11-08-11 Workshop Meeting
CITY COMMISSION
CITY OF DELRAY BEACH, FLORIDA
WORKSHOP - TUESDAY, NOVEMBER 8, 2011
6:00 P.M. FIRST FLOOR CONFERENCE ROOM
The City will furnish appropriate auxiliary aids and se rvices 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 City to reasonably acco mmodate your request. Adaptive listening devices
are available for meetings in the Commission Chambers.
WORKSHOP AGENDA
1. Update on Village Academy School
2. Fire Assessment Study
3. National Auto Parts Association (NAPA) Warehouse Proposal
4. Review of Design Concepts for the City Website
5. Art in Public Places Presentation (ADDENDUM)
6. ICMA Police Operations and Data Analysis
7. Discuss State Legislative Priorities for 2012
8. Proposed Change to Commission Terms
9. Commission Comments
Please be advised that if a person decides to a ppeal 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 City neither
provides nor prepares such record.
MEMORANDUM
TO:Mayor and City Commissioners
FROM:David T. Harden, City Manager
DATE:November 2, 2011
SUBJECT:AGENDA ITEM WS.1 - WORKSHOP MEETING OF NOVEMBER 8, 2011
UPDATE ON VILLAGE ACADEMY SCHOOL
ITEM BEFORE COMMISSION
The principal of Village Academy, Guarn Sims, will give an update to the City Commission on the
school and its programs.
MEMORANDUM
TO:Mayor and City Commissioners
FROM:David T. Harden, City Manager
DATE:November 3, 2011
SUBJECT:AGENDA ITEM WS.2 - WORKSHOP MEETING OF NOVEMBER 8, 2011
FIRE ASSESSMENT STUDY
ITEM BEFORE COMMISSION
Our consultant, Burton & Associates, will present t he preliminary results of their Fire Assessment
Study.
BACKGROUND
In developing the City's General Fund budget for th e current fiscal year, the decision was made to ado pt
a fire assessment fee. Such a fee will apportion a part of the cost of fire protection in a manner mo re
fair than the ad valorem tax.
Our consultant will present the preliminary results of their study to determine the cost of fire prote ction
in Delray Beach, and how that cost might be assesse d to property owners in the City. The study
presents two alternatives for the assessment. We c an assess a fixed amount per unit for residential
development, and a fixed amount per square foot for non-residential structures, or we could adopt block
rate structures which result in an assessment which varies by the size of the structure for residentia l
units, and which groups non-residential structures into a series of size ranges rather than calculating
each individual structure based on its supposed exa ct size. Our consultant will discuss the pros and cons
of both options.
RECOMMENDATION
Commission direction is requested regarding which r ate structure should be used as we go forward in
the assessment process.
Presented by:
1
City of Delray Beach
Fire Assessment Study
City Commission Workshop
November 8, 2011
Presentation of Preliminary Results
Introduction of Burton & Associates
Burton & Associates Firm Background
Multi-year financial planning and rate services to local
governments since 1988
Fire Assessment development has been a significant portion of our
practice over the past ten years
Some of our Fire Assessment clients
Brevard County, Lauderdale-by-the-Sea, Deltona, Cape Coral ,
Orange Park, New Port Richey
Some of our clients in the Southeast Florida area
Fort Lauderdale, Lake Worth, Coconut Creek, Lauderdale-by-
the-Sea, Davie, Coral Springs, Key Biscayne
Project Staff
Mike Burton –President & Project Director
Andy Burnham –Senior Vice President & Project Manager
2
3
Project Scope
Develop a Fire Assessment Program for the City:
Identify an assessment rate structure to achieve a fair and
equitable relationship between:
The benefit received by properties, and
The cost burden of the assessment
Develop a ten year Fire Service financial management plan
Prepare the assessment roll, final report, and provide
implementation assistance
4
Background
Fire Assessments are an alternative revenue source to mo re
fairly recover the cost of Fire/Rescue Services
Emergency Medical Services (EMS) costs can not be included
in a Fire Assessment based upon a Florida Supreme Court
decision
Fire costs must be apportioned to properties based upon
benefit
Benefit criteria include:
Watch Standing Benefit–The maintenance of facilitie s, equipment, and
personnel to provide fire suppression services with in acceptable
response times –98% of Fire Costs
Service Benefit–Actual calls for service made to pr operty classes: -
2% of Fire Costs (marginal costs of making calls, p rimarily fuel)
The Analysis
Cost determination
Performed a detailed allocation of Fire Rescue costs t o Fire
and Emergency Medical Service (EMS)
Included only Fire costs in the Fire Assessment
Property data
Provided by the Palm Beach County Property Appraiser
Compiled into a Fire Assessment database
Used Department of Revenue (DOR) land use codes to..
Determine allocation of costs to residential and non-resi dential property
classes based upon square feet of developed space
Determine properties to be exempted or excluded from the Fi re
Assessment (described on next slide)
Used Fire Assessment database to calculate assessme nt rates by
property class and specific assessments for each pa rcel
Fire Assessment database will serve as the Fire Ass essment roll upon
approval
5
The Analysis
Property data ( Cont’d)
Exempted property classes (not included in the cost apportionment)
Vacant
Religious institutions
Public County schools
Federal buildings
Rivers and lakes, right-of-way/buffers, etc.
Excluded property classes (included in the cost apportionment but not
included in the assessment roll)
Districts
City property
County property
6
Residential Assessment Rates
7
Residential Fire Assessment Summary
Residential Assessment
2,662,838 $
TOTAL RES ASSESSMENT2,662,838 $
Tiered Rate Structure
Max Sq.
Ft. of
# of
Dwelling Units
ERU
Factor
# of
Eq. Units Rate
1,000,0003513.091,085263.00 $
5,0009322.192,041186.00 $
3,5005,2721.427,486121.00 $
2,00012,1781.0012,17885.00 $
1,20013,9690.618,52152.00 $
Total32,70231,311
RESIDENTIAL ALLOCATION
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
1,2002,0003,5005,0001,000,000
Uniform Rate Structure
Number of Residential Units with Developed Space32,702
Charge per Dwelling Unit85.00 $
Non-Residential Assessment Rates
8
Non-Residential Fire Assessment Summary
724,149 $
724,149 $
Tiered Rate Structure
Max Sq. Ft.
of Range # of Parcels ECU Factor # of Eq. Units Rate
10000007215.001,0803,552.00 $
500001812.502252,960.00 $
400002210.002202,368.00 $
30000427.503151,776.00 $
20000405.002001,184.00 $
15000673.75251888.00 $
10000462.50115592.00 $
8000892.00178474.00 $
60001151.50173355.00 $
40001021.00102237.00 $
30001410.75106178.00 $
20001620.5081118.00 $
1000480.251259.00 $
500300.13431.00 $
9943,061
Non-Residential Assessment
NON-RESIDENTIAL ALLOCATION
TOTAL NON-RESIDENTIAL ASSESSMENT
Uniform Rate Structure
Total Non-Residential Sq. Ft.14,252,417
Charge per Sq. Ft.0.0508 $
Non-Residential Assessment Rates
9
Total Fire Assessment Summary
TOTAL RES ASSESSMENT2,662,838 $
TOTAL NON-RESIDENTIAL ASSESSMENT724,149 $
TOTAL ASSESSMENT REVENUE (1)3,386,987 $
(1) Approximately 16% Cost recovery
Survey
10
020406080100120140160180200
Boca Raton
Boynton Beach
Pompano Beach
Coral Springs
Fort Lauderdale
Deerfield Beach
Hollywood
Boca RatonBoynton BeachPompano BeachCoral SpringsFo rt LauderdaleDeerfield BeachHollywood
FY 2012 Fee 8088111128.77135143189
FY 2011 Fee 6068111114.84135143159
FY 2011 & 2012 Fire Assessment Fee Comparison Surve y
Delray Beach
Proposed Average Residential Assessment
Recommendations
Consider adoption of Fire Assessments under either of
the alternatives presented herein
Residential
Tiered rates by the amount of square feet of developed on each parcel
Same rate for all single family residential parcels
Non Residential
Tiered rates by the amount of square feet of developed on each parcel
Financial plan
Review the assessments periodically to ensure adequ ate financial
resources to fund all fire costs
Fire Assessments
Other operating revenue (payments from other communities ser ved)
General Fund
11
12
Discussion
Burton & Associates 10/20/2011
City of Delray Beach - Fire Assessment Study
Preliminary Assessment Analysis & Results
City of Delray Beach Fire Assessment Study
FY 2012 Fire/EMS Department Expenditure Budget Alloca tion
Div.Code (1)Item # DescriptionFY 2012 BgtFY 12 EMS $FY 12 Fire $
Div. 11FIRE ADMINISTRATION
Div. 11 PS 12-10REGULAR SALARIES/WAGES911,790 $ 118,638 793,152
Div. 11 PS 12-20HOLIDAY PAY 440 $ 57 383
Div. 11 PS 12-30TERM. PAY/SICK & VACATION-$ - -
Div. 11 PS 14-10OVERTIME-$ - -
Div. 11 PS 15-45EDUCATION/CERTIFICATION17,640 $ 2,295 15,345
Div. 11 PS 15-50OTHER PAY-$ - -
Div. 11 PS 21-10EMPLOYER FICA66,920 $ 8,707 58,213
Div. 11 PS 22-10GENERAL EMPL. RETIREMENT44,850 $ 5,836 39,014
Div. 11 PS 22-20POLICE & FIRE RETIREMENT205,990 $ 26,803 179,187
Div. 11 PS 22-30ICMA CONTRIBUTION12,340 $ 1,606 10,734
Div. 11 PS 22-40RETIREE HEALTH TRUST3,450 $ 449 3,001
Div. 11 PS 23-10LIFE INSURANCE11,060 $ 1,439 9,621
Div. 11 PS 23-20DISABILITY INSURANCE3,740 $ 487 3,253
Div. 11 PS 23-30HEALTH INSURANCE100,120 $ 13,027 87,093
Div. 11 PS 24-10WORKERS COMPENSATION20,840 $ 2,712 18,128
Div. 11 PS 25-10 UNEMPLOYMENT COMPENSATION 460 $ 60 400
Div. 11 PS 25-20EMPLOYEE ASSISTANCE PROG.430 $ 56 374
Div. 11OMF31-20MEDICAL-$ - -
Div. 11OMF31-90OTHER PROFESSIONAL SERVICES20,200 $ - 20,200
Div. 11OMF34-10JANITORIAL SERVICES8,640 $ - 8,640
Div. 11OMF34-20PEST CONTROL SERVICES4,090 $ - 4,090
Div. 11OMF34-40TEMPORARY SERVICES-$ - -
Div. 11OMF34-90OTHER CONTRACTUAL SERVICES5,540 $ - 5,540
Div. 11OMF40-10TRAVEL & TRAINING10,090 $ 1,200 8,890
Div. 11OMF41-10TELEPHONE EXPENSE4,030 $ - 4,030
Div. 11OMF41-15PORTABLE PHONE/MDD7,140 $ - 7,140
Div. 11OMF42-10POSTAGE4,500 $ - 4,500
Div. 11OMF42-20EXPRESS CHARGE/MESSENGER1,500 $ - 1,500
Div. 11OMF43-10ELECTRICITY84,550 $ - 84,550
Div. 11OMF43-20WATER & SEWER12,840 $ - 12,840
Div. 11OMF43-25IRRIGATION WATER13,350 $ - 13,350
Div. 11OMF43-30WASTE COLLECTION & DISP.6,150 $ - 6,150
Div. 11OMF43-40GAS11,000 $ - 11,000
Div. 11OMF43-50STORMWATER ASSESSMENT FEE5,500 $ - 5,500
Div. 11OMF44-30EQUIPMENT RENTAL/LEASES10,550 $ - 10,550
Div. 11OMF44-40VEHICLE RENTAL/LEASES 100 $ - 100
Div. 11OMF44-45VEHICLE RENTAL- GARAGE19,710 $ - 19,710
Div. 11OMF45-10GENERAL LIABILITY47,960 $ - 47,960
Div. 11OMF45-90OTHER INSURANCE COSTS-$ - -
Page 2 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
FY 2012 Fire/EMS Department Expenditure Budget Alloca tion
Div.Code (1)Item # DescriptionFY 2012 BgtFY 12 EMS $FY 12 Fire $
Div. 11OMF46-10BUILDING MAINTENANCE150,000 $ - 150,000
Div. 11OMF46-20EQUIPMENT MAINTENANCE24,430 $ - 24,430
Div. 11OMF46-30VEHICLE MAINT.- GARAGE13,300 $ - 13,300
Div. 11OMF46-90OTHER REPAIR/MAINT. COSTS-$ - -
Div. 11OMF47-10PRINTING/BINDING SERVICES5,000 $ - 5,000
Div. 11OMF48-20EMPLOYEE AWARDS1,500 $ - 1,500
Div. 11OMF48-30REFRESHMENT/FOOD/MEETINGS2,550 $ - 2,550
Div. 11OMF49-10ADVERTISING-$ - -
Div. 11OMF49-90OTHER CURRENT CHARGES-$ - -
Div. 11OMF51-10STATIONERY/PAPER/FORMS2,430 $ - 2,430
Div. 11OMF51-20OFFICE EQUIP. < $1,0003,000 $ - 3,000
Div. 11OMF51-90OTHER OFFICE SUPPLIES13,870 $ - 13,870
Div. 11OMV52-10FUEL/LUBE VEHICLES12,670 $ - 12,670
Div. 11OMF52-18BUNKER GEAR4,270 $ - 4,270
Div. 11OMF52-20GENERAL OPER. SUPPLIES4,750 $ - 4,750
Div. 11OMF52-22UNIFORMS/LINEN SERVICES6,550 $ - 6,550
Div. 11OMF52-25JANITORIAL SUPPLIES19,000 $ - 19,000
Div. 11OMF52-27EQUIPMENT < $1,0009,700 $ - 9,700
Div. 11OMF54-10BOOKS & PUBLICATIONS 220 $ - 220
Div. 11OMF54-15SUBSCRIPTIONS 260 $ 60 200
Div. 11OMF54-20MEMBERSHIPS3,020 $ 210 2,810
Div. 11OMF54-30TRAINING/EDUCATION COSTS6,000 $ 3,910 2,090
Div. 11OMF54-35TUITION REIMBURSEMENT3,780 $ - 3,780
Div. 11 CO 64-10OFFICE FURN./FIXTURES-$ - -
Div. 11 CO 64-11COMPUTER EQUIPMENT-$ - -
Div. 11 CO 64-90OTHER MACH./EQUIPMENT17,000 $ - 17,000
Div. 13 Div. 13HIGHLAND BEACH
Div. 13 PS 12-10REGULAR SALARIES/WAGES1,594,960 $ 207,529 1,387,431
Div. 13 PS 12-20HOLIDAY PAY54,100 $ 7,039 47,061
Div. 13 PS 12-30TERM. PAY/SICK & VACATION13,600 $ 1,770 11,830
Div. 13 PS 14-10OVERTIME190,840 $ 24,831 166,009
Div. 13 PS 15-45EDUCATION/CERTIFICATION25,080 $ 3,263 21,817
Div. 13 PS 15-50OTHER PAY1,130 $ 147 983
Div. 13 PS 21-10EMPLOYER FICA135,390 $ 17,616 117,774
Div. 13 PS 22-20POLICE & FIRE RETIREMENT630,120 $ 81,989 548,131
Div. 13 PS 22-40RETIREE HEALTH TRUST34,760 $ 4,523 30,237
Div. 13 PS 23-10LIFE INSURANCE2,110 $ 275 1,835
Div. 13 PS 23-20DISABILITY INSURANCE6,520 $ 848 5,672
Div. 13 PS 23-30HEALTH INSURANCE183,640 $ 23,894 159,746
Div. 13 PS 24-10WORKERS COMPENSATION54,250 $ 7,059 47,191
Page 3 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
FY 2012 Fire/EMS Department Expenditure Budget Alloca tion
Div.Code (1)Item # DescriptionFY 2012 BgtFY 12 EMS $FY 12 Fire $
Div. 13 PS 25-10 UNEMPLOYMENT COMPENSATION 780 $ 101 679
Div. 13 PS 25-20EMPLOYEE ASSISTANCE PROG.740 $ 96 644
Div. 13OMF34-20PEST CONTROL SERVICES 200 $ - 200
Div. 13OMF34-90OTHER CONTRACTUAL SERVICES 700 $ - 700
Div. 13OMF40-10TRAVEL & TRAINING 140 $ - 140
Div. 13OMF41-10TELEPHONE EXPENSE1,610 $ - 1,610
Div. 13OMF41-15PORTABLE PHONE/MDD-$ - -
Div. 13OMF43-40GAS2,000 $ - 2,000
Div. 13OMF46-10BUILDING MAINTENANCE8,900 $ - 8,900
Div. 13OMF46-20EQUIPMENT MAINTENANCE11,490 $ 8,530 2,960
Div. 13OMF46-30VEHICLE MAINT.- GARAGE45,000 $ - 45,000
Div. 13OMF51-20OFFICE EQUIP. < $1,000 800 $ - 800
Div. 13OMF51-90OTHER OFFICE SUPPLIES-$ - -
Div. 13OMV52-10FUEL/LUBE VEHICLES10,530 $ - 10,530
Div. 13OMF52-18BUNKER GEAR9,680 $ - 9,680
Div. 13OMF52-20GENERAL OPER. SUPPLIES22,290 $ 20,340 1,950
Div. 13OMF52-22UNIFORMS/LINEN SERVICES11,660 $ - 11,660
Div. 13OMF52-25JANITORIAL SUPPLIES1,500 $ - 1,500
Div. 13OMF52-27EQUIPMENT < $1,00010,250 $ 7,800 2,450
Div. 13OMF54-10BOOKS & PUBLICATIONS 200 $ 200 -
Div. 13OMF54-30TRAINING/EDUCATION COSTS10,000 $ 10,050 (50)
Div. 13OMF54-35TUITION REIMBURSEMENT 530 $ - 530
Div. 13 CO 64-35PUMPS & HOSES3,280 $ - 3,280
Div. 13 CO 64-90OTHER MACH./EQUIPMENT2,350 $ 2,350 -
Div. 15FIRE - OPERATIONS
Div. 15 PS 12-10REGULAR SALARIES/WAGES7,630,720 $ 992,877 6,637,843
Div. 15 PS 12-20HOLIDAY PAY252,340 $ 32,833 219,507
Div. 15 PS 12-30TERM. PAY/SICK & VACATION89,760 $ 11,679 78,081
Div. 15 PS 14-10OVERTIME685,240 $ 89,160 596,080
Div. 15 PS 14-20REIMBURSABLE OVERTIME-$ - -
Div. 15 PS 15-45EDUCATION/CERTIFICATION199,270 $ 25,928 173,342
Div. 15 PS 15-50OTHER PAY3,380 $ 440 2,940
Div. 15 PS 21-10EMPLOYER FICA637,760 $ 82,983 554,777
Div. 15 PS 22-20POLICE & FIRE RETIREMENT2,912,240 $ 378,928 2,533,312
Div. 15 PS 22-30ICMA CONTRIBUTION13,190 $ 1,716 11,474
Div. 15 PS 22-40RETIREE HEALTH TRUST150,000 $ 19,517 130,483
Div. 15 PS 23-10LIFE INSURANCE10,940 $ 1,423 9,517
Div. 15 PS 23-20DISABILITY INSURANCE31,250 $ 4,066 27,184
Div. 15 PS 23-30HEALTH INSURANCE876,490 $ 114,045 762,445
Div. 15 PS 24-10WORKERS COMPENSATION263,440 $ 34,278 229,162
Page 4 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
FY 2012 Fire/EMS Department Expenditure Budget Alloca tion
Div.Code (1)Item # DescriptionFY 2012 BgtFY 12 EMS $FY 12 Fire $
Div. 15 PS 25-10 UNEMPLOYMENT COMPENSATION 3,840 $ 500 3,340
Div. 15 PS 25-20EMPLOYEE ASSISTANCE PROG.3,600 $ 468 3,132
Div. 15OMF31-90OTHER PROFESSIONAL SERVICES32,000 $ 32,000 -
Div. 15OMF34-70PHOTO/MICROFILM SERVICES-$ - -
Div. 15OMF34-90OTHER CONTRACTUAL SERVICES-$ - -
Div. 15OMF40-10TRAVEL & TRAINING16,500 $ 2,250 14,250
Div. 15OMF40-20NON-EMPLOYEE TRAVEL-$ - -
Div. 15OMF41-10TELEPHONE EXPENSE14,700 $ - 14,700
Div. 15OMF41-15PORTABLE PHONE/MDD17,340 $ - 17,340
Div. 15OMF41-20INTERNET ACCESS-$ - -
Div. 15OMF44-40VEHICLE RENTAL/LEASES 200 $ - 200
Div. 15OMF44-45VEHICLE RENTAL- GARAGE383,370 $ 216,020 167,350
Div. 15OMF45-10GENERAL LIABILITY376,120 $ - 376,120
Div. 15OMF46-10BUILDING MAINTENANCE-$ - -
Div. 15OMF46-20EQUIPMENT MAINTENANCE108,320 $ 68,400 39,920
Div. 15OMF46-30VEHICLE MAINT.- GARAGE336,500 $ 107,200 229,300
Div. 15OMF46-31VEHICLE MAINT - OTHER-$ - -
Div. 15OMF46-90OTHER REPAIR/MAINT. COSTS43,270 $ 3,000 40,270
Div. 15OMF47-10PRINTING/BINDING SERVICES3,800 $ 3,800 -
Div. 15OMF48-30REFRESHMENT/FOOD/MEETINGS-$ - -
Div. 15OMF49-90OTHER CURRENT CHARGES-$ - -
Div. 15OMF51-10STATIONERY/PAPER/FORMS-$ - -
Div. 15OMF51-20OFFICE EQUIP. < $1,0002,400 $ - 2,400
Div. 15OMF51-25COMPUTER SOFTWARE <$1,000-$ - -
Div. 15OMF51-90OTHER OFFICE SUPPLIES-$ - -
Div. 15OMV52-10FUEL/LUBE VEHICLES144,140 $ 91,800 52,340
Div. 15OMF52-18BUNKER GEAR58,270 $ - 58,270
Div. 15OMF52-20GENERAL OPER. SUPPLIES241,790 $ 173,410 68,380
Div. 15OMF52-22UNIFORMS/LINEN SERVICES70,820 $ - 70,820
Div. 15OMF52-27EQUIPMENT < $1,000101,820 $ 40,860 60,960
Div. 15OMF54-10BOOKS & PUBLICATIONS3,000 $ 2,990 10
Div. 15OMF54-15SUBSCRIPTIONS 20 $ - 20
Div. 15OMF54-20MEMBERSHIPS1,370 $ - 1,370
Div. 15OMF54-30TRAINING/EDUCATION COSTS88,830 $ 42,230 46,600
Div. 15OMF54-35TUITION REIMBURSEMENT15,980 $ - 15,980
Div. 15 CO 64-11COMPUTER EQUIPMENT1,200 $ - 1,200
Div. 15 CO 64-35PUMPS & HOSES22,330 $ - 22,330
Div. 15 CO 64-90OTHER MACH./EQUIPMENT101,640 $ 6,480 95,160
Div. 15 CO 66-10SOFTWARE9,750 $ - 9,750
Page 5 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
FY 2012 Fire/EMS Department Expenditure Budget Alloca tion
Div.Code (1)Item # DescriptionFY 2012 BgtFY 12 EMS $FY 12 Fire $
Div. 16EMERGENCY MANAGEMENT
Div. 16 PS 14-10OVERTIME6,500 $ 846 5,654
Div. 16 PS 21-10EMPLOYER FICA 500 $ 65 435
Div. 16 PS 23-10LIFE INSURANCE-$ - -
Div. 16OMF40-10TRAVEL & TRAINING 330 $ - 330
Div. 16OMF48-30REFRESHMENT/FOOD/MEETINGS 900 $ - 900
Div. 16OMF51-25COMPUTER SOFTWARE <$1,000 440 $ - 440
Div. 16OMF51-90OTHER OFFICE SUPPLIES-$ - -
Div. 16OMF52-20GENERAL OPER. SUPPLIES5,630 $ - 5,630
Div. 16OMF54-30TRAINING/EDUCATION COSTS 900 $ - 900
Div. 17FIRE SAFETY
Div. 17 PS 12-10REGULAR SALARIES/WAGES667,130 $ 86,804 580,326
Div. 17 PS 12-20HOLIDAY PAY 860 $ 112 748
Div. 17 PS 12-30TERM. PAY/SICK & VACATION55,750 $ 7,254 48,496
Div. 17 PS 13-10PARTTIME21,580 $ 2,808 18,772
Div. 17 PS 14-10OVERTIME17,000 $ 2,212 14,788
Div. 17 PS 14-20REIMBURSABLE OVERTIME-$ - -
Div. 17 PS 15-45EDUCATION/CERTIFICATION27,600 $ 3,591 24,009
Div. 17 PS 15-50OTHER PAY 930 $ 121 809
Div. 17 PS 21-10EMPLOYER FICA58,770 $ 7,647 51,123
Div. 17 PS 22-10GENERAL EMPL. RETIREMENT3,920 $ 510 3,410
Div. 17 PS 22-20POLICE & FIRE RETIREMENT156,350 $ 20,344 136,006
Div. 17 PS 22-30ICMA CONTRIBUTION3,260 $ 424 2,836
Div. 17 PS 22-40RETIREE HEALTH TRUST11,790 $ 1,534 10,256
Div. 17 PS 23-10LIFE INSURANCE 800 $ 104 696
Div. 17 PS 23-20DISABILITY INSURANCE2,730 $ 355 2,375
Div. 17 PS 23-30HEALTH INSURANCE66,760 $ 8,687 58,073
Div. 17 PS 24-10WORKERS COMPENSATION22,780 $ 2,964 19,816
Div. 17 PS 25-10 UNEMPLOYMENT COMPENSATION 320 $ 42 278
Div. 17 PS 25-20EMPLOYEE ASSISTANCE PROG.260 $ 34 226
Div. 17OMF34-70PHOTO/MICROFILM SERVICES-$ - -
Div. 17OMF40-10TRAVEL & TRAINING3,560 $ - 3,560
Div. 17OMF41-10TELEPHONE EXPENSE2,170 $ - 2,170
Div. 17OMF41-15PORTABLE PHONE/MDD6,010 $ - 6,010
Div. 17OMF44-30EQUIPMENT RENTAL/LEASES3,430 $ - 3,430
Div. 17OMF44-45VEHICLE RENTAL- GARAGE18,420 $ - 18,420
Div. 17OMF45-10GENERAL LIABILITY26,890 $ - 26,890
Div. 17OMF46-20EQUIPMENT MAINTENANCE 200 $ - 200
Div. 17OMF46-30VEHICLE MAINT.- GARAGE13,000 $ - 13,000
Div. 17OMF46-90OTHER REPAIR/MAINT. COSTS1,200 $ - 1,200
Page 6 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
FY 2012 Fire/EMS Department Expenditure Budget Alloca tion
Div.Code (1)Item # DescriptionFY 2012 BgtFY 12 EMS $FY 12 Fire $
Div. 17OMF47-10PRINTING/BINDING SERVICES 550 $ - 550
Div. 17OMF48-30REFRESHMENT/FOOD/MEETINGS-$ - -
Div. 17OMF48-90OTHER PROMOTIONAL ACTIVIT-$ - -
Div. 17OMF51-10STATIONERY/PAPER/FORMS 500 $ - 500
Div. 17OMF51-20OFFICE EQUIP. < $1,000 700 $ - 700
Div. 17OMF51-90OTHER OFFICE SUPPLIES2,000 $ - 2,000
Div. 17OMV52-10FUEL/LUBE VEHICLES13,000 $ - 13,000
Div. 17OMF52-18BUNKER GEAR3,450 $ - 3,450
Div. 17OMF52-20GENERAL OPER. SUPPLIES 900 $ - 900
Div. 17OMF52-22UNIFORMS/LINEN SERVICES3,800 $ - 3,800
Div. 17OMF52-27EQUIPMENT < $1,000 400 $ - 400
Div. 17OMF54-10BOOKS & PUBLICATIONS1,380 $ - 1,380
Div. 17OMF54-20MEMBERSHIPS1,050 $ - 1,050
Div. 17OMF54-30 TRAINING/EDUCATION COSTS3,090 $ - 3,090
Div. 17OMF54-35TUITION REIMBURSEMENT1,920 $ - 1,920
Div. 17 CO 64-10 OFFICE FURN./FIXTURES-$ - -
PS 19,217,140 $ 2,500,452 16,716,688
OMF2,707,260 $ 744,460 1,962,800
OMV180,340 $ 91,800 88,540
CO 157,550 $ 8,830 148,720
Total22,262,290 $ 3,345,542 18,916,748
Budget Allocation Percentage 15.0%85.0%
(1) Codes include PS for Personnel Services, OMF for Op erating & Maintenance - Fixed Costs, OMV for Operating & Mainte nance - Variable
Costs and CO for Capital Outlay.
Page 7 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
FY 2012 Fire/EMS Department Non-Assessment Revenue Al location
Description2012 BgtEMS % Fire %EMS $Fire $
ST REIMB/FIRE INCENTIVE 60,100 $ 15.0%85%9,032 $ 51,068
COLLECTION AGENCY 15,000 $ 100.0%0%15,000 $ -
HIGHLAND BEACH CONTRACT 2,951,890 $ 15.0%85%443,605 $ 2,508,285
HIGHLAND BEACH CONTRACT 12,000 $ 100.0%0%12,000 $ -
FIRE EMS GULFSTREAM QTRLY 370,990 $ 15.0%85%55,752 $ 315,238
EMERGENCY SRVS - O/T REIMB 27,000 $ 85.0%15%22,950 $ 4,050
FIRE - HAZ MAT PROGRAM 228,340 $ 0.0%100%-$ 228,340
TRANSPORT FEES 2,300,000 $ 100.0%0%2,300,000 $ -
FIRE SAFETY PLAN REVIEW 62,000 $ 0.0%100%-$ 62,000
FALSE ALARM FEES - FIRE 1,500 $ 0.0%100%-$ 1,500
Total 6,028,820 $ 2,858,339 $ 3,170,481
Page 8 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
Fire/EMS Capital Improvement Plan Allocation
Capital Improvement Funds Project #EMS %Fire %FY 2012FY 2013FY 2014FY 2015FY 2016FY 20 17FY 2018FY 2019FY 2020FY 2021FY 2022Total
FIRE DEPT- DEFIB/MONITOR Code (1)100%0%52,000 52,000 104,000
FIRE DEPT- SITE PLAN/DESIGN DEPOT 0%100%-
FIRE EMS BILLING SOFTWARE11-016 100%0%-
FIRE HQ GENERATOR UPGRADE2011-547 15%85%140,000 140,000
FLRE HQ PUBLIC PLAZA11_017 15%85%35,000 225,000 260,000
FIRE STATION ALERTING2010-033 15%85%-
FIRE TRAINING CTR RESTORATION11-034 0%100%-
FIRE VIDEO CONFERENCE SERVER2011-598 15%85%30,000 30,000
FIRE ZOLL MED AUTOPULSE11-018 100%0%-
FIRE SCBA 0%100%144,500 160,000 160,000 464,500
FS 2 GENERATOR UPGRADE 15%85%40,000 40,000
FS 3 GENERATOR UPGRADE 15%85%40,000 40,000
TELEPHONE SYSTEM - FIRE 15%85%100,000 100,000
Unfunded -
FIRE HQ-ADD'L PARKING2011-549 15%85%120,600 120,600
FIRE RESCUE TRAINING CTR2011-554 0%100%75,000 370,000 445,000
FIRE HQ HARDENING2011-545 15%85%390,000 390,000
FIRE DEPT SEV UNIT2011-546 85%15%25,000 25,000 50,000
OTHER UNSPECIFIED CIP 15%85%200,000 300,000 300,000 300,000 300,000 1,400,000
Total 179,500 462,000 337,000 420,000 295,000 370,000 320,600 300,000 300,000 300,000 300,000 3,584,100
Page 9 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
Fire/EMS Debt Service Allocation
Capital Improvement Funds Project #EMS %Fire %FY 2012FY 2013FY 2014FY 2015FY 2016FY 2017FY 2018FY 20 19FY 2020FY 2021FY 2022Total
Series 2002 GO Bonds Code (1)15%85%526,301 524,961 - - - - - - - - - 1,051,262
Series 2007 Utility Tax Bond (FS 4)2011-546 15%85%342,788 342,568 356,098 355,328 354,558 334,538 334,538 334,538 712,663 711,631 712,456 4,891,704
Total 869,089 867,529 356,098 355,328 $ 354,558 334,538 334,538 334,538 712,663 711,631 712,456 5,942,966
Page 10 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
Annual Revenue Requirements
Code (1)
Expenses FY 2012FY 2013FY 2014FY 2015FY 2016FY 2017FY 2018FY 2019FY 2020FY 2021FY 2022
PERSONNEL SERVICES16,716,688 $ 17,406,378 18,124,928 18,873,569 19,653,586 20,466,321 21,313,174 22,195,605 23,115,141 24,073,375 25,071,969
VARIABLE O&M 88,540 $ 97,394 107,133 117,847 129,631 142,595 156,854 172,539 189,793 208,773 229,650
FIXED O&M 1,962,800 $ 2,018,901 2,077,599 2,138,083 2,200,412 2,264,645 2,330,844 2,399,071 2,469,393 2,541,878 2,616,596
CAPITAL OUTLAY 148,720 $ 152,438 156,249 160,155 164,159 168,263 172,470 176,781 181,201 185,731 190,374
RENEWAL AND REPLACEMENT174,240 $ 365,585 263,869 389,976 294,814 428,931 325,285 313,515 322,921 332,608 342,586
OPERATING RESERVE CONTRIBUTION-$ - - - - - - - - - -
EXISTING DEBT 738,484 $ 737,158 302,584 301,930 301,276 284,264 284,264 284,264 605,565 604,688 605,389
NEW DEBT -$ - - - - - - - - - -
OPERATING RESERVE TARGET -$ - - - - - - - - - -
EXPENSE SUBTOTAL 19,829,472 $ 20,777,854 21,032,362 21,981,560 22,743,879 23,755,020 24,582,890 25,541,776 26,884,014 27,947,053 29,056,566
Offsetting Revenues
INTEREST INCOME 571 $ 2,734 5,594 6,316 6,804 6,645 5,101 2,159 (6,373) (16,532) (20,868)
NON-OPERATING REVENUE13,500,000 $ 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000
TRANSFERS 51,068 $ 51,068 51,068 51,068 51,068 51,068 51,068 51,068 51,068 51,068 51,068
OTHER OPERATING REVENUE3,119,413 $ 3,210,585 3,305,043 3,402,893 3,504,246 3,609,220 3,717,699 3,829,809 3,945,679 4,065,443 4,189,240
TOTAL REVENUE REQUIREMENT 16,671,053 $ 16,764,387 16,861,705 16,960,277 17,062,118 17,166,933 17,273,869 17,383,036 17,490,374 17,599,980 17,719,440
ASSESSMENT REVENUE REQUIREMENT 3,386,987 $ 3,285,377 3,288,588 3,295,009 3,304,641 3,317,484 3,330,327 3,343,170 3,356,013 3,368,855 3,381,698
Page 11 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
Assessment Revenue
ANNUALIZED REV PER FAMS-XL MODEL 3,386,987 $
STATUTORY DISCOUNT (1)-$
TOTAL ASSESSMENT3,386,987 $
Benefit Allocation
WATCHSTANDING BENEFIT3,386,987 $
CALLS-FOR-SERVICE-$
RESIDENTIAL FIRE CALLS-$
NON-RESIDENTIAL FIRE CALLS-$
ALL OTHER CALLS (i.e. EMS/TRAFFIC etc.)-$
TOTAL RECOVERABLE REVENUE3,386,987 $
Developed Square Footage Allocation
RESIDENTIAL SQ FT52,408,90578.62%
NON-RESIDENTIAL SQ FT14,252,41721.38%
TOTAL SQ FT66,661,322 100%
Revenue Allocation
RESIDENTIAL ASSESSMENT REVENUE2,662,838 $ 78.62%
NON-RESIDENTIAL ASSESSMENT REVENUE724,149 $ 21.38%
TOTAL REVENUE3,386,987 $ 100%
REVENUE LOST TO EXCLUSIONS
(1) As FY 2012 will not be collected through a levy on the property tax bills no statutory
discount is included herein.
FY 2012 Assessment Revenue Allocation
100.00%
0.00%
Page 13 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
Summary of City Parcels By Property Use Classificat ion
Assessment Rate Code Table
Res: Tiers
Non-Res: Tiers
Res: Per Dwelling Unit
Non-Res: Per Sq. Ft.Property Type
Rate
Code
# of
Parcels Total Sq. Ft.
0VACANT 535 N/ANV 913 -$ - Non-Residential NR 2,003 14,252,417
10 VACANT TWNHS 387 N/ANV- -$ - ResidentialR29,055 52,408,905
30 VACANT ZLOT OL 4N/ANV- -$ - Exempt (3)N/A1,633 2,401,171
100 SINGLE FAMILY 10,045RN SFR 22,752,741 1,092,278 $ 874,480 Total 32,691 69,062,493
101 SFR-COMM ZONING 59 RN SFR 71,767 3,751 $ 4,930
110 TOWNHOUSE 3,160RN MFR 4,924,665 264,013 $ 268,600 Subcategory Table
130 ZERO LOT LINE 1,254RN MFR 2,654,727 126,517 $ 106,590 Property Type
Sub
Cat
# of
Parcels Total Sq. Ft.
140 SFR-IND ZONING 1RN SFR 1,201 85 $ 85 Single Family Home SFR 10,107 22,833,054
200 MOBILE HOME 134 RN MFR 115,158 7,203 $ 10,965 Multi-Family Home MFR 18,948 29,575,851
300 MULTIFAMILY 33 RN MFR 2,535,702 122,521 $ 138,380 Non-Residential NR 1,957 12,491,806
305 MULTIFAMILY 2RN MFR 233,342 13,312 $ 21,760 InstitutionalI 166 2,708,798
400 CONDOMINIUM 13,354RN MFR 15,408,118 820,353 $ 1,128,460 Government-ownedG 336 1,425,310
420 TIMESHARE 5N/AN NR 572 -$ - VacantV1,177 27,674
510 COOPERATIVE 342 RN MFR 328,796 21,400 $ 27,625 Total 32,691 69,062,493
605 RETIREMENT 2RN MFR 443,881 29,224 $ 47,770
620 LIFE CARE HX 3RN MFR 1,413,455 85,893 $ 76,245
700 MISC RESID SFR 2RN SFR 7,345 520 $ 850
800 MFR < 10 UNITS 626 RN MFR 1,434,396 73,495 $ 68,000
801 MFR<10 UT-CM ZN 37 RN MFR 79,022 4,288 $ 4,760
804 MFR<10 UT-IN ZN1RN MFR 4,589 242 $ 170
1000 VACANT COMM 182 N/ANV6,426 -$ -
1100 STORES 149 NR N NR 824,886 58,260 $ 41,904
1200 STOR/OFF/RES 107 NR N NR 569,354 40,227 $ 28,923
1300 DEPT STORE 13 NR N NR 568,413 23,562 $ 28,875
1400 SPRMKT/DRUG STR9 NR N NR 123,662 7,933 $ 6,282
1600 SHOPPING CENTER 19 NR N NR 1,632,435 57,424 $ 82,928
1700 OFFICE 1 STY 102 NR N NR 536,498 38,119 $ 27,254
1800 OFFICE MULTI 36 NR N NR 1,530,060 71,218 $ 77,727
1900 PROF OFFICES 62 NR N NR 571,196 31,792 $ 29,017
2000 AIRPORT/MARINA 2 NR N NR 9,845 592 $ 500
2010 WRKNG WTRFRONT 1 NR N NR 6,226 474 $ 316
2100 RESTAURANT 34 NR N NR 124,770 8,823 $ 6,338
2200 REST, DRIVE-IN 15 NR N NR 33,634 2,546 $ 1,709
2300 FINANCIAL 34 NR N NR 151,999 10,571 $ 7,722
2400 INSURANCE 3 NR N NR 18,523 1,184 $ 941
2500 SERVICE SHOPS 6 NR N NR 11,755 887 $ 597
2600 SER STATION 21 NR N NR 29,516 2,158 $ 1,499
2700 AUTO SALES 96 NR N NR 1,124,612 58,792 $ 57,130
2800 PKG LT / MH PK 14 NR N NR 2,679 236 $ 136
2900 WHOLESALER 1 NR N NR 6,800 474 $ 345
3200 THTR/AUD/CLBHS 1 NR N NR 5,528 355 $ 281
3300 NIGHT CLUBS 6 NR N NR 16,363 1,124 $ 831
3800 GOLF COURSE 16 NR N NR 141,468 9,472 $ 7,187
3900 MOTEL 23 NR N NR 628,899 19,241 $ 31,948
4000 VACANT INDUS 69 N/ANV20,335 -$ -
4100 LIGHT MFG 7 NR N NR 135,625 9,176 $ 6,890
4400 PACKING 1 NR N NR 26,260 1,776 $ 1,334
4600 FOOD PROCESS 2 NR N NR 20,911 1,362 $ 1,062
4700 MIN PROCESS 9 NR N NR 46,944 3,760 $ 2,385
4800 WAREH/DIST TERM 150 NR N NR 3,120,492 165,055 $ 158,521
4900 OPEN STORAGE 1 NR N NR - -$ -
4960 CONDO COMM 529 NR N NR 2 62 $ 0
6600 ORCHARD GROVES 5 NR N NR 3,044 237 $ 155
6900 ORN/MISC AGRI 3 NR N NR 32,657 2,546 $ 1,659
7100 RELIGIOUS 121 N/ANI749,202 -$ -
7200 PRV SCHL/COLL 28 NR NI151,685 10,540 $ 7,706
7300 PRV HOSPITAL 1 NR NI346,939 3,552 $ 17,625
7500 ORPHNG/NON-PROF2 NR NI75,411 4,736 $ 3,831
7600 MORT/CEMETERY 5 NR N NR 28,100 1,776 $ 1,427
7700 CLB/LDG/UN HALL9 NR N NR 58,785 4,086 $ 2,986
7800 SANI/ REST HOME2 NR N NR 77,097 4,440 $ 3,917
8000 DISTRICTS 19 NR YG- -$ -
8200 FOREST/PK/REC 13 N/ANG27,668 -$ -
8300 PUB CTY SCHOOL 13 N/ANI1,320,079 -$ -
8500 HOSPITAL 1 NR NI65,482 3,552 $ 3,326
8600 CTY INC NONMUNI 16 NR YG417,214 -$ -
9100 UTILITY 11 N/AN NR 100,727 -$ -
9400 R/W - BUFFER 199 N/AN NR 1,178 -$ -
9500 RIVER/LAKES 74 N/AN NR - -$ -
9600 SEWG/WASTE LAND3N/AN NR - -$ -
9700 OUTDR REC/ PK 171 NR N NR 170,291 12,519 $ 8,651
9900 NON AG 1N/AN NR - -$ -
Total 32,691 69,062,493 3,339,734 $ 3,441,535
(3) Exempt parcels do not benefit from the assessment and ar e not included in the assessment calculations.
(2) Excluded parcels will not be charged the assessment, h owever, the developed square feet for such parcels ar e incorporated into the assessment rate calculations.
(1) PUC represents the County's Property Use Codes which i ncorporate Florida's Department of Revenue Use Codes a nd additional property specific data. County Use Codes are assigned to each parcel within the City of Delray Beach.
Assessment Revenue
Total Sq. Ft.Sub Cat Excluded (2)Assmnt
Rate Code PUC Count PUC Description PUC (1)
Page 14 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
Residential Property Distribution and Assessment Str ucture Features
Tiered Rate Structure
MedianMeanStdDev
MFR1,175 1,325 2,486
SFR1,942 2,265 1,318
Mid Sq. Ft.
of Range
Max Sq. Ft.
of Range
Cum. # of
Units
# of
Units
ERU
Factor
# of Eq.
Units
1,1751,20013,96913,9690.618,521
Median 1,9422,00026,14712,1781.0012,178
2,7503,50031,4195,2721.427,486
4,2505,00032,351 932 2.192,041
1,000,0001,000,00032,702 351 3.091,085
31,311
Uniform Rate Structure
Number of Assessable Residential Dwelling Units 32,702
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
1,2002,0003,5005,0001,000,000
Page 15 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
Residential Fire Assessment Summary
Residential Assessment
2,662,838 $
TOTAL RES ASSESSMENT2,662,838 $
Tiered Rate Structure
Max Sq. Ft.
of Range
# of
Dwelling Units
ERU
Factor
# of
Eq. Units Rate
1,000,000351 3.09 1,085 263.00 $
5,000932 2.19 2,041 186.00 $
3,5005,272 1.42 7,486 121.00 $
2,00012,178 1.00 12,178 85.00 $
1,20013,969 0.61 8,521 52.00 $
Total32,70231,311
Uniform Rate Structure
Number of Residential Units with Developed Space32,702
Charge per Dwelling Unit85.00 $
RESIDENTIAL ALLOCATION
Page 16 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
Non-Residential Property Distribution and Assessment Structure Features
Tiered Rate Structure
MedianMeanStdDev
Code (1)4,175 14,353 33,248
Max Sq. Ft.
of Range
Cum. # of
Parcels
# of
Parcels
ECU
Factor
# of
Units
5003030 0.134
1,000 7848 0.25 12
2,000 240162 0.50 81
3,000 381141 0.75 106
Median 4,000 483102 1.00 102
6,000 598115 1.50 173
8,000 68789 2.00 178
10,000 73346 2.50 115
15,000 80067 3.75 251
20,000 84040 5.00 200
30,000 88242 7.50 315
40,000 90422 10.00 220
50,000 92218 12.50 225
1,000,000 99472 15.001,080
994 3,061
Uniform Rate Structure
Total Assessable Non-Residential Sq. Ft.14,252,417
0
20
40
60
80
100
120
140
160
180
Page 17 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
Non-Residential Fire Assessment Summary
724,149 $
724,149 $
Tiered Rate Structure
Max Sq. Ft. of
Range # of ParcelsECU Factor # of Eq. UnitsRate
100000072 15.001,0803,552.00 $
5000018 12.50 225 2,960.00 $
4000022 10.00 220 2,368.00 $
3000042 7.50 315 1,776.00 $
2000040 5.00 200 1,184.00 $
1500067 3.75 251 888.00 $
1000046 2.50 115 592.00 $
800089 2.00 178 474.00 $
6000115 1.50 173 355.00 $
4000102 1.00 102 237.00 $
3000141 0.75 106 178.00 $
2000162 0.50 81 118.00 $
100048 0.25 12 59.00 $
50030 0.13431.00 $
994 3,061
Uniform Rate Structure
Total Non-Residential Sq. Ft.14,252,417
Charge per Sq. Ft.0.0508 $
Non-Residential Assessment
NON-RESIDENTIAL ALLOCATION
TOTAL NON-RESIDENTIAL ASSESSMENT
Page 18 of 19 Prepared by Burton and Associates - 10/20/2011
City of Delray Beach Fire Assessment Study
0 204060 80 100120140160180200
Boca Raton
Boynton Beach
Pompano Beach
Coral Springs
Fort Lauderdale
Deerfield Beach
Hollywood
Boca RatonBoynton BeachPompano BeachCoral SpringsFort Lau derdaleDeerfield BeachHollywood
FY 2012 Fee 80 88 111128.77135143189
FY 2011 Fee 60 68 111114.84135143159
FY 2011 & 2012 Fire Assessment Fee Comparison Survey
Page 19 of 19 Prepared by Burton and Associates - 10/20/2011
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Richard C. Hasko, P.E., Environmental Services Director
THROUGH:David T. Harden, City Manager
DATE:November 1, 2011
SUBJECT:AGENDA ITEM WS.3 - WORKSHOP MEETING OF NOVEMBER 8, 2011
NATIONAL AUTO PARTS ASSOCIATION (NAPA) WAREHOUSE PROPOSAL
ITEM BEFORE COMMISSION
Consideration of a proposal from the National Autom otive Parts Association (NAPA) for provision of
an in-house automotive parts store to support the City's Fleet Maintenance functions including
warehouse operations and distribution of materials currently stored in the utility warehouse.
BACKGROUND
On July 5, 2011, staff met with representatives of Integrated Business Solutions (IBS), a division of
Genuine Parts Company of Athens, Georgia, which com pany is also a parent organization of NAPA
Auto Parts, to discuss a cost reduction opportunity within our Fleet Maintenance division. IBS offers a
Public/Private partnership by which they establish and operate a parts warehouse/store within the City 's
physical plant. They assume all operational costs and responsibilities for the store including invent ory
costs and staffing. They effectively become a part s store with the City as their exclusive customer. In
addition, the types of warehoused parts and materia ls need not be restricted to automobile maintenance .
Through interdivisional coordination within Genuine Parts Company, IBS can apply their
Public/Private model to almost any type of material s. This allows the City to extend savings to the
warehoused materials used by utility crews such as meters, fittings, repair clamps, etc.
After providing IBS staff with pertinent informatio n regarding the City's parts and materials operatio nal
costs and inventory and demand levels, IBS presente d staff with a proposal (copy attached) on
September 7, 2011, illustrating their anticipated program and projected annual cost savings to the Ci ty.
On September 21, 2011, City staff visited the Fleet Maintenance operation in Coral Gables where
NAPA has been operating their in house parts store for over ten years. Coral Gables staff was highly
complimentary of the operation and recommended it a s not only a direct cost savings opportunity, but
also a method of increasing staff productivity resu lting from significantly less staff time spent on
inventory management and parts research and acquisi tion.
IBS Area Manager Doug Bryant will be on hand to pre sent the concept and proposal to Commission
and answer any questions.
RECOMMENDATION
If the Commission agrees that this proposal would b e advantageous to the City, we will have a contract
prepared and brought back for Commission considerat ion and approval at a later date.
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Douglas Smith, Assistant City Manager
THROUGH:David T. Harden, City Manager
DATE:November 2, 2011
SUBJECT:AGENDA ITEM WS.4 - WORKSHOP MEETING OF NOVEMBER 8, 2011
REVIEW OF DESIGN CONCEPT FOR THE CITY WEBSITE
ITEM BEFORE COMMISSION
The item before Commission is a review of the desig n concept for the new City website.
BACKGROUND
Updating the City website is an issue that has been discussed by the City Commission. In September,
the City held focus groups with City staff and memb ers of the community to obtain input about the
City's current website and ideas for the new websit e. These meetings were facilitated by Tracy Miller
of the Alliance for Innovation.
Tracy Miller and City staff have worked on developi ng mockup designs for the new website homepage.
The employee focus group will meet again prior to t he Commission Workshop to provide additional
input that may result in further design modificatio ns. A final draft of the website design concept wi ll
then be presented to the Commission at the November 8 Workshop meeting.
MEMORANDUM
TO:Mayor and City Commissioners
FROM:David T. Harden, City Manager
DATE:November 7, 2011
SUBJECT:AGENDA ITEM WS.5 - WORKSHOP MEETING OF NOVEMBER 8, 2011
ART IN PUBLIC PLACES PRESENTATION
ITEM BEFORE COMMISSION
Elayna Toby Singer requested to give a presentation on her interaction with the City on Art in Public
Places.
From: McDuffie, Woodie
Sent: Monday, November 07, 2011 8:21 AM
To: Harden, David
Subject:
David,
Could you please put Elayna Toby Singer on the workshop ag enda. She wants to come speak to us about her interact ion
with The City on Art in Public Places. It was not expla ined very well the last tme we heard it.
Warmest Regards ,
Woodie McDuffie, Mayor
City of Delray Beach
100 NW 1st Ave
Delray Beach, FL 33444
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Chief Anthony W. Strianese
THROUGH:David T. Harden, City Manager
DATE:November 2, 2011
SUBJECT:AGENDA ITEM WS.6 - WORKSHOP MEETING OF NOVEMBER 8, 2011
ICMA POLICE OPERATIONS AND DATA ANALYSIS
ITEM BEFORE COMMISSION
This will be a Delray Beach Police Department Power Point Presentation.
BACKGROUND
This will be a brief presentation providing an over view explaining how the Delray Beach Police
Department will be exploring the areas of opportuni ty as presented in the ICMA Final Report completed
July 21, 2011, a copy of which is attached.
DELRAY BEACH POLICE DEPARTMENT
I.C.M.A. STAFFING STUDY
UPDATE
OBJECTIVE
To present a comprehensive review of the
operations of the Delray Beach Police
Department as provided by:
•International City/County Management
Association (ICMA) (Government
Perspective)
•Police Executive Research Forum (PERF)
(Law Enforcement Perspective)
AREAS OF CONCENTRATION
5 KEY STRATEGIES THAT HAVE BEEN TARGETED FOR EVALUA TION
1.Strategic Plan
2.Calls for service
3.Community Response/Investigative Division
Reorganization
4.Review of current Police/Youth Initiative Programs
5.Communications
The following areas, that were included in the ICMA study, have
been identified by members of command staff as ones th at have
the greatest potential to impact the agency. This impac t includes
both negative and positive consequences depending upon the
action that is taken. It is these 5 key strategies tha t will be the
focus of our review.
AREAS OF CONCENTRATION:
ACTION PLAN
Sub-committees: These groups will be assembled based on their area of expertise
and knowledge of the area of concentration. Sub-co mmittee members will be
responsible for reviewing general internal and exte rnal issues specific to the area
being evaluated. They will submit their findings a nd recommendations for review.
Best Practices: The operations of similar outside agencies will be reviewed and
evaluated. These organizations will be selected ba sed on their comparability to
the Delray Beach Police Department.
Summary of findings: A summary of our findings and recommendations will
be submitted at the conclusion of our review. Thes e findings will include
those areas with improvement opportunities as well as those found to be
operating effectively in their current form.
CORE
Committee
1 Team
Leader
& 6 Team
Members
Strategic Plan
Sub-committee
1 Team Leader
& 5 Team Members
Calls for Service
Sub-committee
1 Team Leader
& 5 Team Members
Police/Youth Programs
Sub-committee
1 Team Leader
& 5 Team Members
Communication
Sub-committee
(Probable long-standing
committee addressing internal
personal and electronic
methods of Communication)
1 Team Leader
&
7 Team Members
SUB COMMITTEES ORGANIZATIONAL CHART
CRD/Investigative Div. re-
organization
Sub-committee
(Combining Community
Response and Investigations
Divisions)
1 Team Leader
&
5 Team Members
POLICE EXECUTIVE
RESEARCH FORUM (PERF):
STANDPOINT OF LAW
ENFORCEMENT
PROFESSIONALS
PERF FINDINGS
•Criteria used to make decisions concerning staffing
levels and allocations can include political climat e
and community expectations.1
•No single national standard for police staffing is
recognized.1
•Fewer supervisors are required when an agency
has an experienced field force and experienced
supervisors. More supervisors are needed when
an agency has a young, inexperienced field force.1
1 2009 PERF Glendale Arizona Police Staffing Study
STAFF OVERVIEW: DELRAY BEACH
POLICE DEPARTMENT
Officers: 110 total
•Less than 7 years: 53%
•Less than 5 years: 40%
•Less than 3 years: 23%
Sergeants: 20 total
•Less than 7 years (18): 90%
•Less than 5 years (15): 75%
•Less than 3 years (11): 55%
Senior Command Staff: 6 total
(Includes 1 Chief, 2 Asst. Chiefs & 3
Captains)
•Less than 7 years: 100%
•Average time in position: 3.75
•3 of the 6 Senior Command Staff
members are currently in the DROP:
(50%)
Command Staff: 15 total
(Includes 6 Senior Command Staff
members & 9 lieutenants)
•7 of the 15 lieutenants are in the
DROP (50%)
CITY COMPARISON:ADJACENT
MUNICIPALITIES
Boynton Beach Boca Raton Delray Beach
Squaremiles15.927.2 15.4
Population
(2010 Census)
68,21784,392 60,522
FBI Uniform
Crime Reports
(2010)
3,7802,683 3,930
Unemployment
rate (2010)
8.8%11.1%11.2%
Numberof sex
offenders
5144 78
Number of active
officers
164190 145
THE CITY OF DELRAY BEACH
What sets the City of Delray Beach
apart from neighboring municipalities
is the service population. The events,
amenities and other services of our
city causes the population numbers
to swell significantly.
CITY OF DELRAY BEACH: SERVICE
POPULATION
1.Reportly there are in excess of 200
rehabilitation/treatment facilities (unknown number
of beds).
2.A number of pain clinics operate within the city limits.
3.Delray Beach is home to a domestic violence shelt er.
4.There is a food pantry that operates in a residen tial
area of the city.
5.The City of Delray Beach attracts a large homeles s
population due to the availability of free food,
transportation and restroom facilities.
CITY OF DELRAY BEACH: SERVICE
POPULATION
6.One of only 2 Trauma centers in Palm Beach County is located
in the City of Delray Beach.
7.There are 3 psychiatric receiving facilities in t he city.
8.An expanded, full service courthouse (South Count y
Courthouse) operates within the city.
9.There is a probation and parole office located in the
downtown area.
10.The City of Delray Beach has many facilities and events that
attract large numbers of visitors to our area, caus ing the
numbers to swell well beyond the permanent populati on (i.e.
Delray Beach Shooting Center, beach facilities, Ten nis Center,
and special events such as Jazz on the Avenue, Inte rnational
Tennis Tournament, Holiday Parades)
Final Report
Police Operations and Data Analysis
Delray Beach, Florida
July 21, 2011
Submitted by and reply to:
ICMA Center for Public Safety
International City/County Management Association
777 North Capitol Street NE, Suite 500
Washington, DC 20002
PublicSafety@icma.org
202-962-3607
Police Operations and Data Analys is Report, Delray Beach, Florida 2
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 loca l 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 ar eas and beyond:
organizational development, leadership and ethics, training, assessment of
calls for service workload, staffing requirements analysis, desi gning 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, compar isons 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 Analys is Report, Delray Beach, Florida 3
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 Analys is Report, Delray Beach, Florida 4
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 Analys is Report, Delray Beach, Florida 5
Tables
Table 1. Calls for Se rvice, 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 Occupi ed 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 Analys is Report, Delray Beach, Florida 6
Figures
Figure 1. Delray Beach Cr ime Rates: 199 9-2009 ...................................... 14
Figure 2. Patrol Saturation Index, February 2010, Weekdays ..................... 28
Figure 3. Patrol Saturation Index, February 2010, Weekends ..................... 28
Figure 4. Patrol Saturation In dex, August 2010, Weekdays ........................ 29
Figure 5. Patrol Saturation Inde x, August 2010, W eekends ....................... 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, Februa ry 2010 ........................... 82
Figure 17. Deployed Officers, Weekends, Februa ry 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 Analys is Report, Delray Beach, Florida 7
Figure 25. Deployment and Main Workload, Weekends, February 2010 ....... 88
Figure 26. Deployment and Main W orkload, Weekdays , August 2010 ......... 89
Figure 27. Deployment and Main W orkload, Weekends, August 2010 ......... 89
Figure 28. Deployment and All Work load, Weekdays, Fe bruary 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-P riority
Calls, by Hour..................................................................................... 101
Police Operations and Data Analys is Report, Delray Beach, Florida 8
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 an d
recommendations, and submission and oral briefings.
Based on our review, it is our opinion th at 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 ad ministrations 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 Analys is Report, Delray Beach, Florida 9
II. Methodology
A. Data Analysis
This report utilizes numerous sources of data to support conclusions and
recommendations for the De lray Beach Police Depart ment. Information was
obtained from the FBI Uniform Crime Reporting (UCR) Program, Part I crimes,
crime and police officer he ad 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 Fraternal Order of Police
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.
Similarly, the Police Benevolent Association
Police Operations and Data Analysis Report, Delray Beach, Florida 10
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 me etings
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 pr actical 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 11
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 preservi ng 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 De partment provides a full range of police services,
including respondi ng to emergencies and ca lls 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. Acco rding 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 12
be 65.7 percent white, 9.5 percent Hi spanic, 28.0 percent African-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 In dex
crimes) are the major crimes used to measure the extent, fluctuation, and
distribution of serious crime in geographi cal 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, for a 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, se rious crime is converted to a rate per
100,000 residents and compared with cities in Florida that share similar
demographics as 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
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.
100,000 residents and compared with Florida cities of similar size
to Delray Beach, as well as national and state crime rates. This
Police Operations and Data Analysis Report, Delray Beach, Florida 13
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 14
Figure 1. Delray Beach Crime Rates: 1999-2009
Additionally, Delray Beach can be compar ed to other cities in Florida by rank-
order of crime rates based on inform ation taken from the FBI UCR Crime
Report Crime in the United States and from cities considered similar in
demographics. 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 communi ties 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.
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
Violent Crime
Property crime
Report Crime in the United States and from cities of similar size.
For this analysis, Boca Raton, Boynton Beach, Coral Springs,
Police Operations and Data Analysis Report, Delray Beach, Florida 15
Examination of the relative ranks of the cities indicates that Delra y Beach is
ranked sixth in murder, third in rape, third in robbery, and fourth in
aggravated assault, for an overall rank ing 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 ha s 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 divers e 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 m eans 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 tur ns
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 16
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 a service-oriented
department providing a high level of service to the community. This approach
to policing in Delray Be ach 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-fi le
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 resource s 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 co nversations with DBPD officers of all
ranks, it’s clear that the community of Delray Beach expects this leve l 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 17
As the community grows, however, it will be necessary to make critical
decisions regarding the continuation of th is approach. The decision will be “Do
we continue to police the community in a full-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 policin g and run the
agency more efficiently while keeping personnel resources stable i nto the
foreseeable future.
1 . Strategic Planning
Recommendations:
To address all types of community crime, traffic, disorder, and
problematic locations, the DBPD sho uld embrace a strategic-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 crea ted 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 h ave
Police Operations and Data Analysis Report, Delray Beach, Florida 18
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 in formation officers, prosecutors, and
dispatchers all must have responsibilities in addressing these offense s. And
these roles, tasks, and responsibilities must be driven by the informati on
presented.
During the site visit, the ICMA team was fortunate to observe a CompS tat
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 th e
department is excellent. The data is gathered, processe d, 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 difficul t to police. Crime maps show a high
Police Operations and Data Analysis Report, Delray Beach, Florida 19
concentration of larceny in the downtown area. Clearly, the high
concentration of people and the attractiveness of the targets m ake this a
likely location to perpetrate this crime. Additionally, officers at all r anks 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 onc e 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 deli berate analysis of information and
creation of actionable intelligence leading to an immediate deployment of
resources will shorten the cycle betw een 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 motivati on of
certain officers or, worse, chance, and instead relies more on the deliberate
Police Operations and Data Analysis Report, Delray Beach, Florida 20
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 de nominators, 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 track 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
Progress must be tracked and tactics changed
Police Operations and Data Analysis Report, Delray Beach, Florida 21
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 consid ered 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 Associa tion 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 ow ners,
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 22
to do and, in some departments may require improvements in management
information systems.”1
Staffing decisions, particularly in patrol, must be based on actua l workload.
Only after the actual workload is analyzed can a determination be mad e as to
the amount of discretionary patrol time that should exist, consistent with th e
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, office r-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 Wi lliams, “Officer-per-Thousand Formulas and
Other Policy Myths,” Public Management 86 (March 2004): 22 27.
Police Operations and Data Analysis Report, Delray Beach, Florida 23
This is not a hard-and-fast rule, but a starting point for discussion on patrol
deployment. Resource allocation decision s 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
a more 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 reso urces 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 reso urce is critical fo r 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 mo de. Once a threshold is reached, the
patrol officer’s mindset begins to shift from one that looks for way s 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 24
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 officer s, and
two K-9 officers (with seven officer pos itions unfunded), for a total of eighty-
five sworn officers assigned to a CF S 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 25
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 tim es 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 patr ol 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 CBPD 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 available 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).
DBPD
The 100 percent value indicates the total police officer
Police Operations and Data Analysis Report, Delray Beach, Florida 26
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 period s of a given shift or at isolated and
specific times during the day, decisi ons 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 27
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 effe ctive 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 28
Figure 2. Patrol Saturation Index, February 2010, Weekdays
Figure 3. Patrol Saturation Index, February 2010, Weekends
22 20 18 16 14 12 10 8 6 4 2 0
100
80
60
40
20
0
Hour
Pe
r
c
e
n
t
a
g
e
Other-initiated
Most (+ Self-initiated & Out-of-service)
Total (+ Directed patrol)
22 20 18 16 14 12 10 8 6 4 2 0
100
80
60
40
20
0
Hour
Pe
r
c
e
n
t
a
g
e
Other-initiated
Most (+ Self-initiated & Out-of-service)
Total (+ Directed patrol)
Police Operations and Data Analysis Report, Delray Beach, Florida 29
Figure 4. Patrol Saturation Index, August 2010, Weekdays
Figure 5. Patrol Saturation Index, August 2010, Weekends
22 20 18 16 14 12 10 8 6 4 2 0
100
80
60
40
20
0
Hour
Pe
r
c
e
n
t
a
g
e
Other-initiated
Most (+ Self-initiated & Out-of-service)
Total (+ Directed patrol)
22 20 18 16 14 12 10 8 6 4 2 0
100
80
60
40
20
0
Hour
Pe
r
c
e
n
t
a
g
e
Other-initiated
Most (+ Self-initiated & Out-of-service)
Total (+ Directed patrol)
Police Operations and Data Analysis Report, Delray Beach, Florida 30
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 th e 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 31
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 patr ol 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. A bove, 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 32
Eliminating 27 positions from an agency of this size might seem impossible to
accomplish. While ICMA certainly do es 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 necessar y, 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 assignment s during 2010.
Police Operations and Data Analysis Report, Delray Beach, Florida 33
Table 1. Calls for Service, 2010
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 de ployed 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 gi ven to
evaluating responses to these calls. This evaluation would be performed by a
Category
Police-Initiated Other-Initiated
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
Police Operations and Data Analysis Report, Delray Beach, Florida 34
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 cras hes-property damage, and animal
complaints) are types of CFS that do no t 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 an imal 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 resou rces.
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 s trong 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 35
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 minut es per call,
this amounts to more than 2,000 hours each year of officers handling calls
that have limited relevance to police services. During interv iews, focus
groups, and patrol observations, office rs raised the issue of time spent
responding to calls that ha ve 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 emergenc y police responsibility. Response by
a sworn police officer to a routine p roperty-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) repr esent 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 36
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 pr operty-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 regardin g 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 37
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 staf fed 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 38
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 assista nts. 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 ar e 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 reorg anizing. 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 39
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 a high-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 di rect
supervision and they would benefit from both the supervision and operational
philosophy of the POP Unit.
Eliminate the Atlantic High School Criminal Justice Academy position.
The DBPD has a police officer assigned full time to Atlantic High School. This
position is responsible for administering the Criminal Justice Academy, which
is designed to enlighten high school students about careers in law
enforcement and to establish relationships with this important group. While
this program is well regarded, the department should consider eliminating
this position and returning the officer to enforcement duties.
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
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 40
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.
The new division would be streamlined, would reduce personnel, and would
improve operational efficiency. The dive rse 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 SN EU 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 fi ve officer/agents
assigned to narcotics investigations. In ge neral, staffing in all units has the
potential to be reduced.
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 41
C. Investigative Division
The Delray Beach Police Department’s Inve stigative Division is a full-service
organization. The Investigative Division is staffed with a total of t wenty 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 oper ations
and investigations.
The Investigative Division also has a close working relationship with the Boc a
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 sta ffed as
follows:
One captain: in charge of Investigative Division and Crime Analys is
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 42
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 a six-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 tar get 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 indi cates 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 successfull y
investigate and follow up on their cases. The IS investigators who ha ndle on
average 8.5 cases per month could ha ndle 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 Tea m to
another section in the department (see above) and reduce the Crime
Police Operations and Data Analysis Report, Delray Beach, Florida 43
Suppression Unit numbers by one. This would allow the unit to continue to do
its valuable work but would further assist in budget reduction ef fort.
All crime reports are reviewed by the detective lieutenant. The lieutenant
assigns felonies that have credible lead s 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 voluntee rs
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 compile d 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 th ree-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 Sect ion
should be reexamined. The practice of having dedicated supervisors for each
of several different units within the section mi ght not be necessary. A
consolidation of supervisory responsibilities could be achieved by eliminat ing
“units” and resorting to a general pool of investigators with individual
efforts.
Police Operations and Data Analysis Report, Delray Beach, Florida 44
specializations and general supervision ov erall. This consolidation could result
in eliminating one supervisor positio n 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 inspectio n 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 sto rage 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 45
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 ho urs. All of the unit technicians are
proficient in their responsibilities of crime scene investigation s. 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 succe ss 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 46
5. Facilities, Vehicles, and Equipment
All of the members of the division have adequate workspace. It shoul d be
noted, however, that any new personnel in the division would require
additional workspace that is currently not available. It is unlikely th at there
will be any additional personnel joining the division in the immediate fu ture,
but if this occurs in the future, addi tional 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 sh ape.
No deficiencies were observed.
Police Operations and Data Analysis Report, Delray Beach, Florida 47
D. Support Division
1. Jail/Prisoner Boo king Facility
A visit to the facility and review of the departmental policies and CFA
standards revealed no deficiencies.
CFA Standards :
19.03; 29.06M; 30.01M; 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 b e filled in
the near future.
The Delray Beach Police Department dispatches both police and fire calls for
service. The department also dispatch es for the towns of Gulfstream and
Highland Beach.
Police Operations and Data Analysis Report, Delray Beach, Florida 48
The department utilizes aSunGard OSSI systemfor its computer aided
dispatching. This system provides excellent service, and the dispat chers 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, an d 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 49
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) al lows 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 ther e are currently
three information specialist position s 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 50
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 a nine-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 mi nimum
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 51
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 t o 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 52
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 responsibilitie s 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 r emain
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 reaccr editation 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 De lray Beach Police Department is a
model program and absolutely ne cessary 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 53
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 Position s and Organizational Structure
The department currently has two assistan t 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 ac complished with very little disruption
Police Operations and Data Analysis Report, Delray Beach, Florida 54
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 pro cess
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 55
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 li mitless 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 fi nd 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 commun ications
and a divide between management and the rank and file.
Police Operations and Data Analysis Report, Delray Beach, Florida 56
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 vi sible 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, Regula tions, 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 p rocedures 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 57
ICMA reviewed DBPD policies on the use of force, domestic violence, vehicl e
pursuits, prisoner processing, and comp laints against police officers. In
general , these policies are current and accurately reflect current laws and
accepted industry standards for dealing wi th 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 58
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 ev en 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 59
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 ti mes. 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 60
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 di spatch 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 or directed-patrol event, w as
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 61
We first process the datato 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 call s 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 62
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 aver age 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 Traffic Traffic enforcement
Alarm Investigations Check/investigation
Animal calls General non-criminal Miscellaneous
Assist other agency Assist other agency
Crime-persons Crime Crime-property
Directed patrol Directed patrol
Disturbance Suspicious incident Suspicious person/vehicle
Juvenile Juvenile
Out of service-administrative Out of service Out of service-personal
Prisoner-arrest Arrest Prisoner—transport
Police Operations and Data Analysis Report, Delray Beach, Florida 63
Figure 6. Percentage Events per Day, by Initiator
Zero on scene
Police initiated
Other initiated
42.7%
55.8%
1.5%
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 ev ents 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 64
Figure 7. Percentage Events per Day, by Category
Traffic
Arrest
Agency assist
Crime
Directed patrol
General
Investigations
Juvenile
Out of service
Suspicious
13.5%
14.6%
28.9%0.3%
7.7%
4.9%
17.1%
11.0%
1.9%
0.2%
Note: The figure combines categories in the following table according to the description on
page 62.
Table 3. Events per Day, by Category
Category Total Events Events per Day
Accidents 3,490 9.6
Alarm 5,180 14.2
Animal calls 222 0.6
Assist other agency 1,576 4.3
Check/investigation 1,379 3.8
Crime-persons 3,517 9.6
Crime-property 5,766 15.8
Directed patrol 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-personal 11,387 31.2
Prisoner-arrest 211 0.6
Suspicious person/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 65
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 66
Figure 8. Percentage Calls per Day, by Category
Arrest
Agency assist
Crime
General
Investigations
Juvenile
Suspicious
Traffic
24.9%
27.0%
0.6%
14.3%
9.0%
20.3%
3.4%
0.5%
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
Total 45,249 124.0
Police Operations and Data Analysis Report, Delray Beach, Florida 67
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 68
Figure 9. Calls per Day, by Initiator and Months
Jul-Aug 10 May-Jun 10 Mar-Apr 10 Jan-Feb 10 Nov-Dec 09 Sept-Oct 09
140
120
100
80
60
40
20
0
Ca
l
l
s
p
e
r
d
a
y
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
Total 119.2 120.3 121.1 127.1 131.3 124.7
Police Operations and Data Analysis Report, Delray Beach, Florida 69
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 70
Figure 10. Calls per Day, by Category and Months
J u l -A u g 1 0
M a y -J u n 1 0
M a r -A p r 1 0
J a n -F e b 1 0
N o v -D e c 0 9
S e p t -O c t 0 9
140
120
100
80
60
40
20
0
Ca
l
l
s
p
e
r
d
a
y
Agency assist
Traffic
Suspicious
Juvenile
Investigations
General
Crime
Arrest
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
Total 119.2 120.3 121.1 127.1 131.3 124.7
Police Operations and Data Analysis Report, Delray Beach, Florida 71
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 72
Figure 11. Average Occupied Times, by Category and Initiator
T r a f f i c
S u s p i c i o u s
J u v e n i l e
I n v e s t i g a t i o n s
G e n e r a l
C r i m e
A r r e s t
A g e n c y a s s i s t
T o t a l
160
140
120
100
80
60
40
20
0
Mi
n
u
t
e
s
Other initiated
Police initiated
19
51
37 32
103
31
38
23 21
34
53
59
80
146
38 42
24
41
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
Note: We removed 21 calls with inaccurate busy times.
Category
Police-initiated Other-initiated
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
Police Operations and Data Analysis Report, Delray Beach, Florida 73
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 availabl e. 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 spen t 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 74
Figure 12. Number of Responding Units, by Initiator and Category
T r a f f i c
S u s p i c i o u s
J u v e n i l e
I n v e s t i g a t i o n s
G e n e r a l
C r i m e
A r r e s t
A g e n c y a s s i s t
T o t a l
2.5
2.0
1.5
1.0
0.5
0.0
Un
i
t
s
Other initiated
Police initiated
1.6
1.3
2.1
1.8
1.2
1.5 1.6
1.7
1.1
1.3 1.3
1.6 1.5
2.5
1.2
1.7 1.6 1.6
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
Category
Police-initiated Other-initiated
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 75
Figure 13. Number of Responding Units, by Category
T r a f f i c
S u s p i c i o u s
J u v e n i l e
I n v e s t i g a t i o n s
G e n e r a l
C r i m e
A r r e s t
A g e n c y a s s i s t
5000
4000
3000
2000
1000
0
Un
i
t
s
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
Category
Responding Units
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 76
Methodology:
The information in Table 8 and Figure 12 is limited to calls and excludes
events with zero time on scene, out-of-s ervice 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 resp onding 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 77
Figure 14. Percentage Calls and Work Hours, by Category, February
2010
Arrest
Agency assist
Crime
General
Investigations
Juvenile
Suspicious
Traffic 25.6%
27.5%
0.5%
14.1%
9.0%
19.1%
3.7%
0.5%
21.5%
27.3%
0.8%8.7%
7.1%
28.6%
4.2%
1.8%
Call Activity Workload
Table 10. Calls and Work Hours per Day, by Category, February 2010
Category
Per Day
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 78
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 79
Figure 15. Percentage Calls and Work Hours, by Category, August
2010
Arrest
Agency assist
Crime
General
Investigations
Juvenile
Suspicious
Traffic 29.0%
24.3%
0.4%
14.3%
9.1%
18.8%
3.6%
0.4%
22.5%
26.6%
0.5%9.4%
6.6%
28.7%
4.5%
1.2%
Call Activity Workload
Table 11. Calls and Work Hours per Day, by Category, August 2010
Category
Per Day
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 80
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 81
B. Deployment
The police department’s main patrol force includes regular patrol officers, field
training officers, and supervisors. Alo ng 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 distin ct 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 co mparison 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 82
Figure 16. Deployed Officers, Weekdays, February 2010
22 20 18 16 14 12 10 8 6 4 2 0
25
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Basic patrol
Total patrol
Figure 17. Deployed Officers, Weekends, February 2010
22 20 18 16 14 12 10 8 6 4 2 0
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Basic patrol
Total patrol
Police Operations and Data Analysis Report, Delray Beach, Florida 83
Figure 18. Deployed Officers, Weekdays, August 2010
22 20 18 16 14 12 10 8 6 4 2 0
30
25
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Basic patrol
Total patrol
Figure 19. Deployed Officers, Weekends, August 2010
22 20 18 16 14 12 10 8 6 4 2 0
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Basic patrol
Total patrol
Police Operations and Data Analysis Report, Delray Beach, Florida 84
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 85
Figure 20. Deployment and Other-Initiated Workload, Weekdays,
February 2010
22 20 18 16 14 12 10 8 6 4 2 0
25
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Extra patrol
Basic patrol
Other-initiated work
Figure 21. Deployment and Other-Initiated Workload, Weekends,
February 2010
22 20 18 16 14 12 10 8 6 4 2 0
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Extra patrol
Basic patrol
Other-initiated work
Police Operations and Data Analysis Report, Delray Beach, Florida 86
Figure 22. Deployment and Other-Initiated Workload, Weekdays,
August 2010
22 20 18 16 14 12 10 8 6 4 2 0
30
25
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Extra patrol
Basic patrol
Other-initiated work
Figure 23. Deployment and Other-Initiated Workload, Weekends,
August 2010
22 20 18 16 14 12 10 8 6 4 2 0
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Extra patrol
Basic patrol
Other-initiated work
Police Operations and Data Analysis Report, Delray Beach, Florida 87
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 88
Figure 24. Deployment and Main Workload, Weekdays, February 2010
22 20 18 16 14 12 10 8 6 4 2 0
25
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Extra patrol
Basic patrol
Out-of-service work
Police-initiated work
Other-initiated work
Figure 25. Deployment and Main Workload, Weekends, February 2010
22 20 18 16 14 12 10 8 6 4 2 0
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Extra patrol
Basic patrol
Out-of-service work
Police-initiated work
Other-initiated work
Police Operations and Data Analysis Report, Delray Beach, Florida 89
Figure 26. Deployment and Main Workload, Weekdays, August 2010
22 20 18 16 14 12 10 8 6 4 2 0
30
25
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Extra patrol
Basic patrol
Out-of-service work
Police-initiated work
Other-initiated work
Figure 27. Deployment and Main Workload, Weekends, August 2010
22 20 18 16 14 12 10 8 6 4 2 0
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Extra patrol
Basic patrol
Out-of-service work
Police-initiated work
Other-initiated work
Police Operations and Data Analysis Report, Delray Beach, Florida 90
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 91
Figure 28. Deployment and All Workload, Weekdays, February 2010
22 20 18 16 14 12 10 8 6 4 2 0
25
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
Extra 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
22 20 18 16 14 12 10 8 6 4 2 0
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
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 92
Figure 30. Deployment and All W orkload, Weekdays, August 2010
22 20 18 16 14 12 10 8 6 4 2 0
30
25
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
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
22 20 18 16 14 12 10 8 6 4 2 0
20
15
10
5
0
Hour
Pe
r
s
o
n
n
e
l
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 93
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 94
C. Response Times
We analyzed the response times to various types of calls, separ ating the
duration into dispatch and travel ti mes. 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 analys is of
response time based upon a call’s priority. We focus on high-pri ority 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 differ ence 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 95
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
22 20 18 16 14 12 10 8 6 4 2 0
20
15
10
5
0
Hour
Mi
n
u
t
e
s
February
August
August average: 13.8 minutes
February average: 14.6 minutes
Police Operations and Data Analysis Report, Delray Beach, Florida 96
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 97
Figure 33. Average Response Times, February 2010
T r a f f i c
S u s p i c i o u s
J u v e n i l e
I n v e s t i g a t i o n s G e n e r a l C r i m e
A g e n c y a s s i s t A r r e s t
20
15
10
5
0
Mi
n
u
t
e
s
Travel time
Dispatch delay
Figure 34. Average Response Times, August 2010
T r a f f i c
S u s p i c i o u s
J u v e n i l e
I n v e s t i g a t i o n s G e n e r a l C r i m e
A g e n c y a s s i s t A r r e s t
20
15
10
5
0
Mi
n
u
t
e
s
Travel time
Dispatch delay
Police Operations and Data Analysis Report, Delray Beach, Florida 98
Table 12. Average Response Time Components, by Category
Category
February 2010 August 2010
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 time s 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 99
Table 13. 90th Percentiles for Components, by Category
Category
February 2010 August 2010
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. Fo r 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 a s short as
19.3 minutes (for investigations) and as long as 47.4 minutes (for
arrests).
In August, 90th percentile values f or 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 100
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 prio rity. 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 Priorit y
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 101
Figure 35. Average Response Timesand Dispatch Delays for High-
Priority Calls, by Hour
22 20 18 16 14 12 10 8 6 4 2 0
7
6
5
4
3
2
1
0
Hour
Mi
n
u
t
e
s
Dispatch delay
Response time
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 ca lls 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 102
Appendix A
Table 15. Crime Rates per 100,000 Population, 2009
Population
Violent
Crime Murder
Forcible
Rape Robbery Assault
Property
Crime Burglary Larceny
Motor
Vehicle
Theft
U.S. 307,006,550 429.4 5.0 28.7 133.0 262.8 3,036.1 716.3 2,060.9 258.8
Florida 18,537,969 612.5 5.5 29.7 166.7 410.6 3,840.8 981.1 2,588.6 271.1
Boca Raton 85,956 252.5 2.3 27.9 90.7 131.5 3,591.4 644.5 2,763.0 183.8
Boynton Beach 69,211 936.3 2.9 11.6 263.0 658.9 5,211.6 1,209.3 3,771.1 231.2
Coral Springs 125,656 269.0 1.6 3.2 71.6 192.6 2,322.2 430.5 1,768.3 123.4
Delray Beach 64,522 939.2 4.6 44.9 337.9 551.7 5,316.0 1,194.9 3,794.1 327.0
Hollywood 141,597 491.5 4.9 28.2 223.9 234.5 4,831.3 1,191.4 3,164.6 475.3
Jupiter 51,514 265.9 9.7 25.2 75.7 155.3 2,688.6 551.3 2,046.0 91.2
Lake Worth 35,500 1,484.5 25.4 70.4 631.0 757.7 5,800.0 2,183.1 3,233.8 383.1
Melbourne 77,854 1,163.7 7.7 30.8 246.6 878.6 5,112.1 946.6 3,927.9 237.6
N. Miami Beach 41,324 970.4 2.4 65.3 409.0 493.7 5,425.4 1,686.7 3,286.2 452.5
Palm Beach Gardens 50,937 196.3 7.9 9.8 58.9 119.8 3,255.0 575.2 2,556.1 123.7
Police Operations and Data Analysis Report, Delray Beach, Florida 103
Table 16. City Rank, Crime Rates per 100,000 Population, 2009
Agency Population Violent Crime
Violent
Crime
Rank Property Crime
Property
Crime
Rank
Boca Raton Police Dept. 85,956 252.5 9 3,591.4 7
Boynton Beach Police Dept. 69,211 936.3 5 5,211.6 4
Coral Springs Police Dept. 125,656 269.0 7 2,322.2 10
Delray Beach Police Dept. 64,522 939.2 4 5,316.0 3
Hollywood Police Dept. 141,597 491.5 6 4,831.3 6
Jupiter Police Dept. 51,514 265.9 8 2,688.6 9
Lake Worth Police Dept. 35,500 1,484.5 1 5,800.0 1
Melbourne Police Dept. 77,854 1,163.7 2 5,112.1 5
North Miami Beach Police Dept. 41,324 970.4 3 5,425.4 2
Palm Beach Gardens Police Dept. 50,937 196.3 10 3,255.0 8
Police Operations and Data Analysis Report, Delray Beach, Florida 104
Table 17. Delray Beach Crime Rates per 100,000 Population, 1999-2009
Year Population
Violent
Crime Murder
Forcible
Rape Robbery Assault
Property
Crime Burglary Larceny
Motor
Vehicle
Theft
1999 54,320 1,301.5 3.7 44.2 303.8 949.9 7,919.7 1,498.5 5,357.1 1,064.1
2000 60,020 988.0 5.0 25.0 216.6 741.4 7,119.3 1,242.9 5,090.0 786.4
2001 61,575 1,045.9 1.6 35.7 212.7 795.8 6,650.4 1,222.9 4,683.7 743.8
2002 62,764 941.6 1.6 35.1 221.5 683.5 6,491.0 1,112.1 4,572.7 806.2
2003 63,412 821.6 1.6 23.7 197.1 599.3 6364.7 1,077.1 4,655.3 632.4
2004 64,728 1,038.2 4.6 37.1 239.5 757.0 5,569.5 977.9 4,057.0 534.5
2005 65,598 1,003.1 9.1 39.6 201.2 753.1 4,888.9 907.0 3,495.5 486.3
2006 65,849 1,029.6 7.6 33.4 227.8 760.8 5,060.1 891.4 3,690.3 478.4
2007 65,262 1,101.7 4.6 33.7 341.7 721.7 5,444.2 1,153.8 3,836.8 453.6
2008 63,795 1,059.6 3.1 36.1 326.0 694.4 5,528.6 1,196.0 3,983.1 349.6
2009 64,522 939.2 4.6 44.9 337.9 551.7 5,316.0 1,194.9 3,794.1 327.0
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Douglas Smith, Assistant City Manager
Richard Reade, Sustainability Officer/PIO
THROUGH:David T. Harden, City Manager
DATE:November 2, 2011
SUBJECT:AGENDA ITEM WS.7 - WORKSHOP MEETING OF NOVEMBER 8, 2011
DISCUSS STATE LEGISLATIVE PRIORITIES FOR 2012
ITEM BEFORE COMMISSION
This item is before Commission to review an updated list of State Legislative Priorities for 2012.
BACKGROUND
Staff has developed a draft list of "Key Issues" fo r the 2012 State Legislative session. Due to
redistricting, the State Legislative session for 20 12 begins on January 10. The Florida League of Cit ies
(FLC) has not yet set their legislative priorities for 2012; their legislative conference is scheduled for
November 17-18, 2011 in Orlando. City staff can review the FLC priorities (when available) for
potential revisions to the draft City priorities.
Staff requests direction regarding any issues that the Commission may want to include in or delete fro m
the City's 2012 State Legislative Priorities docume nts.
RECOMMENDATION
Staff requests Commission direction regarding the C ity's 2012 State Legislative Priorities.
CITY OF DELRAY BEACH
2012 KEY STATE LEGISLATIVE ISSUES
TAX REFORM, FINANCE & OTHER BUDGET RELATED ISSUES
Develop Fair and Equitable Tax Structure: The City of Delray Beach
SUPPORTS legislation that provides a fair and equitable tax structure and
allows municipalities the flexibility to provide th e level of services desired by
their citizens. Legislation should be developed tha t SUPPORTS simplifying and
stabilizing Florida’s state and local tax revenue s tructure in a manner that
provides fairness for both citizens and businesses of our state, while addressing
the realities that the current statewide constituti onal taxing structure imposes on
all levels of government. Arbitrary caps on propert y assessments, municipal
expenditures or municipal revenues should be OPPOSED .
Revenue & Expenditure Caps – TABOR: The City of Delray Beach OPPOSES
artificial or “one size fits all” caps on revenues and expenditures through
legislation and/or Constitutional restrictions on t he City’s authority to determine
local tax burden and/or financial commitments to se rvices or quality of life such
as Tax Payer Bill of Rights (TABOR).
Unfunded Mandates to Local Governments: The City of Delray Beach
SUPPORTS legislation that strengthens the prohibition on ex isting and new
unfunded mandates, requires enhanced staff analyses and quantification of the
costs to cities and ensures full funding sources be assigned whenever unfunded
mandates are identified. The legislature should SUPPORT revisions to the
current unfunded mandates provision of the Florida Constitution that would
eliminate unnecessary exemptions. The revision shou ld also ensure that any
proposed law which contains an unfunded mandate con tain only a single subject
matter and be enacted by three-fourths vote of each house of the Legislature,
only after a duly noticed public hearing at which a current fiscal analysis is
available.
Municipal Pension Plans: The City of Delray Beach OPPOSES legislation that
diminishes municipal control over municipal employe e pension plan management
and funding or that increases municipal funding lia bilities. The City will
SUPPORT legislation that provides comprehensive municipal f irefighter and
Page 2 version #1 – 11/4/11
police officer pension reform and any comprehensive pension reform package
should address the issue of the insurance premium t ax revenues and the
requirement that additional revenues be used for ne w, “extra” pension benefits.
The City will SUPPORT legislation that would:
• Allow the purchase of past service credit at the 3% rate, rather than the
current law’s 2% rate, for cities that join the Flo rida Retirement System;
• Restrain the Florida Division of Retirement’s non-r ule-based administrative
activities and restrict the division’s broad interp retations of the provisions
in Chapters 112, 175 and 185, Florida Statutes, tha t result in increased
costs to pension plan sponsors;
• Allow deviation from state requirements if agreed t o by the employees or
their union;
• Require that determinations of average final compen sation in defined-
benefit pension plans include salary only, and do n ot include pay for
overtime or any other additional payments; and
• Allow recipients (cities and special districts) of insurance premium tax
revenues under Chapters 175 or 185, Florida Statute s, to use these funds
to pay for the costs of current plans and to lower required plan
contributions from the plan sponsor.
• Current law should be changed so that if a firefigh ter or police officer
pension plan does not accept insurance premium tax revenues, then the
insurance premium tax should not be charged in that jurisdiction.
• Prohibit increases in employer contributions.
• Provide for accountability of police and fire pensi on boards of trustees.
Police Officer and Firefighter Disability Presumpti ons: The City of Delray
Beach SUPPORTS legislation that modifies the current statutory di sability
presumptions for firefighters and law enforcement o fficers relating to
tuberculosis, heart disease, or hypertension, inclu ding HB 365 (which also
incorporates changes to police and fire pension pla ns).
HOME RULE
Public Officers/Severance Pay: The City SUPPORTS the repeal of SB 88,
passed in 2011, that restricts severance pay for an y public officer, agent,
employee or contractor. The bill removes Home Rule authority over severance
pay by creating a limit of up to 20 weeks of severa nce pay.
Regulation of Firearms and Ammunition: The City SUPPORTS the repeal of
HB 45, passed in 2011, which prohibits the City fro m implementing enforcement
action policies regarding firearms and ammunition r egulation.
Page 3 version #1 – 11/4/11
PUBLIC SAFETY ISSUES
Fireworks Regulation: The City of Delray Beach SUPPORTS legislation that
strengthens state and local regulations on the sale of fireworks and their illegal
use. The City of Delray Beach OPPOSES legislation that limits local regulation,
or enforcement, of illegal fireworks.
Pain Management Clinics: The City of Delray Beach SUPPORTS
implementation of a mandatory Prescription Drug Mon itoring Program with full
funding provided by the State. The City also SUPPORTS legislation that
increases the ability of law enforcement to address prescription drug abuse and
that limits ownership relationships between pain cl inics and pharmacies.
Texting While Driving: The City of Delray Beach SUPPORTS the modification
of traffic statutes to include texting while drivin g as an element of careless
driving.
Sober Houses: The City of Delray Beach SUPPORTS full enforcement of
existing state regulations on substance abuse provi der licensing. Pursuant to
65D-30.003, Florida Administrative Code, all substa nce abuse components must
be provided by persons or entities that are license d by the Department of
Children and Families (DCF), unless otherwise exemp t from licensing.
TRANSPORTATION ISSUES
Transportation Funding: The City of Delray Beach SUPPORTS legislation that
provides proportionate, dedicated and recurring rev enue sources for multi-modal
municipal and regional transportation projects to e nsure that local conditions
and needs are addressed. The City will SUPPORT legislation that:
• Authorizes the Florida Department of Transportation to increase funding to
support local and regional transportation and trans it alternatives, including
“complete street” programs; and
• Prohibits the transfer of State Transportation Trus t Funds for non-
transportation purposes.
Red Light Cameras: The City OPPOSES legislation that repeals the current
authorization in the Florida Statutes for red light camera programs.
PLANNING RELATED ISSUES
Growth Management: The City of Delray Beach will continue to monitor the
effects of the Growth Management legislation passed during the 2011 session.
Internet Cafes: The City SUPPORTS legislation that will either regulate
businesses operating internet “sweepstakes” gaming activities under the gaming
Page 4 version #1 – 11/4/11
commission, or find them in violation of Florida St atues - Chapter 849 and
prosecuted accordingly.
ENVIRONMENTAL ISSUES
Beach Renourishment: The City of Delray Beach SUPPORTS legislation
preserving funding within the Ecosystem Management and Restoration Trust
Fund , to support beach restoration projects throughout the State. This funding is
important to the City of Delray Beach due to the on going renourishment project
for our 2.65 mile beach. Both State & Federal Fund ing for this project are
critical to this important, ongoing project.
Reclaimed Water: The City of Delray Beach SUPPORTS legislation clarifying
that reclaimed water is an integral component of th e City’s water supply plan
and permitted discharge strategy that should not be subject to additional
regulatory actions by the water management district s. Furthermore the City of
Delray Beach SUPPORTS legislation that prohibits water management distri cts
from reducing currently permitted raw water withdra wal rates and quantities
from water utility consumptive use permits if deman d reductions occur resulting
from reclaimed water use, irrigation restrictions, or any other water conservation
measure. The City also SUPPORTS legislation which provides that any
quantities of water made available by the use and/o r generation of reclaimed
water should be allocated to the reclaimed water pr ovider, and which supports
the home rule powers of a municipality to create "m andatory reuse zones" within
its jurisdiction.
Water Management District Governance and Authority: The City of Delray
Beach will support legislation that amends the powe rs and duties of the water
management districts. Such legislation should:
• Require legislative ratification of any proposed ru le change proposed by a
water management district that imposes a financial impact on a local
government;
• Clarify that water management districts lack author ity over reclaimed
water; and
• Specify that water management districts have no aut hority to require local
government adoption or repeal of ordinances or to m andate the review or
approval of any ordinance.
Total Maximum Daily Loads – Florida Department of E nvironmental
Protection Allocation Methodology: The City of Delray Beach SUPPORTS
legislation that strengthens existing law to requir e that water quality pollution
reduction standards be based on the best available valid data applicable to the
specific impaired water body. This legislation shou ld require that the Florida
Department of Environmental Protection (FDEP) forma lly integrate the
considerations required by Section 403.067(6)(b), F lorida Statutes, into its
process when establishing total maximum daily loads (TMDLs), and incorporate
Page 5 version #1 – 11/4/11
this information into the written record whenever i t proposes and or adopts a
TMDL.
VOTING & PUBLIC INFORMATION
Referendum Campaign Involvement: The City of Delray Beach will
SUPPORT legislation to remove restrictions in F.S. 106.113 that prohibit a local
government, or any person on the local government’s behalf, from spending
public money to advocate for the passage or defeat of any issue, referendum, or
amendment going to a public vote.
Early Voting Sites: The City of Delray Beach SUPPORTS legislation which
would permit the Supervisor of Elections with the o ption to designate any
permanent public facility as an early voting site.
Public Notices: The City of Delray Beach SUPPORTS legislation that would
authorize municipalities to provide public notice a nd advertising by means other
than newspapers (i.e. Internet posting and other su itable alternatives).
APPROPRIATION ISSUES
Judicial System Funding: The City of Delray Beach strongly SUPPORTS the
full funding of the State Attorney, Public Defender offices and the Judiciary.
Reduced court funding has a significant impact on p ublic safety due to the
inability to complete the processing of cases. The City makes arrests, but the
court system is so overwhelmed due to reductions in funding that cases are “no
filed” or “nolle prossed” by the State Attorney’s o ffice or lost in court due to
speedy trial requirements. Thus, full funding of t he court system to include the
Juvenile Assessment Centers statewide is critical t o public safety. The City also
SUPPORTS the following revenue enhancements for the court s ystem:
• Expansion of the $65 mandatory court fee to be appl ied to civil cases in
addition to the already allowed criminal cases. Thi s fee would allow for
additional revenue to fund the state court system.
• Continuation and enhancement of the $2.00 recording fee to be distributed
to counties to fund court-related technology needs.
• Full funding for statewide traffic hearing officer programs.
EMS Grants: The City of Delray Beach SUPPORTS continued funding of the
Florida Emergency Medical Services’ (EMS) matching grant programs provided
by the Florida Department of Health - Bureau of Eme rgency Medical Services.
The programs are authorized to improve and expand E MS statewide.
Parks and Recreation Funding: The City of Delray Beach SUPPORTS
expanded funding of the Florida Recreation Developm ent Assistance Program
(FRDAP) under the Florida Department of Environment al Protection (FDEP). This
program provides important financial assistance to local governments for
development and/or acquisition of land for public o utdoor recreational purposes.
Page 6 version #1 – 11/4/11
2012 Key Dates
November 2011
14-18 House/Senate Interim Committee Meetings
17-18 Florida League of Cities Legislative Conference – H yatt Regency, Orlando
International Airport Hotel, Orlando, Florida
December 2011
5-9 House/Senate Interim Committee Meetings
January 2012
10 Opening Day of the 2012 Regular Legislative Sessio n
11-12 Florida League of Mayors Tallahassee Fly-In – Tall ahassee, Florida
25 Florida League of Cities Legislative Action Day - Leon County Civic Center,
Tallahassee, Florida
March 2012
9 Last Day of the 2012 Regular Legislative Session
12-16 National League of Cities Congressional City Confe rence - Washington, D.C.
August 2012
23-25 Florida League of Cites Annual Conference - Westin Diplomat, Hollywood, Florida
November 2012
15-16 Florida League of Cities Legislative Conference – Hyatt Regency, Orlando
International Airport Hotel, Orlando, Florida
Nov.27- National League of Cities Annual Congress of Cities and Exposition - Boston,
Dec.1 Massachusetts
*All dates subject to change*
MEMORANDUM
TO:Mayor and City Commissioners
FROM:R. Brian Shutt, City Attorney
DATE:November 2, 2011
SUBJECT:AGENDA ITEM WS.8 - WORKSHOP MEETING OF NOVEMBER 8, 2011
PROPOSED CHANGE TO COMMISSION TERMS
ITEM BEFORE COMMISSION
Direction regarding Ordinance 44-11 related to a proposed charter amendment changing Commission
terms.
BACKGROUND
The Commission had previously adopted Ordinance 40-10 which provided for an amendment to the
City’s charter to increase the length of a term of a Co mmissioner/Mayor from 2 years to 3 years and
reducing the number of terms from 3 to 2 (where the maximum number of years able to serve is not
increased and is still 6). This ordinance provided that the Charter amendment would be placed on the
March 2011 ballot for voter approval. However, this ordinance was repealed by the Commission when
it was determined that there were no other items to be placed on the March 2011 ballot and the
Commission did not want to spend the money to hold an election for this one item. I have prepared the
attached ordinance, which is in the same format as Ordinance 40-10 and provides for the change in the
length of terms and a reduction in the allowed numb er of terms. The total number of years someone
may serve as a Commissioner/Mayor remains the same.
If Commission direction is to proceed forward with this ordinance, staff will place the ordinance on t he
Commission agenda for adoption and prepare the nece ssary resolutions in order to place the proposed
Charter amendment on the March 2012 ballot. If the ballot question passes it will be effective starti ng
with the March 2013 election.
The City Clerk has provided that the cost for the t wo previous elections was approximately $46,000.00
for each election. By adopting the Charter amendme nt the City would be able to skip having an
election, based on Commission terms, once out of ev ery 3 years.
RECOMMENDATION
Staff is requesting direction from the Commission.
ORDINANCE NO. 44-11
AN ORDINANCE OF THE CITY COMMISSION OF THE
CITY OF DELRAY BEACH, FLORIDA, PROVIDING FOR
REVISIONS TO THE CHARTER OF THE CITY OF
DELRAY BEACH BY AMENDING ARTICLE III,
“LEGISLATIVE”, SECTION 3.02, “CITY COMMISSION:
COMPOSITION, ELIGIBILITY, ELECTION, AND TERMS”;
AMENDING ARTICLE V, “ELECTIONS”, SECTION 5.02,
“TYPES OF ELECTIONS”; TO PROVIDE FOR A CHANGE
IN THE LENGTH OF A TERM FROM A TWO YEAR TERM
TO A THREE YEAR TERM; PROVIDING FOR A
REFERENDUM ELECTION TO BE HELD ON MARCH 13,
2012; PROVIDING A GENERAL REPEALER CLAUSE, A
SAVING CLAUSE, AND AN EFFECTIVE DATE.
WHEREAS, the governing body of a municipality may b y ordinance submit a
proposed amendment to the Charter to the electors of the muni cipality; and
WHEREAS, the City Commission of the City of Delray Beach deems it advisable to
amend the Charter of the City to provide: (i) that the terms of office for the Mayor and other City
Commission Members be extended from two years to th ree years, (ii) for a reduction in the
maximum number of consecutive terms the Mayor and C ity Commission Members may serve from
three consecutive terms to two consecutive terms.
NOW THEREFORE, BE IT ORDAINED BY THE CITY COMMISS ION OF
THE CITY OF DELRAY BEACH, FLORIDA AS FOLLOWS:
Section 1. That Article III, “Legislative”, Section 3.02, “Ci ty Commission;
Composition, Eligibility, Election and Terms”, be amended to read as follows:
Section 3.02. CITY COMMISSION: COMPOSITION, ELIGIBI LITY, ELECTION,
AND TERMS.
(A) Composition and Term . The City Commission shall be composed of five (5 )
Commissioners, one of whom shall be duly elected Ma yor. All of them shall be elected at large for a
term of two (2) three (3) years in the manner provided in this Charter.
(B) Staggered Terms . Two (2) Commissioners shall be elected in even -numbered
years, and two (2) Commissioners shall be elected i n odd numbered years. The Mayor may be
elected in an even or odd numbered year. Two (2) Commission seats with terms expiring in 2 013
shall be filled by election in 2013 and every three years thereafter, and two (2) Commission seats
with terms expiring in 2014 shall be filled by elec tion in 2014 and every three years thereafter. The
Mayor’s term commencing in 2013 shall be filled by election in 2013 and every three years
thereafter.
(C) Length of Mayor’s Term . If a special or regular election is held to fill a vacancy
in the office of Mayor, the duration of the Mayor’s term of office will be for two (2) years
2 ORD. NO. 44-11
commencing on the last Thursday in March p rior to the special electio n the remainder of the
unexpired term .
(D) Term as a Result of a Vacancy . In the event of vacancies, successors shall be
appointed or elected in the manner provided in this Charter.
Section 2 . That Article V, “Elections”, Section 5.02, “Types of Elections”, be amended
to read as follows:
Section 5.02. TYPES OF ELECTIONS.
Elections to be held in the City shall all be cond ucted on a nonpartisan basis without regard
for or designation of political party affiliation.
(A) Date of Nonpartisan Election . Nonpartisan elections shall be held on the
second Tuesday in March of each year in which a ter m of the mayor or city commissioner expires
(which, starting in 2013, will be every three years thereafter, for the mayor and commission seats 1
and 3; and 2014, and every three years thereafter, for commis sion seats 2 and 4).
(B) Ties . In case of a tie in the nonpartisan election, a second nonpartisan
election shall be held.
(C) Special Election . All other municipal elections that may be held b y authority of
this Charter, or of any law, shall be known as special electio ns.
Section 3 That this ordinance shall not be effective unless and until the same is
approved by a majority of the electors of the City of Delray Beach, Florida, voting at the election to
be held on March 13, 2012, for the purpose of appro ving or disapproving this ordinance. If a
majority of the electors voting upon such a questio n approve the amendment, then the amendment
shall be in full force and effect and shall apply t o the election held on March 12, 2013 and all
elections thereafter. If a majority of the elector s voting upon such question disapprove such
amendment(s), then the amendment(s) shall be null a nd void. The question to be submitted to the
electors at such election shall be substantially as follows :
Question One
CHARTER AMENDMENT – LENGTH OF TERMS AND TERM LIMITS
CURRENTLY, THE COMMISSION MEMBERS (INCLUDING THE MA YOR)
SERVE TWO-YEAR TERMS, LIMITED TO THREE CONSECUTIVE TERMS
(SIX YEARS). THE CHARTER AMENDMENT PROPOSES THREE-YEAR
TERMS, LIMITED TO TWO CONSECUTIVE TERMS (SIX YEARS). IF
PASSED THIS AMENDMENT SHALL APPLY TO THE COMMISSION ERS
AND MAYOR ELECTED IN MARCH 2013 AND THEREAFTER.
3 ORD. NO. 44-11
SHALL THE CHARTER AMENDMENT BE ADOPTED?
_____YES (for approval)
_____NO (against approval)
Section 4. That upon approval of this ordinance by the electo rs as aforesaid, all
ordinances or Charter provisions or parts of Charte r provisions in conflict shall be and the same are
hereby repealed as of the effective date of this ordinance.
Section 5 . That should any section or provision of this ordi nance or any portion
thereof, any paragraph, sentence, clause or word be declared by a court of competent jurisdiction to
be invalid, such decision shall not affect the vali dity of the remainder hereof as a whole or part
hereof other than the part declared invalid.
Section 6 . That this ordinance shall become effective upon i ts passage on second and
final reading. The Charter Amendment shall take ef fect (and be applicable to the election) on
March 12, 2013, if approved by a majority of the electors as pr ovided in Section 3 hereof.
PASSED AND ADOPTED in regular session on second an d final reading on this the
____________ day of ________________________, 2011.
______________________________________
M A Y O R
ATTEST:
____________________________
City Clerk
First Reading ______________
Second Reading _____________