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MPD 2014 Operating Budget Proposal 080613

MPD 2014 Operating Budget Proposal 080613

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A memo from Madison Police Chief Noble Wray to Mayor Paul Soglin and all city alders detailing requests for the department's 2014 operating budget, dated August 6, 2013.
A memo from Madison Police Chief Noble Wray to Mayor Paul Soglin and all city alders detailing requests for the department's 2014 operating budget, dated August 6, 2013.

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Published by: Isthmus Publishing Company on Aug 20, 2013
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August 6, 2013
Mayor Paul Soglin and all City Alderpersons
 Noble Wray, Chief of Police
Madison Police Department 2014 Operating Budget Proposal
Each year, since I became Chief in 2004, I have taken it upon myself to ensure you are fully aware of our 
 budget needs and challenges as early as possible in the City’s budget process. I have done this through
 personal contacts as well as an annual budget memo. I feel this is not only necessary, but also prudent of me as the head of the Madison Police Department as this information is designed to provide you with asmuch insight as possible into those budget issues
that affect our department’s ability to provide the
necessary quality service to the citizens of our community. Secondarily, I believe this information is oftena valuable means to provide you with more intimate knowledge of some of the initiatives, programs andcollaborations we are currently engaged in to fulfill our mission.
In this year’s Operating budget instructions, we were asked to prepare our 2014 budget so that overall
funding requests did not exceed our 2013 operating budget. In order to accomplish this task, we had tofind over $280,782
in cuts to existing staff, programs or equipment. As stated in last year’
s budget memo,over 91% of our budgeted expenditures are salaries, determined by labor contracts, other City agencycosts, or additional mandates from outside of the Police Department. This, coupled with the fact that wecut our budget by over $500,000 in 2012 and another $60,000 in 2013, meant that we were not able tofind funding within our current budget to cover the costs to continue to provide the same quality policeservices as we do now. The key reason for $280,782 shortfall is the cost of regular step and longevityincreases in the current labor contracts.
Staffing Needs and Challenges
Let me begin by expressing my appreciation for your support in last year’s budget to deal with the issue
of staffing attrition. As you recall, attrition was one of the key components to the 2008 Etico SolutionsInc. staffing study and a critical challenge for our department when it comes to maintaining the necessarycommissioned staff to successfully police our community. I feel the ability to be creative in hiring newofficers and scheduling our academies, placed the department and the city in a much better position tomaintain necessary staffing as commissioned personnel retire from public service. We could not haveaccomplished this without the help and support of the Mayor and City Council. It is important to notehowever that even without including attrition into the formula for determining 2014 commissionedstaffing needs, the Etico Solutions staffing methodology for 2014 determined the Madison PoliceDepartment would need to increase its authorized strength of commissioned personnel by up to
2 Sergeants
. While
I believe it is critically important that we continue to utilize thismethodology to determine our patrol staffing needs, I recognize that within the current fiscal climate it ismore important to follow through with the 2013 budget commitment to address the staffing attrition problem we have had for many years, and also to continue to explore opportunities where we can ensureadequate staffing of both commissioned and civilian staff.
August 6, 2013Page 2
In regards to other staffing needs, I feel my staff has done an admirable job in increasing efficiencies andadjusting and prioritizing workload wherever possible to get the work done here at MPD. In the spring of this year, my staff conducted extensive research into civilian staffing formulas for law enforcementagencies as well. The result of this research indicates that there is not an existing process comparable tothe Etico patrol staffing study that applies to civilian work functions. Since each police departmentdefines civilian functions differently, there is no formula for how staffing levels should be determined.However, based on a recommendation from Etico, MPD staff reviewed internal workload indicators for various civilian assignments. This analysis demonstrated that civilian workload in areas such as Records,Technology, Finance, etc. are driven by two key factors: changes in work processes and increases incommissioned and civilian staff that produce added internal work. In particular, the addition of 67commissioned employees, the reassignment of 12 commissioned staff from internal positions and theaddition of new types of work such as crime analysis, has resulted in significant increases in work load.These staff increases, combined with increasing public expectations and significant changes in
technology, have resulted in serious concerns over the department’s ability to provide expected service.
This is why, in spite of the fiscal concerns the City is facing, I believe it is imperative to requestadditional funding for a few of the most critical civilian positions.
MIS-2 Position
At this point, I believe one of the most critical issues the department is facing is the ability to keep our current technology (both hardware and software) functioning. This is why my number one request is anMIS-2 position, which is needed to handle the substantial increase in problems and demands related totechnology and new systems. We currently employ only two MIS-2 positions, and they are responsiblefor trouble-shooting and fixing all of our technology problems, as well as managing all of our complexsystems. These two employees are responsible for keeping all the computers, radios, video and other equipment in all of our vehicles fully functional. That job alone would be daunting for only twoemployees, but in addition to the vehicles, they are also responsible for all of our mobile reportingsoftware, crime analysis software, the records management system, department cell phones, and varioussoftware specific to individual units. These two employees and their supervisor, are also responsible for coordinating all the interfaces with the 9-1-1 center and other law enforcement agencies, maintaininglinks with the State Dept. of Justice and developing numerous reporting systems to obtain data in a formatthat is usable by line personnel in their day-to-day work. The bottom line is the work our currentemployees are responsible for far exceeds their ability to complete it. In fact, these two employees, alongwith their supervisor, are already on pace to handle a record number of requests this year (3,400 calls in2011; 3,967 calls in 2012; and almost 2,000 calls through June 2013). This trend in operational calls todate has resulted in a growing backlog with more calls logged than closed within any given month. The
current situation is dire, with squad cars frequently “out of service” due to non
-functional computer systems. Although priority is given to responding to issues that impact officer safety (such as CAD andmobile concerns), the lack of sufficient staff to fully work through the myriad of issues that may arise inany given day is a serious concern.Another major responsibility of the technology section is research and development. This involvesresearch for new software, hardware, and system solutions. Other items also included in this processwould be in the analysis and streamlining of current processes, workflows, and systems, as well as in theimpact of software upgrades and updates. The combined impacts on resources for technical support and projects severely limit the research and development abilities of the technology section. This hassignificant impact on our ability to move forward with new ideas or processes that could assist us in bothsolving crime and providing proactive police response to issues of concern.
August 6, 2013Page 3
Recognizing the challenge that we all face with adding new positions in a tight budget year, I asked mystaff to look for ways to fund the cost for this position. As a result, the department will be using $31,000from a federal formula grant, on a one time basis, to offset the $85,410 cost of this position. Theremaining costs of this position have been requested as my primary supplemental request.
Open Records Position
A second staffing issue that was identified last year as a future need was that of a command position todeal with the increasing demand for open records. For the last several years, the demand for open recordshas dramatically increased (see chart below).As of the writing of this memo, we are on pace to exceed 32,000 open records requests in 2013. Thisequates to over 115 requests that come in per business day. In addition to the increasing number of requests, we are also seeing a significant change in the scope and complexity of these requests, thus placing further demands on our staff. Requests for historical documents, videos
, “any and all” documents
and communications and requests that are easily facilitated through e-mail have increased these numbersdramatically. The result of this increase, and a shortage of staff to process these requests, the departmentis unable to adhere to State law that requires us to process open records requests in a reasonable period of time (10 days per the Attorney General). Due to my concern about our inability to meet this requirement,we have added more responsibilities related to processing open records to several existing positions and Ifound it necessary to create an acting Lieutenant position in 2013 assigned full-time to processing openrecords. The cost of upgrading this commissioned position to the permanent rank of Lieutenant is$13,725.While we continue to assess the outcome of these changes, I believe we will need to add additional staff in the future to deal with this issue. In comparison, the Cities of Milwaukee and Green Bay process aboutthe same number of open records requests that we do, however Milwaukee currently has nine full-time

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