10 a.m. and 11 a.m. o On weekends, workload reached a maximum of 45 percent of deployment between noon and 1 p.m. • For August 2010: o Average other-initiated workload was 3.6 officers per hour during the week and 3.0 officers per hour on weekends. o This was approximately 21 percent of hourly deployment during the week and 20 percent on weekends. o During the week, workload reached a maximum of 32 percent of deployment between 7 p.m. and 8 p.m. o On weekends, workload reached a maximum of 34 percent of deployment between 11 a.m. and noon. Police Operations and Data Analysis Report, Delray Beach, Florida 87 Figure 24. Deployment and Main Workload, Weekdays, February 2010 25 20 d 15 c c 0 L a 10 5 0 2 4 6 8 10 12 14 16 18 20 22 Hour ^ Extra patrol ^ Basic patrol ^ Out-of-service work Police-initiated work ^ Other-initiated work Figure 25. Deployment and Main Workload, Weekends, February 2010 zo 15 a~ c c ~ 10 L a 5 0 2 4 6 8 10 12 14 16 18 20 22 Hour ^ Extra patrol ^ Basic patrol ^ Out-of-service work ^ Police-initiated work ^ Other-initiated work Police Operations and Data Analysis Report, Delray Beach, Florida 88 Figure 26. Deployment and Main Workload, Weekdays, August 2010 30 25 20 a~ c c y 15- L a 10- 5- 0 0 2 4 6 8 10 12 14 16 18 20 22 Hour ^ Extra patrol ^ Basic patrol ^ Out-of-service work ^ Police-initiated work ® Other-initiated work Figure 27. Deployment and Main Workload, Weekends, August 2010 zo 15- a~ c c 0 ~ 10- a 5- 0- 0 2 4 6 8 10 12 14 16 1& 20 22 Hour ^ Extra patrol ^ Basic patrol ^ Out-of-service work ^ Police-initiated work ^ Other-initiated work Police Operations and Data Analysis Report, Delray Beach, Florida 89 Methodology: These figures include deployment along with workload from other-initiated, police-initiated, and out-of-service activities. Observations: For February 2010: o Average workload was 6.6 officers per hour during the week and 5.6 officers per hour on weekends. o This was approximately 40 percent of hourly deployment during the week and 39 percent on weekends. o During the week, workload reached a maximum of 59 percent of deployment between 1 p.m. and 2 p.m. o On weekends, workload reached a maximum of 68 percent of deployment between 2 p.m. and 3 p.m. • For August 2010: o Average workload was 7.0 officers per hour during the week and 5.8 officers per hour on weekends. o This was approximately 41 percent of hourly deployment both during the week and 38 percent on weekends. o During the week, workload reached a maximum of 61 percent of deployment between 8 a.m. and 9 a.m. o On weekends, workload reached a maximum of 54 percent of deployment between 9 p.m. and 10 p.m. Police Operations and Data Analysis Report, Delray Beach, Florida 90 Figure 28. Deployment and All Workload, Weekdays, February 2010 25 20 ~ 15 c c 0 L a 10 5 0 2 4 6 8 10 12 14 16 18 20 22 Hour ^ E xtra patrol ^ Basic patrol ® Directed patrol work ^ Out-of-service work ^ Police-initiated work ^ Other-initiated work Figure 29. Deployment and All Workload, Weekends, February 2010 zo 15 c c ~ 10 L a 5 0 2 4 6 8 10 12 14 16 18 20 22 Hour ^ Extra patrol ^ Basic patrol ® Directed patrol work ^ Out-of-service work ^ Police-initiated work ^ Other-initiated work Police Operations and Data Analysis Report, Delray Beach, Florida 91 Figure 30. Deployment and All Workload, Weekdays, August 2010 30 25 20 c c ~ 15 L a 10 5 0 2 4 6 8 10 12 14 16 18 20 22 Hour ^ Extra patrol ^ Basic patrol ® Directed patrol work ^ Out-of-service work ^ Police-initiated work ^ Other-initiated work Figure 31. Deployment and All Workload, Weekends, August 2010 c c 0 ~ 10 a 5 zo 15 Ot 0 2 4 6 8 10 12 14 Hour 16 18 20 22 ^ E xtra patrol ^ Basic patrol ® Directed patrol work ^ Out-of-service work ^ Police-initiated work ^ Other-initiated work Police Operations and Data Analysis Report, Delray Beach, Florida 92 Methodology: These figures include deployment along with all workload from other-initiated, police-initiated, out-of-service, and directed patrol activities. Observations: For February 2010: o Average workload was 7.2 officers per hour during the week and 6.1 officers per hour on weekends. o This was approximately 43 percent of hourly deployment during the week and 42 percent on weekends. o During the week, workload reached a maximum of 60 percent of deployment between 1 p.m. and 2 p.m. o On weekends, workload reached a maximum of 71 percent of deployment between 2 p.m. and 3 p.m. • For August 2010: o Average workload was 7.6 officers per hour during the week and 6.6 officers per hour on weekends. o This was approximately 45 percent of hourly deployment during the week and 43 percent on weekends. o During the week, workload reached a maximum of 67 percent of deployment between 8 a.m. and 9 a.m. o On weekends, workload reached a maximum of 64 percent of deployment between 11 a.m. and noon. Police Operations and Data Analysis Report, Delray Beach, Florida 93 C. Response Times We analyzed the response times to various types of calls, separating the duration into dispatch and travel times. We begin the discussion with statistics that include all calls combined. We analyzed several types of calls to determine whether response times varied by call type. Before presenting the specific figures and tables, we summarize all of the observations. We started with 6,177 events for winter (February 2010) and 6,622 events for summer (August 2010). We limited our analysis to other- initiated calls. We also encountered some calls without arrival times that we were forced to exclude from our analysis due to lack of information. This left 2,485 calls in February and 2,360 calls in August. Our initial analysis does not distinguish calls based on their priority. Instead, it examines the difference in response by time of day and compares summer and winter periods. After the overall statistics, we present an analysis of response time based upon a call's priority. We focus on high-priority calls for the entire year, which shows the response times for high-priority calls are significantly shorter than the overall average. Response time is measured as the difference between when a call is received and when the first unit arrives on scene. This is separated into dispatch delay and travel time. Dispatch delay is the time from when a call is received until a unit is dispatched. Travel time is the time from when the first unit is dispatched until the first unit arrives. Police Operations and Data Analysis Report, Delray Beach, Florida 94 1. All Calls This section looks at all calls received, regardless of priority, to examine the differences in response by both time of day and season (summer versus winter). Figure 32. Average Response Time, by Hour of Day, for February 2010 and August 2010 15 3 C 10 5 zo 0+ 0 2 4 6 8 10 12 14 16 18 20 22 Hour February August Police Operations and Data Analysis Report, Delray Beach, Florida 95 Observations: • Average response times varied significantly by hour of day. The overall average was slightly higher in February than in August. • In February, the longest response times were an average of 20.3 minutes between 5 p.m. and 6 p.m. • In February, the shortest response times were between 4 a.m. and 5 a.m., with an average of 7.6 minutes. In August, the longest response times were between 6 p.m. and 7 p.m., with an average of 17.3 minutes. • In August, the shortest response times were between 1 a.m. and 2 a.m., with an average of 6.4 minutes. Police Operations and Data Analysis Report, Delray Beach, Florida 96 Figure 33. Average Response Times, February 2010 zo 15 G7 3 10 5 I I inl n ~ I 0 ~y~ 5`y~ ~~ tai . 0~5 ~~~ oJ5 ~~`~ Pty ay Gtr ~~~ a~ ~~ ~`~~ eta L~ (~ ;p~ ~J yQ ~~ ,may ~J P~' ~~` ^ Travel time ^ Dispatch delay Figure 34. Average Response Times, August 2010 zo 15 G7 3 10 C 5 0 Pt~~y ayy\y Lt~~ ~~~ta a'`~~ ~~~\ \G\o~ ~ta~~\ ~~ C~ ;p~ ~J 5Q ~~ ,may ~J P~' '~~` ^ Travel time ^ Dispatch delay Police Operations and Data Analysis Report, Delray Beach, Florida 97 Table 12. Average Response Time Components, by Category Fe bruary 2010 August 2010 Category Dispatch Travel Response Dispatch Travel Response Arrest 10.7 3.3 14.0 3.7 5.7 9.5 Agency assist 5.2 5.6 10.8 5.3 4.8 10.1 Crime 11.9 7.1 18.9 10.6 6.6 17.2 General 11.9 6.9 18.8 12.1 7.4 19.6 Investigations 4.6 5.6 10.2 4.5 5.8 10.2 Juvenile 13.3 6.7 20.0 9.6 6.4 16.0 Suspicious 7.1 5.2 12.4 6.6 4.8 11.4 Traffic 7.0 7.9 14.8 6.5 6.8 13.3 Total 8.3 6.3 14.6 7.8 6.0 13.8 Note: The total average is weighted according to the number of calls per category. Observations: Response times varied significantly by call category. • In February, average response times were as short as 10.2 minutes (for investigations) and as long as 20.0 minutes (for juvenile calls). • In August, average response times were as short as 9.5 minutes (for arrests) and as long as 19.6 minutes (for general noncriminal calls). • Average response times for crimes were 18.9 minutes during February and 17.2 minutes during August. In February, average dispatch delays varied between 4.6 minutes (for investigations) and 13.3 minutes (for juvenile calls). • In August, average dispatch delays varied between 3.7 minutes (for arrests) and 12.1 minutes (for general noncriminal activities). Police Operations and Data Analysis Report, Delray Beach, Florida 98 Table 13. 90th Percentiles for Components, by Category Fe bruary 2010 August 2010 Category Dispatch Travel Response Dispatch Travel Response Arrest 45.9 6.3 47.4 9.2 11.2 15.2 Agency assist 12.0 10.3 19.6 10.9 9.4 17.6 Crime 34.9 14.0 42.1 33.1 13.3 44.0 General 30.0 13.1 36.8 31.6 14.7 40.3 Investigations 10.4 10.7 19.3 9.6 10.8 18.6 Juvenile 35.1 10.4 44.1 25.2 13.8 36.1 Suspicious 20.0 10.1 26.5 16.3 9.2 22.3 Traffic 18.7 15.4 30.6 15.9 13.0 25.3 Total 23.7 12.0 31.6 21.7 11.3 29.7 Note: A 90th percentile value of 12.0 minutes means that 90 percent of all calls were responded to in fewer than twelve minutes. For this reason, the columns for dispatch delay and travel time will not add to total response time. Observations: • In February, 90th percentile values for response times were as short as 19.3 minutes (for investigations) and as long as 47.4 minutes (for arrests). In August, 90th percentile values for response times were as short as 15.2 minutes (for arrests) and as long as 44.0 minutes (for crimes). Police Operations and Data Analysis Report, Delray Beach, Florida 99 2. High-Priority Calls A priority code was assigned to each call by the dispatch center with 1 as the highest priority and 4 as the lowest priority. Table 14 shows average response times by priority. These averages included nonzero-on-scene other-initiated calls throughout the year from September 2009 to August 2010. There were approximately 33,000 other-initiated calls with valid response times. All of these calls were assigned a priority. Table 14. Average Dispatch, Travel, and Response Times, by Priority Priority Dispatch Travel Response Total Calls 1 1.3 3.6 4.9 910 2 3.7 5.5 9.2 17,050 3 13.0 7.6 20.6 14,943 4 7.4 12.1 19.5 8 Total 7.9 6.4 14.2 32,911 Note: The total average is weighted according to the number of calls within each priority level. Police Operations and Data Analysis Report, Delray Beach, Florida 100 Figure 35. Average Response Times and Dispatch Delays for High- Priority Calls, by Hour Observations: High-priority calls (Priority 1) had shorter response times (4.9 minutes) compared with the overall yearly average of 14.2 minutes. Average dispatch delay was 1.3 minutes for high-priority calls and 7.9 minutes overall. • The shortest average response time for high-priority calls was approximately 3.4 minutes between 1 a.m. and 2 a.m. • Longest response time for high-priority calls was approximately 6.5 minutes between 6 a.m. and 7 a.m. • Dispatch delay for high-priority calls was consistently 2.0 minutes or less, except between 4 p.m. and 5 p.m. Police Operations and Data Analysis Report, Delray Beach, Florida 101 C1 N C 0 _~ fl. 0 a 0 0 rl L fl. 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