C E N T E R F O R P U B L I C S A F E T Y M A N A G E M E N T, L L C POLICE OPERATIONS AND DATA ANALYSIS REPORT ROSELLE, ILLINOIS POLICE O P E R A T I O N S DRAFT CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC 475 K STREET, NW, STE 702 WASHINGTON, DC 20001 WWW.CPSM.US 716-969-1360 Exclusive Provider of Public Safety Technical Services for International City/County Management Association
THE ASSOCIATION & THE COMPANY The International City/County Management Association (ICMA) is a 100-year-old, nonprofit professional association of local government administrators and managers, with approximately 9,000 members spanning thirty-two countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments in providing services to their citizens in an efficient and effective manner. Our work spans all of the activities of local government parks, libraries, recreation, public works, economic development, code enforcement, Brownfields, public safety, etc. ICMA advances the knowledge of local government best practices across a wide range of platforms including publications, research, training, and technical assistance. Its work includes both domestic and international activities in partnership with local, state, and federal governments as well as private foundations. For example, it is involved in a major library research project funded by the Bill and Melinda Gates Foundation and is providing community policing training in Panama working with the U.S. State Department. It has personnel in Afghanistan assisting with building wastewater treatment plants and has had teams in Central America providing training in disaster relief working with SOUTHCOM. The ICMA Center for Public Safety Management (ICMA/CPSM) was one of four Centers within the Information and Assistance Division of ICMA providing support to local governments in the areas of police, fire, EMS, emergency management, and homeland security. In addition to providing technical assistance in these areas we also represent local governments at the federal level and are involved in numerous projects with the Department of Justice and the Department of Homeland Security. In each of these Centers, ICMA has selected to partner with nationally recognized individuals or companies to provide services that ICMA has previously provided directly. Doing so will provide a higher level of services, greater flexibility, and reduced costs in meeting members needs as ICMA will be expanding the services that it can offer to local governments. For example, The Center for Productivity Management (CPM) is now working exclusively with SAS, one of the world s leaders in data management and analysis. And the Center for Strategic Management (CSM) is now partnering with nationally recognized experts and academics in local government management and finance. Center for Public Safety Management, LLC (CPSM) is now the exclusive provider of public safety technical assistance for ICMA. CPSM provides training and research for the Association s members and represents ICMA in its dealings with the federal government and other public safety professional associations such as CALEA. The Center for Public Safety Management, LLC maintains the same team of individuals performing the same level of service that it has for the past seven years for ICMA. CPSM s local government technical assistance experience includes workload and deployment analysis using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs, and identify and disseminate industry best practices. We have conducted more than 269 such studies in 37 states and 204 communities ranging in size from 8,000 population (Boone, Iowa) to 800,000 population (Indianapolis, Ind.). Thomas Wieczorek is the Director of the Center for Public Safety Management. Leonard Matarese serves as the Director of Research & Program Development. Dr. Dov Chelst is the Director of Quantitative Analysis. ii
CENTER FOR PUBLIC SAFETY MANAGEMENT PROJECT CONTRIBUTORS Thomas J. Wieczorek, Director Leonard A. Matarese, Director, Research & Project Development Dov Chelst, Ph.D., Director of Quantitative Analysis Carol E. Rasor-Cordero, Ph.D., Senior Public Safety Consultant, Team Leader Shan Zhou, Data Analyst Priscila Monachesi, Senior Data Analyst Ryan Johnson, Data Analyst Zachary Weixelbaum, Data Analysis Intern Dennis Kouba, Senior Editor iii
CONTENTS Tables... vi Figures... viii Section 1. Executive Summary... 1 Key Recommendations... 2 Section 2. Methodology... 6 Section 3. Community and Department Overview... 8 Demographics... 8 Uniform Crime Report/Crime Trends... 10 Comparisons/Benchmarks... 15 Department s Financial Sustainability... 15 Department Authorized Staffing Levels... 15 Diversity in the Department Compared to Community Demographics... 16 Other Aspects of the Department... 17 Grant Awards 2014-2015... 17 State and Federal Task Forces... 18 Local Partnerships and Mutual Aid Agreements... 18 Labor Contract... 19 Grievances... 19 Section 4. Operations Bureau... 20 Patrol... 20 Demand... 20 Strategies for Greater Efficiency... 22 CFS Efficiency... 25 Patrol Deployment and Staffing... 27 Spatial Representation of CFS Demand... 40 Patrol Response Times and CFS... 44 Patrol Support Units... 45 Section 5. Investigations Section... 49 Detective Unit... 49 School Resource Officers Unit... 51 Internal Affairs/Professional Standards... 51 Crime Analysis Unit... 53 iv
Section 6. Support Services... 55 Training... 55 Academy Training... 55 Field Training Program... 55 In-service Training... 56 Educational Tuition Reimbursement... 57 Performance Evaluations... 57 Recruitment and Selection... 58 Succession Planning/Promotions... 59 Property and Evidence... 60 Policy Manual... 64 Volunteers/Explorer Program/Citizen s Academy... 64 Informational Technology... 65 Vehicle Fleet... 66 Facilities... 67 Strategic Planning... 67 Section 7. Organizational Culture and Climate... 68 Focus Groups... 68 External Focus Group... 68 Internal Focus Groups... 70 Section 8. Summary... 78 Section 9. Data Analysis... 79 Workload Analysis... 80 Noncall Activities... 100 Deployment... 106 Response Times... 116 All Calls... 117 High-Priority Calls... 122 Appendix A: Call Type Classification... 124 v
TABLES TABLE 3-1: Demographics Comparison between Village of Roselle and State of Illinois... 9 TABLE 3-2: 2015 Comparison of Reported Crime Rates by Jurisdiction... 10 TABLE 3-3: Reported Village, State, and National Crime Rates, by Year (2008 to 2015)... 13 TABLE 3-4: Reported Village, State, and National Clearance Rates for 2015... 14 TABLE 3-5: Annual Budget for Fiscal Years 2013-2015... 15 TABLE 3-6: Authorized and Filled Staffing Levels for Fiscal Year 2017... 16 TABLE 3-7: Diversity of Full-Time Filled Sworn Positions (Authorized = 32, Filled = 27)... 17 TABLE 3-8: 2014 Grant Funding Summary... 17 TABLE 3-9: 2015 Grant Funding Summary... 18 TABLE 3-10: State Police Forfeiture Assets, 2014-2015... 18 TABLE 3-11: Other Revenue, 2014-2015... 18 TABLE 3-12: Worker s Compensation in Hours and Cost, FY 2014 & 2015... 19 TABLE 3-13: Sick Time Usage in Hours and Cost, FY 2014 & 2015... 19 TABLE 4-1: Calls per Day, by Category... 21 TABLE 4-2: Calls for Service, Average Units per Call, and Average Time Spent... 22 TABLE 4-3: CFS Efficiency... 26 TABLE 4-4: Patrol Sergeants Additional Responsibilities... 29 TABLE 4-5: Detectives and Patrol Officers Additional Responsibilities... 30 TABLE 4-8: Average Response Time Components, by District... 45 TABLE 4-9: Average Dispatch, Travel, and Response Times, by Priority... 45 TABLE 5-1: Internal Affairs Cases for 2014 2015, with Case Disposition... 52 TABLE 6-1: Training Budget Funding for 2014 & 2015... 56 TABLE 6-2: Number of Sworn Officers Training Hours Completed in 2014 & 2015... 56 TABLE 6-3 Vehicle Parts and Labor Costs, 2014 & 2015... 66 TABLE 6-4: Vehicle Fleet Profile, with Year/Make/Model, Assignment, and Mileage... 66 TABLE 7-1: Community Focus Group... 69 TABLE 7-2: Sworn Command/Supervisory Focus Group... 71 TABLE 7-3: Sworn Officers Focus Group... 73 TABLE 7-4: Civilian Employees Focus Group... 75 TABLE 7-5: Common Core Perspectives of All Focus Groups... 76 TABLE 9-1: Events per Day, by Initiator... 82 TABLE 9-2: Events per Day, by Category... 84 TABLE 9-3: Calls per Day, by Category... 86 TABLE 9-4: Calls per Day, by Initiator and Months... 87 TABLE 9-5: Calls per Day, by Category and Months... 88 TABLE 9-6: Primary Unit s Average Occupied Times, by Category and Initiator... 91 TABLE 9-7: Average Number of Responding Units, by Initiator and Category... 92 TABLE 9-8: Number of Responding Units, by Category, Other-initiated Calls... 94 vi
TABLE 9-9: Calls and Work Hours by District, per Day... 95 TABLE 9-10: Calls and Work Hours per Day, by Category, Winter 2016... 96 TABLE 9-11: Calls and Work Hours per Day, by Category, Summer 2016... 98 TABLE 9-12: Activities and Occupied Times by Type... 101 TABLE 9-13: Activities per Day, by Month... 102 TABLE 9-14: Activities per Day, by Day of Week... 103 TABLE 9-15: Activities per Day, by Hour of Day... 105 TABLE 9-16: Average Response Time Components, by Category... 119 TABLE 9-17: 90th Percentiles for Response Time Components, by Category... 120 TABLE 9-18: Average Response Time Components, by District... 121 TABLE 9-19: Average Dispatch, Travel, and Response Times, by Priority... 122 TABLE 9-20: Call Type, by Category... 124 vii
FIGURES FIGURE 3-1: Trend in Crime Rates, 2008-2015, Roselle... 11 FIGURE 3-2: Trend in Overall Crime Rates, 2005-2014, Roselle and Illinois... 12 FIGURE 4-1: Deployment and All Workload, Weekdays, Winter 2016, By Hour... 32 FIGURE 4-2: Percent of Workload, Weekdays, Winter 2016, by Hour... 32 FIGURE 4-3: Deployment and All Workload, Weekends, Winter 2016, by Hour... 33 FIGURE 4-4: Percent of Workload, Weekends, Winter 2016, by Hour... 34 FIGURE 4-5: Deployment and All Workload, Weekdays, Summer 2016, by Hour... 35 FIGURE 4-6: Percentage of Workload, Weekdays, Summer 2016, by Hour... 35 FIGURE 4-7: Deployment and All Workload, Weekends, Summer 2016, by Hour... 36 FIGURE 4-8: Percentage of Workload, Weekends, Summer 2016, by Hour... 37 FIGURE 4-9: Spatial Representation of Crime CFS (Red > 10 CFS)... 41 FIGURE 4-10: Spatial Representation of Other-Initiated CFS (Red > 50 CFS)... 43 FIGURE 9-1: Percentage Events per Day, by Initiator... 82 FIGURE 9-2: Percentage Events per Day, by Category... 83 FIGURE 9-3: Percentage Calls per Day, by Category... 85 FIGURE 9-4: Calls per Day, by Initiator and Months... 87 FIGURE 9-5: Calls per Day, by Category and Months... 88 FIGURE 9-6: Average Occupied Times, by Category and Initiator... 90 FIGURE 9-7: Number of Responding Units, by Initiator and Category... 92 FIGURE 9-8: Number of Responding Units, by Category, Other-initiated Calls... 93 FIGURE 9-9: Percentage Calls and Work Hours, by District... 95 FIGURE 9-10: Percentage Calls and Work Hours, by Category, Winter 2016... 96 FIGURE 9-11: Percentage Calls and Work Hours, by Category, Summer 2016... 98 FIGURE 9-12: Activities per Day, by Month... 102 FIGURE 9-13: Activities per Day, by Day of Week... 103 FIGURE 9-14: Activities per Day, by Hour of Day... 104 FIGURE 9-15: Deployed Officers, Weekdays, Winter 2016... 107 FIGURE 9-16: Deployed Officers, Weekends, Winter 2016... 107 FIGURE 9-17: Deployed Officers, Weekdays, Summer 2016... 108 FIGURE 9-18: Deployed Officers, Weekends, Summer 2016... 108 FIGURE 9-19: Deployment and Other-Initiated Workload, Weekdays, Winter 2016... 110 FIGURE 9-20: Deployment and Other-Initiated Workload, Weekends, Winter 2016... 110 FIGURE 9-21: Deployment and Other-Initiated Workload, Weekdays, Summer 2016... 111 FIGURE 9-22: Deployment and Other-Initiated Workload, Weekends, Summer 2016... 111 FIGURE 9-23: Percentage of Workload, Weekdays, Winter 2016... 113 FIGURE 9-24: Percentage of Workload, Weekends, Winter 2016... 113 FIGURE 9-25: Percentage of Workload, Weekdays, Summer 2016... 114 FIGURE 9-26: Percentage of Workload, Weekends, Summer 2016... 114 FIGURE 9-27: Average Response Time, by Hour of Day, Winter 2016 and Summer 2016... 117 viii
FIGURE 9-28: Average Response Time by Category, Winter 2016... 118 FIGURE 9-29: Average Response Time by Category, Summer 2016... 118 FIGURE 9-30: Average Response Time Components, by District... 121 FIGURE 9-31: Average Response Times and Dispatch Delays for High-Priority Calls, by Hour... 122 ix
SECTION 1. EXECUTIVE SUMMARY The Center for Public Safety Management, LLC (CPSM) was commissioned to review the operations of the Roselle Police Department (RPD). While our analysis covered all aspects of the department s operations, particular areas of focus of this study included: identifying appropriate staffing of the department given the workload, community demographics, and crime levels; the effectiveness of the organizational structure; and efficiency of division/unit processes. We analyzed the department workload using operations research methodology and compared that workload to staffing and deployment levels. We reviewed other performance indicators that enabled us to understand the implications of service demand on current staffing. Our study involved data collection, interviews with key police and administration personnel, interviews with all elected officials and department heads, focus groups with department personnel and volunteers/community members, on-site observations of the job environment, data analysis, comparative analysis, SWOT analysis, and the development of alternatives and recommendations. Based on CPSM s detailed review of the Roselle Police Department, it is our opinion that the department reflects a modern police agency that is progressive, well-managed, and responsive to the community needs. The staff is professional, trained, and dedicated to the mission of the department. The community members were very enthusiastic and supportive about the department and the quality of service provided by the department to the community. Key recommendations follow and are discussed in detail throughout the report. These recommendations are offered to enhance the operation of the Roselle Police Department and in no way are a reflection of any departmental deficiencies. The recommendations provided are to ensure that police resources are optimally deployed, operations are streamlined for efficiency, and services proved are cost-effective, all while maintaining the high level of police services currently being provided to the citizens of Roselle, Illinois. CPSM staff would like to thank Village Administrator Jeffrey D. O Dell, Chief Steve Herron, Deputy Chief Roman Tarchala, and the entire staff of the Roselle Police Department for their gracious cooperation and assistance in completing this project. 1
KEY RECOMMENDATIONS 1. Recruitment efforts should focus on Asians, Hispanics/Latinos, and Black/African Americans so as to better align the department s demographics with the community s profile. [See Diversity in the Department Compared to Community Demographics, p. 16.] 2. Continue to implement the current aggressive strategy for alarm reduction in order to reduce calls for service (CFS) to false alarms. [See, Section 4. Operations Bureau, beginning on page 20.] 3. Explore ways to minimize response to vehicle accidents involving less than $1,500 in property damage, such as by encouraging citizens to obtain a report form online and submitting the documents by mail or electronically. Utilize volunteers or community service officers to handle CFS that do not warrant the response of a sworn police officer. [See, Section 4. Operations Bureau, beginning on page 20.] 4. Review all assist other agency calls for service and create a dispatch policy for responding only to critical calls that require the response of a sworn officer for assisting other agencies, such as the fire department. [See, Section 4. Operations Bureau, beginning on page 20.] 7. While the workload demand does not produce a significant need for additional staffing, the operational effectiveness due to staffing absenteeism for training, sick leave and personal leave, coupled with high overtime costs for backfilling positions, supports the need to fill the current (2017) five sworn vacancies. [See, Section 4. Operations Bureau, beginning on page 20.] 9. To combat calls and crime in residential hot spots such as apartment complexes, the department should focus on establishing an active Neighborhood Watch program with a strong focus on residential security and crime prevention. Security surveys and the possible installation of cameras in these apartment complexes could be implemented as crime prevention measures. Directed patrols and identifying the underlying problems contributing 2
to hot spots should be undertaken by the department so as to reduce calls for service in these areas. [See, Section 4. Operations Bureau, beginning on page 20.] 10. A Business Watch program should be established for retail crime hot spots. Department members trained in crime prevention strategies could meet with business groups monthly. The department could encourage retail businesses to adopt the principles of Crime Prevention through Environmental Design (CPTED), could provide security assessments to retail establishments for target hardening, and could provide security training for retail employees on ways to reduce crime. Directed patrols and identifying the underlying problems contributing to hot spots should be undertaken by the department so as to reduce calls for service in these areas. [See, Section 4. Operations Bureau, beginning on page 20.] 11. CPSM recommends transferring the Community Service Officers from under the supervision of the Police Services Manager to full supervision by a patrol sergeant. Currently, a patrol sergeant is supervising the Community Service Officers on a daily basis. [See, Section 4. Operations Bureau, beginning on page 20.] 12. CPSM recommends that the Investigations Section sergeant capture data on case assignment and clearance rates by detective and type of crime. This would present a more informed picture of a detective s performance and the clearance rates of the entire section by type of crime. [See, Detective Unit, page 49.] 13. The detective sergeant should track data pertaining to call-outs for the purpose of workload analysis. [See, Detective Unit, page 49.] 14. The Investigations Section sergeant should focus on supervising the detective unit and managing his own caseload. To accomplish this, the detective sergeant should relinquish his role as training coordinator. The sergeant estimated that the role of training coordinator requires 50 percent of his work time. The training coordinator responsibility should be reassigned to the civilian Police Services Manager. [See, Detective Unit, page 49.] 15. The Investigations Section sergeant should track all workload for the SRO unit inclusive of CFS, arrest statistics, clearance rates, and overtime costs. [See, School Resource Officers Unit, page 51.] 16. Expand the quality control mechanisms used for department audits to include areas such as monitoring field contacts, random review of reports for quality control, sick time abuse, and other measures pertaining to nonsworn personnel. [See, Internal Affairs / Professional Standards, page 51.] 17. Provide training for the sergeants in how to use the department s technology to generate information and maps on trends in hot spots; this information can then be used for strategic and targeted crime interventions. [See, Crime Analysis Unit, page 53.] 18. As a long-term goal, department leadership could institute an organizational culture change by adopting and implementing a form of the Compstat model appropriate for the department. [See, Crime Analysis Unit, page 53.] 19. Move the responsibility of training coordinator from the Investigations Section sergeant to the civilian Police Services Manager. [See, Training, page 55.] 20. Department leadership should conduct an analysis of the requirement for an Associate Degree for appointment as a police officer to determine if this requirement is a barrier for attracting qualified candidates to the department and whether the requirement negatively impacts the selection pool of candidates. If it is determined to be a barrier, the department 3
should not require an Associate Degree for initially being hired but may want to require the attainment of an Associate Degree within a specific time period after being hired by the department. [See, Recruitment and Selection, page 58.] 21. In an effort to ensure the best candidates for the department are available and not lost to other departments, CPSM recommends that a benchmark of three weeks be instituted from the time village administration receives the candidate list to the time interviews are scheduled and completed with the Board of Fire and Police Commissioners. [See, Recruitment and Selection, page 58.] 23. Require a secondary counting (witness) for the submission of cash to the property and evidence room. [See, Property and Evidence, page 61.] 24. CPSM recommends that the supervisor of the unit conduct an audit of the Records Division to determine the extent of tasks that have not been completed by the records clerks. If the findings of the audit indicate that tasks are not being completed by the current staff due to current workload, CPSM recommends reviewing the feasibility of using qualified volunteers for tasks that would allow for public access to documents or hiring a part-time position to address any backlog of workload. [See, Records Management, page 61.] 25. Cross-train staff and if needed the part-time position to enable staff to assist one another. [See, Records Management, page 61.] 26. Implement tighter security procedures for accepting cash and transferring cash to the village s finance department. [See, Records Management, page 61.] 27. Implement weekly staff meetings, with a written agenda, for the records staff and the police services manager. [See, Records Management, page 61.] 28. CPSM recommends that every general order/special order contain in the policy header a distribution date, effective date, and review/revision date. [See, Policy Manual, page 64.] 29. CPSM recommends the creation of a policy manual committee to review the general orders/special orders on a yearly basis. The committee should consist of department members with expertise in each of the topic areas. [See, Policy Manual, page 64.] 30. The department should consider funding one additional position to oversee its community outreach programs (volunteers, explorers, citizen academy) instead of requiring a patrol sergeant to perform these duties. The position could also oversee responsibilities of the patrol sergeant who serves as the mental health coordinator, the critical incident team member, and senior services. This position could also assume responsibility for implementing Neighborhood and Business Watch programs, and for managing social media for the department. [See, Volunteers / Explorer Program / Citizen s Academy, page 64.] 31. The department should institute a technology committee representative of all sections of the department to address current technology concerns and to develop a strategic plan for future technology needs and associated costs. [See, Informational Technology, p. 65.] 32. Department leadership should implement a yearly retreat to discuss progress on the department s strategic plan. [See, Strategic Planning, page 67.] 33. Complete the goal of training all sworn officers in handling mentally ill persons. [See, Section 7. Organizational Culture and Goals, beginning on page 68.] 4
34. Continue to monitor staffing levels and collect data as to the number of officers denied vacation days off due to staffing levels, number of times mutual aid is utilized for CFS in Roselle, number of training opportunities impacted by staffing shortages, and number of community complaints received for reduced service levels to the community. [See, Section 7. Organizational Culture and Goals, beginning on page 68.] 35. The department leadership should address the concerns of the department employees and the community members as to performance issues (identified in the community focus group and the officers focus group) pertaining to the DuPage Public Safety Communications Center. [See, Section 7. Organizational Culture and Goals, beginning on page 68.] 36. Consider increasing the number of vacation days carried over from 84 hours to a higher number to reduce the impact on staffing levels. [See, Section 7. Organizational Culture and Goals, beginning on page 68.] 5
SECTION 2. METHODOLOGY Data Analysis CPSM used numerous sources of data to support our conclusions and recommendations for the Roselle Police Department (RPD). Information was obtained from the FBI Uniform Crime Reporting (UCR) Program, Part I offenses, along with numerous sources of RPD internal information. UCR Part I crimes are defined as murder, rape, robbery, aggravated assault, burglary, larceny-theft, and larceny of a motor vehicle. Internal sources included data from the computer- aided dispatch (CAD) system for information on calls for service (CFS). Interviews This study relied extensively on intensive interviews with RPD personnel. On-site and in-person interviews were conducted with all division commanders regarding their operations. Focus Groups/SWOT Analysis 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 a representative cross-section of employees within the department. A SWOT analysis methodology was used to create an awareness of the organizational culture, strengths, weaknesses, opportunities, and threats. Document Review CPSM consultants were furnished with numerous reports and summary documents by the Roselle Police Department. Information on strategic plans, personnel staffing and deployment, monthly and annual reports, operations manuals, intelligence bulletins, evaluations, training records, and performance statistics were reviewed by project team staff. Follow-up phone calls were used to clarify information as needed. Operational/Administrative Observations Over the course of the evaluation period, numerous observations were conducted. These included observations of general patrol, specialized units, investigations, and administrative functions. CPSM representatives engaged all facets of department operations from a participant observation perspective. Implementing the Report s Recommendations CPSM s conclusions and recommendations provide a blueprint for both the village and police administration to move forward. The village administration should have periodic meetings with the RPD to ensure that CPSM 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 recommended changes. This includes ensuring the recommendations are executed in a timely fashion and then evaluating the 6
department s progress every six months. If the Village desires, CPSM can provide a service to review, monitor, and evaluate the department s progress to help ensure that the recommendations are being implemented properly. If the police administration continues to have difficulty implementing the recommendations, CPSM can assist with implementation. 7
SECTION 3. COMMUNITY AND DEPARTMENT OVERVIEW The Village of Roselle is located in both DuPage County and Cook County in northeastern Illinois. Roselle is approximately 30 miles northwest of Chicago and is also a western suburb of Chicago. The village has a total land area of 5.41 square miles and an estimated population (in 2015) of approximately 22,994, which is about 1.1 percent higher than in 2010. Roselle is governed under the President/Trustee form of government. The President is the Mayor and the Board of Trustees consists of six members. A Village Administrator is responsible for managing the daily functions of the village. The Village Administrator is appointed by the Mayor and Board of Trustees. Mission Statement of the Roselle Police Department The mission of the Roselle Police Department is to work in partnership with the community, to protect human life, safeguard property, respect and preserve the rights of all individuals equally, and endeavor to enhance the quality of life for all the citizens of the Village of Roselle. Department Values As members of the Roselle Police Department we practice: Dedication to the community, this department, and each other; Respect for the community, each other, and ourselves; Integrity and our actions will reflect strict honesty; Accountability, and will answer for our actions and inactions; Moral Courage, and are steadfast in the face of ethical challenges. The sum of our values is: honor. DEMOGRAPHICS The Village of Roselle is largely a homogenous community; its population demographics are: 84.2 percent white, 9.1 percent Asian, 8.2 percent Latino, 2.6 percent African American, 0.1 percent American Indian and Alaska Native, and 0 percent Native Hawaiian/Other Pacific Islander. The village has a higher educational profile and economic profile compared to state averages. While 94.8 percent of the village s population has a high school diploma compared to 87.6 of people percent statewide, college graduates account for 37.1 percent of the village s population age 25 and higher, compared to 31.9 percent for the state. The mean value of owner-occupied housing units is $239,600 in Roselle compared to $175,700 for Illinois as a whole. The median household income is $77,071 in Roselle compared to $57,166 percent for the state. The percentage of persons living in poverty is 4.1 percent, compared to 14.4 percent for the state. Persons under 65 years of age without health insurance make up 7.0 percent of the village, compared to 14.4 percent for the state. These demographics reflect a community that is primarily white, primarily high-school educated with more than 1 out of 3 persons being college graduates, and representative of a high socioeconomic lifestyle and low poverty rate. Table 3-1 provides a demographic comparison between the Village of Roselle and the State of Illinois. 8
TABLE 3-1: Demographics Comparison between Village of Roselle and State of Illinois Demographics Category Roselle Illinois Land area in square miles, 2010 5.41 55,518.93 Persons per square mile, 2010 4,206 231.1 2015 population 22,994 12,859,995 2010 population 22,746 12,831,549 Percent change from 2010 to 2015 1.1 0.2 Persons under 5 years, percent, 2010 5.5 6.5 Persons under 18 years, percent, 2010 23.5 24.4 Persons 65 years and over, percent, 2010 10.2 12.5 Female persons, percent, 2010 51.5 51.0 White, percent, 2010 84.2 71.5 Black or African American, percent 2010 2.6 14.5 American Indian and Alaska Native, percent, 2010 0.1 0.3 Asian, percent, 2010 9.1 4.6 Native Hawaiian/Other Pacific Islander, percent, 2010 0 0 Hispanic/Latino, percent, 2010 8.2 15.8 Two or more races, percent, 2010 2.1 2.3 Foreign born persons, percent, 2010-2014 16.3 13.9 Language other than English spoken at home, Age 5+, 2010-2014 24.7 22.5 High school graduate, age 25+, 2010-2014 94.8 87.6 Bachelor s degree or higher, age 25+, 2010-2014 37.1 31.9 Veterans, 2010-2014 1,134 699,522 Mean travel time to work in minutes, workers Age 16+, 2010-2014 28.2 28.2 Households, 2010-2014 8,450 4,778,633 Persons per household, 2010-2014 2.71 2.63 Housing units, 2010 9,036 5,296,715 Homeownership rate, 2010-2014 78.7 66.9 Median value of owner-occupied housing units, 2010-2014 239,600 175,700 Median gross rent 1,151 903 Civilian labor force, % of population age 16 years+,2010-2014 75 65.9 Median household income, 2014 77,071 57,166 Persons in poverty 4.1 14.4 Persons without health insurance, under age 65 years 7.0 11.1 Source: United States Census Bureau. Retrieved from http://www.census.gov/quickfacts/table/pst045215/1765806 9
UNIFORM CRIME REPORT/CRIME TRENDS The FBI s Uniform Crime Reporting (UCR) Program assembles data on crime from police departments in the United States; the reports are utilized to measure the extent, fluctuation, and distribution of crime. For reporting purposes, criminal offenses are divided into two categories: Part 1 offenses and Part 2 offenses. In Part 1 offenses, the UCR indexes incidents in two categories: violent crimes and property crimes. Violent crimes include murder, rape, robbery, and aggravated assault. Property crimes include burglary, larceny, and motor vehicle theft. While communities differ from one another in population, demographics, geographical landscape, and social-economic distinctions, comparisons to other jurisdictions can be helpful in illustrating how communities in Illinois compare to one another in terms of crime rates. As indicated in Table 3-2, in 2015, Roselle had a UCR Part I violent crime rate of 69 and a property crime rate of 658 (rates are expressed as incidents per 100,000). When comparing Roselle with the other municipalities listed, with the exception of Geneva, it can be seen that Roselle had a substantially lower violent crime rate as compared to all similar size cities. Wood Dale had a lower violent crime rate, but the population is significantly lower when compared to Roselle. Furthermore, Roselle also had the lowest property crime rate compared to all similar size cities. Overall, combined crime rates for violent crimes and property crimes indicate that Roselle had a substantially lower rate in comparison to all municipalities listed, Illinois, and the nation. TABLE 3-2: 2015 Comparison of Reported Crime Rates by Jurisdiction Jurisdiction State Population Crime Rates Violent Property Total Batavia IL 26,485 106 1,318 1,423 Bensenville IL 18,518 97 1,204 1,301 Geneva IL 21,798 50 940 991 Glen Ellyn IL 27,856 86 987 1,073 Rolling Meadows IL 24,321 70 884 954 South Elgin IL 22,280 81 1,185 1,266 Villa Park IL 22,067 95 1,808 1,903 West Chicago IL 27,578 80 1,298 1,378 Wood Dale IL 13,986 50 1,223 1,273 Roselle IL 23,094 69 658 727 Illinois 12,859,995 384 1,989 2,372 United States 321,418,820 373 2,487 2,860 Note: Revised 04/25/2017, no 2015 data for Bloomingdale and Barrington Figure 3-1 displays the trends in violent crime and property crime rates per 100,000 for Roselle for the time period of 2008 to 2015. The figure shows that the violent crime rate has remained consistently low, with the lowest rate of 35 in 2014 and the highest in 2010 with 105. Property crime shows an overall decrease from 2008 to 2015. In 2015, property crime was at its lowest for Roselle over this eight-year period with a rate of 658 property crimes per 100,000. The reasons for the fluctuation in crime rates are beyond the scope of this study. 10
FIGURE 3-1: Trend in Crime Rates, 2008-2015, Roselle 3,500 3,000 2,500 2,000 1,500 1,000 500 0 2008 2009 2010 2011 2012 2013 2014 2015 Violent Property Figure 3-2 compares crime rates between the Village of Roselle and the State of Illinois during the time frame of 2008 through 2015. Over that period, the Village of Roselle experienced a substantially lower overall crime rate as compared to the State of Illinois. With the exception of 2012, the village saw decreases in the total crime rate as compared to the statewide experience, for which crime rates saw increases from 2008 to 2010 and then slow decreases from 2011 through 2015. Further analysis is needed to determine the factor(s) that contributed to these changes and differences between the Village of Roselle and the State of Illinois; however, that analysis is beyond the scope of this study. 11
FIGURE 3-2: Trend in Overall Crime Rates, 2005-2014, Roselle and Illinois 3,500 3,000 2,500 2,000 1,500 1,000 500 0 2008 2009 2010 2011 2012 2013 2014 2015 Roselle Illinois Table 3-3 compares the Village of Roselle crime rates to both the state and national rates year by year for the period 2008 through 2015. During that period, each year Roselle had a substantially lower total crime rate per 100,000 citizens in comparison to the state and national rates. Overall, it can be stated that the Village of Roselle has a low crime rate. 12
TABLE 3-3: Reported Village, State, and National Crime Rates, by Year (2008 to 2015) Year Roselle Illinois National Population Violent Property Total Population Violent Property Total Population Violent Property Total 2008 23,256 56 1,849 1,905 12,973,710 388 1,997 2,385 309,327,055 438 3,055 3,493 2009 23,197 91 1,388 1,479 12,965,589 393 2,077 2,470 312,367,926 416 2,906 3,322 2010 22,763 105 1,164 1,270 12,888,247 434 2,619 3,053 314,170,775 393 2,833 3,225 2011 22,832 79 1,126 1,204 12,923,112 415 2,599 3,013 317,186,963 376 2,800 3,176 2012 22,923 52 1,335 1,387 12,934,012 401 2,500 2,902 319,697,368 377 2,758 3,135 2013 23,047 43 1,059 1,102 12,940,590 387 2,241 2,628 321,947,240 362 2,627 2,989 2014 23,095 35 1,065 1,100 12,938,060 362 2,028 2,390 324,699,246 357 2,464 2,821 2015 23,094 69 658 727 12,859,995 384 1,989 2,372 321,418,820 373 2,487 2,860 Note: *2015 populations are U.S. Census Bureau provisional estimates as of July 1. 2006-2014 populations are total reported populations from FBI UCR data. Clearance rates measure the effectiveness of the police department in investigating and successfully solving crimes. Solving crimes in this context of clearance rates is when an individual is charged with the crime. Clearance rates are calculated by dividing the number of solved crimes by the total number of crimes during a given time period. Clearance rates are one of many factors that can be used to evaluate the effectiveness of a police department. However, there are many variables that affect crime. As a performance measurement tool, clearance rates are best used by the police department to evaluate the police department s performance from year to year as an internal measurement. Table 3-4 is presented for only informational purposes; it shows the clearance rates for Part 1 crimes for the Village of Roselle, the State of Illinois, and the Nation. 13
TABLE 3-4: Reported Village, State, and National Clearance Rates for 2015 Roselle Illinois National Crime Crimes Clearances Rate Crimes Clearances Rate Crimes Clearances Rate Murder Manslaughter 0 0 NA 1,465 879 60% 14,392 8,850 62% Rape 3 0 0% 9,137 1,847 20% 110,582 38,900 35% Robbery 7 2 29% 29,396 6,076 21% 299,232 87,600 29% Aggravated Assault 6 3 50% 55,849 18,855 34% 707,017 381,000 54% Burglary 18 1 6% 89,322 11,653 13% 1,450,074 187,000 13% Larceny 130 16 12% 368,299 83,923 23% 5,225,538 1,140,000 22% Vehicle Theft 4 0 0% 34,402 7,666 22% 657,090 86,000 13% 14
COMPARISONS/BENCHMARKS The Benchmark City Survey was begun in 1997 by a group of police chiefs from across the country to establish a measurement tool to determine if their departments were providing the best service possible to their communities in an efficient manner. The 2014 survey included 29 police departments; the average population of these cities was 164,560, with a median population of 147,220. While communities differ from one another, comparisons can be helpful in benchmarking the performance of a police department. The most recent available data from the Benchmark City Survey is for the year 2014. The 2014 survey reports that the participating police departments budgets averaged 28.5 percent of their jurisdiction s total budget. In comparison, the 2015 Roselle Police Department budget was $6,741,855, and the total village budget was $34,285,361. Thus, the Roselle Police Department budget is 19.66 percent of the total village budget, which is lower than the participating police departments average of 28.5 percent. Another budget comparison that can be made from the 2014 Benchmark City Survey is the breakdown of the police department s costs per citizen. In the 2014, the average police department budget equated to $233.10 per citizen. By comparison, the Roselle Police Department s budget equated to $293.20 per citizen, which is 25.78 percent higher than the Benchmark City Survey average cost per citizen. 1 Cost-effectiveness reduction strategies may need to be reviewed by the department as costs per citizen were higher. DEPARTMENT S FINANCIAL SUSTAINABILITY The department has experienced an increase in total budget funding over the past three years. Table 3-5 shows the annual budget and overtime costs for the Roselle Police Department for fiscal years 2013, 2014, and 2015. The budget figures include personnel costs, operating budget, and capital outlay. The table shows a 2.62 percent increase in budget funding over this threeyear period. At the same time, overtime costs decreased 15.39 percent from 2013 to 2015. TABLE 3-5: Annual Budget for Fiscal Years 2013-2015 Fiscal Year Overtime Costs Total Budget 2013 $355,303 $6,267,210 2014 $438,351 $6,725,426 2015 $300,655 $6,435,700 DEPARTMENT AUTHORIZED STAFFING LEVELS During the CPSM site visit January 17-19, 2017, the department leadership reported the full-time staffing levels of the department had a substantial difference in the number of authorized positions and the number of filled positions. The department currently has five patrol officer vacancies. Furthermore, at the time of the site visit, department leadership indicated that the actual vacancies were more than five. That is because there is one officer on worker s compensation leave, one officer scheduled for long-term military deployment, and one officer on administrative leave. When combining the authorized but vacant vacancies with the number of positions that are not staffed due to other factors, the actual number of full-time vacant and 1 Benchmark Village Survey, 2014 Data. Retrieved from http://www.olatheks.org/files/police/a%20- %20Benchmark%20Village%20Survey%20-%202014%20Data%20-%20Demographics.pdf 15
unavailable staff is eight. Leadership indicated that these vacancies have not been filled due to village leadership waiting for the results from this study. Department leadership indicated that part-time officers who were previously employed by the Roselle Police Department are utilized to support the workforce. However, the department is authorized for two part-time patrol officers but only has one position filled. Department leadership indicated that it is difficult to find qualified and reliable candidates to fill the part-time patrol positions. The department has also experienced a reduction in civilian personnel. Specifically, there are four part-time community service officer positions and currently only two are filled. There are four records assistant positions and three are filled. TABLE 3-6: Authorized and Filled Staffing Levels for Fiscal Year 2017 Full-time Sworn Positions: Position Authorized Filled Shortage Chief of Police 1 1 0 Deputy Chief 1 1 0 Patrol Sergeant 4 4 0 Detective Sergeant 1 1 0 Patrol Officer 21 *16 **-5 Detective 2 2 0 School Resource Officer 2 2 0 Subtotal 32 27-5 Part-time Patrol Officers 2 1-1 Total Full-time/Part-time Sworn Positions 34 28-6 Civilian Personnel: Police Services Manager 1 1 0 Full-time Community Service Officer 2 2 0 Part-time Community Service Officer 4 2-2 Administrative Assistant 1 1 0 Records Assistant 4 3-1 Total 12 9-3 Total Personnel* 46 37-9 *Of the 16 positions, there are also 3 positions not available due to worker s compensation, military deployment and administrative leave. **Shortage for full-time sworn should be adjusted from -5 to -8 positions due to the above factors. Diversity in the Department Compared to Community Demographics While the department s authorized, full-time sworn staffing level is 32 positions, currently only 27 positions are filled. It is important for police departments throughout the nation to reflect the diversity of the communities they serve. In Roselle, the community is 84.2 percent white, and for sworn positions white males represent 81.48 percent of the department and white females represent 14.81 percent, for a combined total of 96.29 percent. Hispanic/Latinos represent 8.2 percent of the community population, and for sworn positions Hispanic/Latino males represent 16
3.70 percent of the department. In the community, Asians represent 9.61 percent and Black/African Americans represent 2.6 percent of the population, but both of these groups are not represented in the department. Recruitment efforts should focus on Asians, Hispanic/Latinos, and Black/African Americans, both male and female, to better align the department s demographics with the community s population. TABLE 3-7: Diversity of Full-Time Filled Sworn Positions (Authorized = 32, Filled = 27) African American Male African American Female Hispanic/ Latino Male Rank White Male White Female Chief 1 Deputy Chief 1 Patrol Sergeant 3 1 Detective Sergeant Patrol Officer 12 4 Detective 2 1 School Resource 2 Officer Total 22 4 1 Percentage 81.48 14.81 3.70 Hispanic/ Latina Female Asian Male Asian Female Recommendation: Recruitment efforts should focus on Asians, Hispanics/Latinos, and Black/African Americans so as to better align the department s demographics with the community s profile. OTHER ASPECTS OF THE DEPARTMENT Grant Awards 2014-2015 The department reported grant funding for 2014 and 2015 as shown in Tables 3-8 and 3-9. These awards were provided to the department by various funding sources. There was a 27.70 percent decrease in grant funding from 2014 to 2015. Table 3-10 displays the asset forfeiture funds shared by the state police for 2014 and 2015. Table 3-11 provides a description of other revenue sources for the department for 2014 and 2015. There was a 19.21 percent increase in other revenue sources between 2014 and 2015. While the department does not participate in any full-time state or federal task forces, the department has a significant number of partnerships and mutual aid agreements with other entities. TABLE 3-8: 2014 Grant Funding Summary Grant Amount Police Training Grant $17,680.08 Bulletproof Vest Program $4,647.50 Roadside Safety Check Grant $33,696.65 Tobacco Enforcement Grant $2,530.00 Total $58,554.23 17
TABLE 3-9: 2015 Grant Funding Summary Grant Amount Police Training Grant $9,449.52 Bulletproof Vest Program -0- Roadside Safety Check Grant $30,684.61 Tobacco Enforcement Grant $2,200.00 Total $42,334.13 TABLE 3-10: State Police Forfeiture Assets, 2014-2015 2014 2015 $2,234.21 $0 TABLE 3-11: Other Revenue, 2014-2015 Source 2014 2015 Court Supervision $13,530.20 $14,486.03 DUI Fines $16,153.59 $20,900.43 Total $29,683.79 $35,386.46 State and Federal Task Forces The department does not assign staff to full-time task forces such as the Federal Bureau of Investigation (FBI) or Drug Enforcement Administration (DEA). Local Partnerships and Mutual Aid Agreements The department has partnerships and mutual aid agreements with the following entities: ILEAS (Illinois Law Enforcement Alarm System). DUMEG (DuPage Metropolitan Drug Enforcement). NIPAS (Northern Illinois Police Alarm System: two officers assigned, one to SWAT and one to Mobile Field Force). DuPage Arson Task Force. DuPage and Cook County Major Crimes Task Force. DuCart (DuPage Accident Reconstruction). DuPage Family Shelter Services. DuPage Children s Advocacy Center. DuPage Office of Homeland Security. DuPage Mental Health. NAMI (National Alliance for Mentally Ill of DuPage). DuPage P.A.D.S. (Public Action to Deliver Shelter). DuPage Senior Services. 18
MOCIC-RISS (Mid-States Organized Crime Information Center). A-TAC (County-wide specialized saturation patrol). CIST Cook County Incident Team. CCROC (Cook County Regional Organized Crime). Cook County Children s Advocacy Center. BRIDGE. IAFCI (International Association of Financial Crimes Investigators.) The department has in place a collective bargaining agreement for police officers for the time period of January 1, 2016 and December 31, 2019. The department reports that there were no grievances filed in 2014 and 2015. Table 3-12 reports the worker s compensation claims for 2014 and 2015 in terms of hours and costs. There was a 29.01 percent decrease in worker s compensation costs between 2014 and 2015. Table 3-13 displays the sick time costs for the department based on 28 employees for 2014 and 2015. There was a 1.84 percent decrease in the use of sick time hours between 2014 and 2015. Labor Contract A collective bargaining agreement is in effect between the Metropolitan Alliance of Police, Roselle Police Chapter #258, and the Village of Roselle for police officers for the period of January 1, 2016 to December 31, 2019. Grievances None reported. TABLE 3-12: Worker s Compensation in Hours and Cost, FY 2014 & 2015 Year Time Lost in Hours Cost of Time Lost 2014 807.2 $36,860.81 2015 668.50 $26,166.70 TABLE 3-13: Sick Time Usage in Hours and Cost, FY 2014 & 2015 Year Total Sick Time Usage, Hours Average Sick Time Usage Per Employee, in Hours* 2014 1,706.62 60.95 2015 1,675.30 59.83 *Based on 28 full-time employees. 19
SECTION 4. OPERATIONS BUREAU The Patrol Division is commanded by the deputy chief of operations, who is also responsible for supervising the Investigations Section sergeant and the police services manager. Patrol shifts are 12 hours in duration. There are four platoons, with each platoon commanded by a sergeant. PATROL The Roselle Police Department provides the community with a range of police services, including responding to emergencies and calls for service (CFS), performing directed activities, and solving problems. Essentially, every call for service from the public gets a police response and every criminal case gets investigated. The department embraces this approach and considers every request for service from the public important and deserving of a police response. Demand UCR statistics for the Village of Roselle indicate a low volume of both violent crime and property crime. Roselle s violent crime rate is significantly lower in comparison to the State of Illinois and the Nation. Roselle s property crime rate decreased over the past eight years and has been consistently lower than the state rate and the national rate over that period. These figures were discussed in Section 3, and shown in Table 3-3: Reported Village, State, and National Crime Rates, by Year (2008 to 2015). When examining options for the department s direction, the village and the department face the choices of a) continuing to police the community as they do now, or b) taking steps to restructure how to respond to demand, still promote order and safety, and further reduce the crime rate through proactive and strategic policing. Table 4-1 presents information on the main categories of calls for service the department handled during the study period of September 1, 2015 to August 31, 2016. The DuPage Public Safety Communications Center recorded approximately 21,300 events that were assigned call numbers and which included an adequate record of a responding patrol unit as either the primary or secondary unit. When measured daily, the department reported an average of 58 patrol-related events per day, approximately 1 percent of which (0.7 per day) had fewer than 30 seconds spent on the call. Sixty-two percent of all events were police-initiated, and 37 percent were citizen- or other-initiated. Some events were removed from our analysis due to incomplete data, such as events lacking arrival times or units spending fewer than 30 seconds on the call. Therefore, the analysis focused on the remaining 14,102 calls for service. 20
TABLE 4-1: Calls per Day, by Category Category No. of Calls Calls per Day Accidents 575 1.6 Alarm 508 1.4 Animal calls 318 0.9 Assist citizen 158 0.4 Assist other agency 1,739 4.8 Check/investigation 2,861 7.8 Crime persons 452 1.2 Crime property 352 1.0 Disturbance 358 1.0 Juvenile 142 0.4 Miscellaneous 392 1.1 Prisoner arrest 64 0.2 Prisoner transport 12 0.0 Suspicious person/vehicle 1,087 3.0 Traffic enforcement 5,084 13.9 Total 14,102 38.5 Note: The focus here is on recorded calls rather than recorded events. We removed events with zero time on scene, directed patrol activities, and out-of-service activities. In total, department officers were dispatched to 14,102 calls during the 12-month study period, or approximately 38.5 calls per day, or 1.6 per hour. The top three categories of calls accounted for 77 percent of all calls: 40 percent of calls were traffic-related (traffic enforcement and traffic accidents), followed by 24 percent of calls for investigations, and 13 percent of calls for assists. Only 6 percent of calls were for crimes. Table 4-2 provides a more detailed breakdown of the CFS, showing police-initiated CFS in comparison to other-initiated (by citizens) CFS. The table also displays the average number of units involved in the CFS and the average amount of time spent on the CFS. To evaluate the workload demands placed on the department, it is useful to examine the number of CFS in relation to the population. With a population estimated to be approximately 22,994 in 2015, the total of 14,102 CFS translates to about 613.29 CFS per 1,000 residents. While there is no accepted standard ratio between calls for service and population, CPSM studies of other communities show a CFS-to-population ratio ranging between 400 and 1,000 CFS per 1,000 persons per year. Lower ratios typically suggest a well-managed approach to CFS. The value of 613.29 CFS/per thousand/year would suggest an appropriate policy is in place for triaging nonemergency calls. A well-managed dispatch system includes a system where CFS are screened and nuisance calls eliminated before they are dispatched. 21
TABLE 4-2: Calls for Service, Average Units per Call, and Average Time Spent Category Calls Police-initiated Units per Call Minutes Calls Other-initiated Units per Call Minutes Accidents 42 1.7 40.8 533 1.7 49.7 Alarm 1 1.0 10.5 507 2.0 16.7 Animal call 21 1.0 21.8 297 1.2 30.7 Assist citizen 66 1.2 39.8 92 1.3 39.6 Assist other agency 196 1.3 35.4 1,543 1.6 28.0 Check/investigation 682 1.2 36.1 2,179 1.4 36.6 Crime persons 31 2.6 94.2 421 2.5 59.5 Crime property 33 1.4 51.6 319 1.7 54.8 Disturbance 15 1.5 29.1 343 2.0 29.0 Juvenile 42 1.2 43.8 100 1.6 35.2 Miscellaneous 56 1.1 43.9 336 1.2 26.2 Prisoner arrest 64 2.0 94.1 0 N/A N/A Prisoner transport 12 1.0 109.6 0 N/A N/A Suspicious person/vehicle 372 1.5 14.2 715 1.8 26.5 Traffic enforcement 4,614 1.2 15.8 470 1.5 31.3 Total 6,247 1.3 21.0 7,855 1.6 34.3 Note: Excludes all events that showed zero time on scene. Strategies for Greater Efficiency Alarm Reduction Program False alarms are a continuing source of inefficiency for police operations. The alarm industry is a strong advocate of developing ordinances and procedures to address police response to false alarms and will work closely with any agency exploring this issue. The 98 percent of alarm calls that are false are caused by user error, and this can be addressed by alarm management programs. During the study period the Roselle Police Department responded to 508 alarm calls, or 3.6 percent of both police-initiated and other-initiated CFS. On the Village of Roselle website, the ordinance pertaining to False Burglar and Fire Alarms is found in Article VIII, Section 13-122. The ordinance requires an application fee for an alarm user permit. Applications for permits to install, maintain, and operate an automatic protection device or alarm system shall be filled with the chief of police on forms supplied by the village with an application fee of fifty dollars ($50.00). The ordinance clearly states the fines for false alarms. For commercial charges, A permit holder or alarm owner for a commercial location shall be charged an additional fee of one hundred dollars ($100.00) for each false alarm in excess of three (3) false alarms but not more than six (6) false alarms in any calendar year transmitted by any automatic protection device or signaling device, to the police department; an additional fee to two hundred ($200.00) for each false alarm in excess of six (6) false alarms but not more than ten (10) false alarms in any calendar year transmitted by any automatic protection device or signaling device, transmitted to the 22
police department; an additional fee of three hundred dollars ($300.00) for each false alarm in excess of ten (10) false alarms any calendar year transmitted by any automatic protection device or signaling device to the police department. Such charge shall be remitted to the Village by such permit holder or alarm owner upon receipt of a statement of such charge. For residential charges, A permit holder or alarm owner for a residential location shall be charged an additional fee of fifty dollars ($50.00) for each false alarm in excess of three (3) false alarms but not more than six (6) false alarms in any calendar year transmitted by any automatic protection device or signaling device, to the police department; an additional fee of one hundred dollars ($100.00) for each false alarm in excess of six (6) false alarms but not more than ten (10) false alarms in any calendar year transmitted by any automatic protection device or signaling device, transmitted to the police department; an additional fee of on hundred fifty dollars ($150.00) for each false alarm in excess of ten (10) false alarms any calendar year transmitted by any automatic protection device or signaling device, to the police department. Such charge shall be remitted to the Village by such permit holder or alarm owner upon receipt of a statement of such charge. The Village of Roselle should be commended for having a well-written alarm reduction ordinance. In an effort to further reduce CFS in this category, CPSM recommends that the department coordinate with the DuPage Public Safety Communications Center to determine if alarm CFS could be reduced through a double-call verification protocol. A double-call verification protocol is becoming the norm across the country. Under such a program an alarm CFS is verified by the 911 dispatcher with the alarm company before an officer is dispatched to respond. Also, the village should consider making greater use of the data it collects on the false alarms already recorded. Analysis of the data could reveal certain companies that have a poor record of installation. High-frequency alarm violators could be identified and visited by sworn personnel to identify reasons behind the false alarms. In addition to a permit system for the individual alarm users, a permit system could be instituted for alarm companies to ensure appropriate installation and maintenance. As well, the village could consider raising fees associated with false commercial alarms. It appears that false commercial alarms might be viewed as a cost of doing business. If these business costs were increased, then commercial businesses might take them more seriously and the unnecessary deployment of police resources could be avoided. The RPD has done a good job minimizing these unnecessary CFS and more focused attention in this area could have an even greater impact. Automobile Accidents (Vehicle Crashes) Automobile accidents (vehicle crashes) are another category of calls for service for which the response by a sworn officer can be questionable. In the period under observation the Roselle Police Department responded to 575 motor vehicle accidents; thus, automobile accidents accounted for about 4 percent of all CFS. The investigation of most motor vehicle accidents is administrative in nature and may not necessarily warrant the response of a sworn officer. CPSM recommends that the policy of response to, and investigation of, routine traffic accidents (property damage only, no criminality) be minimized or discontinued altogether. Most accidents involve only property damage to vehicles and the role of an officer is simply report preparation. When injuries occur or vehicles are inoperable and blocking traffic, however, police response is important. Proper training of dispatchers and inquiries by dispatchers during the initial call-taking process can easily triage vehicle accident calls to determine which ones require a police response. Many police departments around the country have discontinued assigning police officers to handle property damage-only accidents. CPSM supports this development and contends that dispatching police officers to all vehicle crashes is a policy that could be revisited. 23
According to Illinois statute 625 ILCS 5/11-406 from Ch. 95 ½, par. 11-406, Duty to Report Accident, The driver of a vehicle that is in any manner involved in an accident within this State, resulting in injury to or death of any person, or in which damage to the property of any one person, including himself, in excess of $1,500 (or $500 if any of the vehicles involved in the accident is subject to Section 7-601 but is not covered by a liability insurance policy in accordance with Section 7-601) is sustained, shall as soon as possible but not later than 10 days after the accident, forward a written report of the accident to the Administrator. Law enforcement agencies across the state have interpreted this regulation as a mandate to respond to every traffic crash and prepare a report. This results in numerous hours spent by patrol officers responding to and documenting traffic crashes. CPSM contends that this approach is not an efficient use of patrol officers time. CPSM recommends that only a limited number of vehicle crashes require a police response. When a motor vehicle is disabled or blocking the roadway, or there is a dispute between motorists, or one motorist is intoxicated, or other criminal activity is alleged, a police response is required. When the crash is routine and none of those factors are present, the motorists should be advised to prepare the required forms and submit them to the State of Illinois; no response by the police is necessary. Citizens can visit the police department s headquarters to prepare the report, or they can obtain the report form online and submit the documents by mail or electronically. This process would spare the need for officers to respond to the scene and would keep them free to perform other, more critical functions. Department staff indicated that they currently respond to all accidents, regardless if the accident occurred on public or private property, and regardless if there is damage to the vehicles or property. Also, police departments across the country are utilizing nonsworn uniformed personnel to handle minor nonemergency calls for service. Often referred to as Community Service Officers, individuals in these positions can provide support to sworn officers on patrol. Furthermore, some police departments are utilizing volunteers, such as Citizens on Patrol for these types of duties. Properly trained and equipped civilian or volunteer personnel can respond to minor accident scenes and other nonemergency CFS and handle the incidents without the need of a sworn officer. CPSM recommends the Roselle Police Department explore the use of volunteers from the department s Volunteers on Patrol Program, along with community service officers, to respond to nonemergency CFS that are now occupying emergency resources. Whether done through demand reduction or by deploying civilian personnel or volunteers, adopting a more aggressive stance toward limiting response to minor traffic accidents is necessary and will minimize the number of accidents dispatched to patrol officers. The combination of these approaches will result in a more efficient use of personnel resources and improve traffic safety in Roselle. Assist Other Agencies CFS Assist other agencies is another category of calls for service for which the response by a sworn officer can be questionable. In the period under observation the Roselle Police Department responded to 1,739 assist other agency CFS; thus, assist other agency accounted for about 12.3 percent of all CFS. Most CFS received by fire departments involve emergency medical services. Police may be dispatched to these CFS, but in many cases the fire department is first on the scene. This results in the police role being that of an observer on the scene. Therefore, dispatching police officers to some of these CFS is an inefficient use of the police. In an effort to reduce CFS in this category the RPD should work with the DuPage Public Safety Communications 24
Center to determine a clear policy as to what assist other agencies calls actually require a police presence. CFS Efficiency Further examination of various elements of the CFS and patrol response data also warrants discussion. Data from various tables and charts in the data analysis section of this report provide a wealth of information about demand, workload, and deployment in Roselle. Several key pieces of information can be highlighted to demonstrate the use of patrol resources in the Village. These statistics are found in this report in Section 9 in Figure 9-1, Percentage Events per Day by Initiator; Table 9-6, Primary Unit s Average Occupied Time, by Category and Initiator; Table 9-7, Average Number of Responding Units, by Initiator and Category; and Table 9-16, Average Response Time Components, by Category. Taken together these statistics provide an excellent lens through which to view the efficiency of patrol operations. According to the data in Table 4-3, Roselle patrol units on average take 34.3 minutes to handle a call for service initiated by the public. This time is higher than the CPSM benchmark time of about 28.7 minutes for a CFS, based on our experience. However, the increased time could be the result of officers spending more time on building community relations. The reasons are beyond the scope of this project. Also, according to Table 4-3, the department dispatches 1.7 officers per other-initiated CFS. The number of officers dispatched (like occupied time) varies by category of call, but is slightly higher than the policing norms of about 1.6 officers per CFS. 2 Similarly, according to Table 4-3, response times for CFS in Roselle average 9.0 minutes per call in the winter and 9.3 minutes per call during the summer. These response times are lower than many communities. However, CPSM recognizes that the geographical size of Roselle is small at 5.5 square miles. Response time to the highest-priority CFS (Priority 1), at 5.9 minutes, is slightly higher than the five-minute benchmark for this category of CFS. A major component of most high response times can be lengthy travel time, but this is not an issue due to the village s small size. The average travel time for Priority 1 calls was 4.3 minutes, and it took 1.6 minutes for dispatch to process the call. Priority 1 calls consisted of 573 CFS. Priority 2 calls had only two CFS. However, for Priority 3 CFS the average response time was 6.9 minutes, with 5.1 minutes for travel and 1.8 minutes for dispatch (n=1,471). RPD should be commended for very efficient response times to calls for service. For patrol, the geographical area of Roselle is divided into four districts. Average response time for the RO01 zone was 8.7 minutes, for the RO02 zone was 8.5, followed by RO03 zone at 8.8 minutes, and for the RO04 zone the average response time was 10.0 minutes. Overall, the response times for RPD districts are very efficient. 2 CPSM benchmarks are derived from data analyses of police agencies similar to the RPD. 25
TABLE 4-3: CFS Efficiency Variable Description Mean Minimum Maximum Roselle Population 67,745.7 5,417.0 833,024.0 8,041 RPD vs. CPSM Comps (Mean) Patrol Percent 66.1 32.4 96.8 74 HIGHER Index Crime Rate, per 100,000 3,235.1 405.0 9,418.8 727 LOWER Violent Crime Rate, per 100,000 349.3 12.5 1,415.4 69 LOWER Property Crime Rate, per 100,000 2,885.9 379.7 8,111.6 658 LOWER Avg. Service Time Police CFS 17.7 8.1 47.3 21.0 HIGHER Avg. Service Time Other CFS 28.7 16.0 42.9 34.3 HIGHER Avg. # of Responding Units Police CFS 1.2 1.0 1.6 1.6 HIGHER Avg. # of Responding Units Other CFS 1.6 1.2 2.2 1.7 HIGHER Total Service Time Police CFS (officer-min.) 22.1 9.7 75.7 33.6 HIGHER Total Service Time Other CFS (officer-min.) 48.0 23.6 84.0 58.31 HIGHER Workload Percent, Weekdays, Winter 26.6 5.0 65.0 26 LOWER Workload Percent, Weekends, Winter 28.4 4.0 68.0 28 LOWER Workload Percent, Weekdays, Summer 28.7 6.0 67.0 28 LOWER Workload Percent, Weekends, Summer 31.8 5.0 69.0 29 LOWER Average Response Time, Winter, Minutes 11.0 3.1 26.9 9.0 LOWER Average Response Time, Summer, Minutes 11.2 2.4 26.0 9.3 LOWER High-Priority Response Time, Minutes 5.0 3.2 13.1 5.9 LOWER The department has a general order (41F) that establishes performance expectations and accountability for department members assigned to the Patrol Division. The department should be commended for adopting such a policy. Few departments provide a general order detailing expectations of patrol officers and community service officers assigned to patrol. The general order states that the intent of the policy is to align officer performance directly with Village and agency goals, to provide regular and frequent feedback to officers and their immediate supervisors regarding officer accountability, and to assist in the completion of fair, impartial and meaningful employee evaluations and other personnel decisions. The general order details performance categories, scoring standards, and measuring the performance of an officer relative to the statistical average of all members within a shift every four months. Furthermore, the general order articulates progressive discipline for not meeting performance standards. 26
PATROL DEPLOYMENT AND STAFFING Uniformed patrol is considered the backbone of American policing. Bureau of Justice Statistics indicate that more than 95 percent of police departments in the U.S. in the same size category as the Roselle Police Department provide uniformed patrol. Officers assigned to this important function are the most visible members of the department and command 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 and provide law enforcement services to the public. Deployment Although some police administrators suggest that there are national standards for the number of officers per thousand residents that a department should employ, that is not the case. The International Association of Chiefs of Police (IACP) states that ready-made, universally applicable patrol staffing standards do not exist. Furthermore, ratios such as officers-perthousand population are inappropriate to use as the basis for staffing decisions. According to Public Management magazine, A key resource is discretionary patrol time, or the time available for officers to make self-initiated stops, advise a victim in how to prevent the next crime, or call property owners, neighbors, or local agencies to report problems or request assistance. Understanding discretionary time, and how it is used, is vital. Yet most police departments do not compile such data effectively. To be sure, this is not easy to do and, in some departments may require improvements in management information systems. 3 Essentially, discretionary time on patrol is the amount of time available each day where officers are not committed to handling CFS and workload demands from the public. It is discretionary and intended to be used at the discretion of the officer to address problems in the community and be available in the event of emergencies. When there is no discretionary time, officers are entirely committed to service demands, do not get the chance to address other community problems that do not arise through 911, and are not available in times of serious emergency. The lack of discretionary time indicates a department is understaffed. Conversely, when there is too much discretionary time, officers are idle. This is an indication that the department is overstaffed. Staffing decisions, particularly for patrol, must be based on actual workload. Once the actual workload is determined the amount of discretionary time is determined and then staffing decisions can be made consistent with the department s policing philosophy and the community s ability to fund it. The Roselle Police Department is a full-service police department, and its philosophy is to address essentially all requests for service. With this in mind it is necessary to look at workload to understand the impact of this style of policing in the context of community demand. To understand actual workload (the time required to complete certain activities) it is critical to review total reported events within the context of how the events originated, such as through directed patrol, administrative tasks, officer-initiated activities, and citizen-initiated activities. Analysis of this type allows for identification of activities that are really calls from those activities that are some other event. 3 John Campbell, Joseph Brann, and David Williams, Officer-per-Thousand Formulas and Other Policy Myths, Public Management 86 (March 2004): 22 27. 27
Understanding the difference between the various types of police department events and the resulting staffing implications is critical to determining deployment needs. This portion of the study looks at the total deployed hours of the police department with a comparison to current time spent to provide services. 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 and community policing. Patrol is generally the most visible and most available resource in policing and the ability to harness this resource is critical for successful operations. From an officer s standpoint, once a certain level of CFS activity is reached, the officer s focus shifts to a CFS-based reactionary mode. Once a threshold is reached, the patrol officer s mindset begins to shift from one that looks for ways to deal with crime and quality-of-life conditions in the community to one that continually prepares for the next call. After 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 interrupted by a call? Any uncommitted time is spent waiting for the next call. Sixty percent of time spent responding to calls for service is believed to be the saturation threshold. 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 their time should be committed to calls for service. This commitment of 60 percent of their time is referred to as the patrol saturation index. The Rule of 60 is not a hard-and-fast rule, but rather a starting point for discussion on patrol deployment. Resource allocation decisions must be made from a policy and/or managerial perspective through which costs and benefits of competing demands are considered. The patrol saturation index indicates the percentage of time dedicated by police officers to public demands for service and administrative duties related to their jobs. Effective patrol deployment would exist at amounts where the saturation index was less than 60. This Rule of 60 for patrol deployment does not mean the remaining 40 percent of time is downtime or break time. It is a reflection of the extent that patrol officer time is saturated by calls for service. The time when police personnel are not responding to calls should be 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 will also provide ready and available resources in the event of a large-scale emergency. Rule of 60 Part 1 According to the department personnel data available at the time of the site visit (January 18, 2017), the staff roster accounted for 27 full-time, filled sworn positions. Of the 27 sworn members, 20 were assigned to uniformed patrol (four sergeants, four officers per platoon). The remaining seven positions consisted of the chief, deputy chief, detective sergeant, and two detectives and two school resource officers. Thus, 20 of the 27 sworn officers represent 74 percent of the sworn officers in the Roselle Police Department. The analysis uses filled positions rather than authorized positions to provide a more accurate snapshot of patrol staffing. Calculating with authorized positions (32 sworn, 25 allocated to patrol) results in 78.13 percent and is a less accurate snapshot. Accordingly, the department does not adhere to the first component of the Rule of 60, that is, there is an imbalance in the allocation of sworn officers in the department with approximately 28
four officers too many assigned to patrol duty as a function of the total number of sworn personnel (or too many in patrol positions). Sixteen patrol positions would equate to 59.3 percent of the department sworn staff being assigned to patrol. However, with 20 sworn members assigned to patrol, the four positions allocated to patrol over the 60 percent level may compensate for staffing levels when vacation time, sick time, worker s compensation cases, and training days are considered, as each shift has one sergeant, one officer-in-charge, and three officers. Furthermore, the additional positions in patrol can be used to assume duties that in other departments may be assigned to specialized units. For example, the department does not have a Crime Prevention Unit or Traffic Unit. These job responsibilities and tasks can be allocated to patrol positions instead of creating specialized units. Additionally, the department provided CPSM with a list of other duties supported by sergeants, detectives, and police officers. Additional Duties of Patrol Sergeants Department leadership indicated that all sworn personnel in the department have additional duties apart from their full-time assignments. Department leadership provided the additional supervisor responsibilities of patrol sergeants as shown in Table 4-4. The sergeants names are not used and instead they are referred to by number. Leadership indicated that these responsibilities are coordinated with the sergeants primary assignment as patrol sergeants. Department leadership indicated that these responsibilities are performed during discretionary time or are formally scheduled. Records on the specific amount of time allocated to these responsibilities were not available. TABLE 4-4: Patrol Sergeants Additional Responsibilities Position Sergeant #1 Additional Responsibilities Taser instructor, Use of Force instructor, Range Master, Rapid Response Team, School Safety, Evidence Technician, Zone 1 Geographic Policing Supervisor Sergeant #2 Traffic Grants, Child Safety Seat Program, Truck Enforcement Officer, Zone 2 Geographic Policing Supervisor Sergeant #3 Sergeant #4 Mental Health Coordinator, Critical Incident Team Member, Senior Services, Volunteer Program, Citizen Police Academy, Explorer s Program, Zone 3 Geographic Policing Supervisor Defensive Tactics Instructor, Physical Trainer, Field Training Officer, Student Internship Coordinator, Zone 4 Geographic Policing Supervisor. Additional Duties of Detectives and Patrol Officers Department leadership indicated that similar to patrol sergeants, detectives, and police officers have additional duties apart from their full-time assignments. Specifically, there are two police officers in each platoon who are trained as evidence technicians. Department leadership provided the additional duties of detectives and police officers as shown in Table 4-5. The detectives and police officers names were deleted and instead they are referred to by the number of positions allocated to the responsibility. Department leadership indicated that these responsibilities are performed during discretionary time or are formally scheduled. Records on the specific amount of time allocated to these responsibilities were not available. 29
TABLE 4-5: Detectives and Patrol Officers Additional Responsibilities Number of Detectives/Police Officers Assigned Additional Responsibility 3 Accident Reconstruction 3 Arson Task Force 1 A-TAC 6 Bicycle Officers 4 BASSET Trainers 8 Evidence Technicians 8 Field Training Officers 4 Honor Guard 20 Juvenile Officers 3 Lead Homicide Investigator 2 NIPAS 2 Major Crimes Task Force 8 OICs 1 PIO 1 Property Custodian 9 Range Officers 3 Taser Instructors 9 Truck Enforcement Officers Rule of 60 Part 2 The second part of the Rule of 60 examines workload and discretionary time and suggests that no more than 60 percent of time should be committed to calls for service. In other words, CPSM suggests that no more than 60 percent of available patrol officer time be spent responding to the service demands of the community. The remaining 40 percent of time is the discretionary time for officers to be available to address community problems and be available for serious emergencies. 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 point at which patrol officer time is saturated by CFS. This ratio of dedicated time compared to discretionary time is referred to as the Saturation Index (SI). It is CPSM s contention that patrol staffing is optimally deployed when the SI is in the 60 percent range. An SI greater than 60 percent indicates that the patrol manpower is largely reactive, and overburdened with CFS and workload demands. An SI of somewhat less than 60 percent indicates that patrol manpower is optimally staffed. SI levels much lower than 60 percent, however, indicate patrol resources that are underutilized, and this would signal an opportunity for a reduction in patrol resources or reallocation of police personnel. Departments must be cautious in interpreting the SI too narrowly. For example, one should not conclude that 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 overall service demands on patrol staffing. When SI levels exceed 60 percent for substantial periods of a given shift, or at isolated and specific times during the day, then decisions should be made to reallocate or realign personnel to reduce the SI to levels below 60. Lastly, this is not a hard-and-fast rule, but a benchmark to be used in evaluating staffing decisions. 30
The CPSM data analysis in Section 9 of this report provides a rich overview of CFS and staffing demands experienced by the Roselle Police Department. The analysis here looks specifically at patrol deployment and how to maximize the personnel resources of the department to meet the demands of calls for service while also engaging in proactive policing to combat crime, disorder, and traffic issues in the community. Figures 4-1 through 4-8 illustrate workload, staffing, and the saturation of patrol resources in the Roselle Police Department during the two months (seasons) on which we focused our workload analysis. By saturation we mean the amount of time officers spend on patrol handling service demands from the community. In other words, how much of the day is saturated with workload demands. This saturation is the comparison of workload with available manpower over the course of an average day during the months selected. The figures represent the manpower and demand during weekdays and weekends during the two periods of January 5 through February 29, 2016 (winter) and July 7 through August 31, 2016 (summer). Examination of these figures permits exploration of the second part 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. Figures 4-1, 4-3, 4-5, and 4-7 illustrate the deployment of patrol resources and added resources to handle the workload. Workload includes other-initiated CFS, police-initiated CFS, out-ofservice activities, and directed patrol activities. In these four figures representing deployment and all workload for weekdays and weekends in both winter and summer it can be seen that sufficient patrol resources are allocated and available to handle the workload. In Figures 4-2, 4-4, 4-6, and 4-8, the saturation index is explored. Patrol resources available are denoted by the dashed green line at the top. The 100 percent value indicates the total police officer hours available during the 24-hour period. This amount varies during the day consistent with the staffing of the shifts, but at any given hour the total amount of available manpower will equal 100. The red dashed line fixed at the 60 percent level represents the saturation index (SI). As discussed above, this is the point at which patrol resources become largely reactive as CFS and workload demands consume a larger and larger portion of available time. The solid black line represents total workload experienced by the RPD. Looking at the comparisons of the green, red, and black lines in these four figures, and comparing workload to available staffing, shows that the RPD deploys sufficient resources to meet the workload demands in Roselle. 31
FIGURE 4-1: Deployment and All Workload, Weekdays, Winter 2016, By Hour FIGURE 4-2: Percent of Workload, Weekdays, Winter 2016, by Hour 32
Workload v. Deployment Weekdays, Winter Avg. Workload: 1.3 officers per hour Avg. % Deployed (SI): 26 percent Peak SI: 42 percent Peak SI Time: 3:00 p.m. to 3:15 p.m. Figures 4-1 and 4-2 show the patrol workload demands and SI for weekdays in winter 2016. As the figures indicate, the SI threshold of 60 percent is not reached or breached during the 24-hour period. In fact, during the 24-hour period, the SI threshold never exceeds 42 percent. The SI for workload was at a low of approximately 5 percent at 6:00 a.m. The daily average SI for the 24- hour period is 26 percent with a high of 42 percent at 3:00 p.m. to 3:15 p.m. In evaluating the SI trend line throughout the 24-hour period, CPSM looks to see if the 60 percent threshold is breached during the day as well as the stability of the trend line. As Figure 4-2 illustrates, the ratio of the demand of police services with the supply of available police personnel remains low from 12:00 a.m. to 3:45 a.m., then decreases from 4:00 a.m. to 6:00 a.m., increases at 6:15 a.m., and then increases and decreases throughout the day and night. When we compare the deployment of personnel as displayed in Figure 4-1, the patrol and patrol added resources are sufficient to handle the workload throughout the 24-hour period. The average deployment was 4.9 officers per hour during weekdays in winter. Additionally, deployment varied from 3.3 to 5.7 officers per hour on weekdays. This signifies sufficient staffing throughout the 24-hour period and is a sign of a well-staffed patrol function. FIGURE 4-3: Deployment and All Workload, Weekends, Winter 2016, by Hour 33
FIGURE 4-4: Percent of Workload, Weekends, Winter 2016, by Hour Workload v. Deployment Weekends, Winter Avg. Workload: 1.3 officers per hour Avg. % Deployed (SI): 28 percent Peak SI: 49 percent Peak SI Time: 3:00 p.m. to 3:15 p.m. Figures 4-3 and 4-4 present the patrol workload demands and SI for weekends in winter 2016. The workload never reaches and breaches the 60 percent threshold. In fact, during the 24-hour period, the SI threshold never exceeds 49 percent. The SI for workload increased and decreased throughout the day and night. The daily average SI for the 24-hour period is 28 percent with a high of 49 percent at 3:00 p.m. to 3:15 p.m. When we compare the deployment of personnel as displayed in Figure 4-3, the patrol and patrol added resources are sufficient to handle the workload throughout the 24-hour period. The average deployment was 4.7 officers per hour during the weekends in winter. Additionally, deployment varied from 3.0 to 5.8 officers per hour on weekends. This signifies sufficient staffing throughout the 24-hour period and is a sign of a well-staffed patrol function. 34
FIGURE 4-5: Deployment and All Workload, Weekdays, Summer 2016, by Hour FIGURE 4-6: Percentage of Workload, Weekdays, Summer 2016, by Hour 35
Workload v. Deployment Weekdays, Summer Avg. Workload: 1.4 officers per hour Avg. % Deployed (SI): 28 percent Peak SI: 44 percent Peak SI Time: 3:00 p.m. to 4:00 p.m. Figures 4-5 and 4-6 present the patrol workload demands and SI for weekdays in summer 2016. The workload never reaches or breaches the 60 percent threshold. In fact, during the 24-hour period, the SI threshold never exceeds 44 percent. The SI ranges from a low of approximately 5 percent at 6:00 a.m., to a high of 44 percent from 3:00 p.m. to 4:00 p.m., with a daily average of 28 percent. When we compare the deployment of personnel as displayed in Figure 4-5, the patrol and patrol added resources are sufficient to handle the workload throughout the 24-hour period. The average deployment was 5.0 officers per hour during weekdays in summer. Additionally, deployment varied from 2.5 to 6.7 officers per hour on weekdays. This signifies sufficient staffing throughout the 24-hour period and is a sign of a well-staffed patrol function. FIGURE 4-7: Deployment and All Workload, Weekends, Summer 2016, by Hour 36
FIGURE 4-8: Percentage of Workload, Weekends, Summer 2016, by Hour Workload v. Deployment Weekends, Summer Avg. Workload: 1.3 officers per hour Avg. % Deployed (SI): 29 percent Peak SI: 42 percent Peak SI Time: 11:45 a.m. to noon and 9:30 to 9:45 p.m. Figures 4-7 and 4-8 present the patrol workload demands and SI for weekends in summer 2016. The workload never exceeds the 60 percent threshold. In fact, during the 24-hour period, the SI threshold never exceeds 42 percent. The SI ranges from a low of approximately 8 percent at 6:00 a.m. to a high of 42 percent from 11:45 a.m. to noon, and 9:30 p.m. to 9:45 p.m., with a daily average of 29 percent. When we compare the deployment of personnel as displayed in Figure 4-7, the patrol and patrol added resources are sufficient to handle the workload throughout the 24-hour period. The average deployment was 4.6 officers per hour during weekends in summer. Additionally, deployment varied from 2.9 to 5.9 officers per hour on weekends. This signifies sufficient staffing throughout the 24-hour period and is a sign of a well-staffed patrol function. 37
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. SPATIAL REPRESENTATION OF CFS DEMAND The figures shown previously (Figures 4-1 through 4-8) provide a thorough examination of the service demands placed on the Roselle Police Department during different times of the day and week. These temporal demand illustrations are helpful in understanding the workload. In addition to these temporal demands, it is also possible to illustrate the spatial demands on the Roselle Police Department. Examining the spatial demands permits the exploration of where incidents are occurring. Figure 4-9 displays crime hot spots in Roselle those locations with the greatest number of crime calls for service during the period of September 1, 2015 to August 31, 2016. While the number of crime hot spots is low, efforts should be made to reduce crime-related CFS in these areas. Specifically, Figure 4-9 illustrates locations in red that have received more than 10 CFS for 4 Amendola, K., Weisburd, D., Hamilton, E., Jones, G., Slipka, M.. (2011). The Impact of Shift Length in Policing on Performance, Health, Quality of Life, Sleep, Fatigue, and Extra-Duty Employment. Police Foundation. Retrieved from https://www.ncjrs.gov/pdffiles1/nij/grants/237331.pdf 40
crime. Apartment complexes are three of the top four hot spots and account for a total of 42 incidents. Each one of the actual hot spots in the community should be the focus of a specific and targeted strategy that aims to eliminate, or drastically reduce, the conditions present at those locations. Undoubtedly, these locations receive a substantial amount of attention from patrol officers in the department, and consideration should be given to formulating a deliberate plan to deal with these locations in a proactive fashion. An analysis of when the crimes are occurring and type of crimes should be conducted by the department to assist in formulating a tactical response plan. The department should meet with property management to collaborate in developing a response to the problem. Neighborhood Watch programs should be considered to educate citizens on how to make their complexes and apartments less susceptible to crime. Additional attention should be given by patrol officers to the crime-related hot spots. Many of the crime-related hot spots are along major arteries and corridors in Roselle. This comes as no surprise as these areas are vibrant and well-traveled parts of the community and presumably would demand a large share of attention from the police department. Conversely, many areas of the community see low levels of crime-related CFS volume. Indeed, the areas of the community that are NOT along major arteries show very low crime-related call volume. On the plus side, the argument can be made that there are no problems in these areas in general, thus a police presence is not required. On the other hand, officers are initiating a small amount of calls in these other areas, which compromises a community policing philosophy that should be central to the department s approach to policing the community. FIGURE 4-9: Spatial Representation of Crime CFS (Red > 10 CFS) 41
Key to Figure 4-9, Locations with Highest Crime Calls for Service Runs Location Place 16 633 PLUM GROVE RD Apartments 14 580 E LAWRENCE AV Apartments 13 1330 W LAKE ST Thornton's 12 716 PRESCOTT DR Apartments 9 610 E WOODFIELD TRL Condos 9 103 S PROSPECT ST Police HQ* 9 1490 W LAKE ST Holiday Inn Express 8 746 PRESCOTT DR Condos 8 540 E IRVING PARK RD Metra Station 8 44 W IRVING PARK RD Residential 7 550 W LAKE ST Butera Market 7 394 E IRVING PARK RD Bulldog Ale House 7 5 W IRVING PK RD Roselle & Irving Park Area 6 600 S MEDINAH RD Lake Park High School 6 571 PLUM GROVE RD The Moorings Apartment Homes 5 641 N ROSELLE RD Roselle & Nerge Area 5 520 DOVER DR Residential 5 5 W IRVING PARK RD Roselle & Irving Park Area 5 1600 W LAKE ST Gary & Lake area 4 27 S ROSELLE RD Roselle & Central area Figure 4-10 displays CFS hot spots as determined by citizen-initiated calls. The police headquarters had 456 CFS; however, it is unlikely that the incidents occurred at the headquarters. Instead, it is likely that citizens came to the police headquarters to report the incident. Once again, an analysis of when the CFS are occurring and type of CFS should be conducted by the department to assist in formulating a tactical response plan. West Lake Street and Gary Avenue accounted for 100 CFS, while West Irving Park Road and North Roselle Road accounted for 96 CFS. It is likely that many of the CFS are related to traffic/vehicle crash investigations. The Metra Station had 77 CFS and the Holiday Inn Express had 75 CFS. Together, these four locations had 348 CFS during the period of September 1, 2016 to August 31, 2016. The department should focus directed patrol in the hot spot areas for CFS. The department should consider a strategic approach to dealing with these CFS. Instead of waiting for the CFS, plans should be put in place in order to address the underlying conditions that create the CFS in the first place. Proper planning, using the community policing S.A.R.A. model (Scanning, Analysis, Response, and Evaluation), or a performance management approach such as Compstat or D.D.A.C.T.S. (Data-Driven Approaches to Crime and Traffic Safety), can aid in diagnosing and solving problems at these locations, thus preventing an emergency call to the police. 42
FIGURE 4-10: Spatial Representation of Other-Initiated CFS (Red > 50 CFS) 43
Key to Figure 4-10, Locations with Highest Other-initiated Calls for Service Runs Location Place 456 103 S PROSPECT ST Police HQ 100 W LAKE ST & GARY AV W Lake & Gary area 96 W IRVING PARK RD & N ROSELLE RD W Irving Park & Roselle area 77 540 E IRVING PARK RD Metra Station 75 1490 W LAKE ST Holiday Inn Express 62 225 E MAIN ST Condos 59 716 PRESCOTT DR Apartments 52 500 W BRYN MAWR AV Lake Park High School - West 49 ROSELLE RD & E NERGE RD Roselle & Nerge Area 45 31 W CENTRAL AV Roselle & Central Area 43 580 E LAWRENCE AV Apartments 43 N ROSELLE RD & ELGIN OHARE EXPRE Roselle & Elgin area 43 PLUM GROVE RD & E NERGE RD Plum Grove & Nerge area 40 550 W LAKE ST Butera Market 38 633 PLUM GROVE RD Apartments 38 1330 W LAKE ST Thornton's 36 590 W LAKE ST Lake & Springfield area 35 600 S MEDINAH RD Lake Park High School - East 32 1600 W LAKE ST Gary & Lake area 32 394 E IRVING PARK RD Bulldog Ale House PATROL RESPONSE TIMES AND CFS Table 4-8 displays the average response time by district, the number of CFS in each district, the geographical size of the district in square miles, and the population of each district. It is important to note that the dispatch hold times for all four districts are comparable and efficient, ranging from 2.5 to 2.8 minutes. The travel time in the four districts had greater variance. District RO02 had the lowest travel time with 5.8 minutes, while district RO04 had the highest travel time with 7.1 minutes. Overall, average response times ranged from 8.5 minutes for RO02 to 10.0 minutes for RO04. RO04 is the second smallest district at 1.28 square miles. The categories of Others and Unknown had longer dispatch times of 4.8 and 8.1 minutes, respectively, but these CFS had limited information and only accounted for 96 CFS. Overall, while the travel times are respectable, the department may want to reexamine the configuration of the districts with the goal of reducing travel time and enhancing response time to CFS. 44
TABLE 4-8: Average Response Time Components, by District District Dispatch Travel Response Calls Area (Sq. Miles) Population RO01 2.6 6.1 8.7 1,902 1.57 6,795 RO02 2.7 5.8 8.5 1,333 1.15 4,551 RO03 2.5 6.3 8.8 1,064 1.47 5,069 RO04 2.8 7.1 10.0 1,638 1.28 6,128 Others 1.3 3.6 4.8 2 NA NA Unknown 2.4 5.7 8.1 94 NA NA Weighted Average/ Total 2.7 6.3 9.0 6,033 5.5 22,543 Table 4-9 provides the average dispatch, travel, and response times by priority of the call. Priority 1, for the most serious of in-progress calls, had an average response time of 5.9 minutes. CPSM recommends a response time of no more than five minutes for this category of CFS. The department should focus on the goal of reducing response time Priority 1 CFS to under five minutes. TABLE 4-9: Average Dispatch, Travel, and Response Times, by Priority Priority Dispatch Travel Response Calls 1 1.6 4.3 5.9 573 2 1.0 2.9 4.0 2 3 1.8 5.1 6.9 1,471 4 1.4 5.5 6.9 104 5 2.8 5.5 8.4 831 6 2.7 6.2 8.9 918 7 3.5 8.1 11.6 1,927 8 3.1 7.3 10.5 76 9 4.2 8.8 13.0 131 Weighted Average / Total 2.7 6.3 9.0 6,033 Note: The total average is weighted according to the number of calls within each priority level. PATROL SUPPORT UNITS Community Service Officers Community service officers report to the police services manager. However, the CSOs are under the daily supervision of a patrol sergeant. Currently, there are two full-time and two part-time CSOs, although the department is authorized for four part-time CSOs. The department should be commended for using community services officers as a cost-savings practice while still providing a high level of service to the community. Community service officers are uniformed positions that handle noncriminal incidents and provide support services such as clerical, ordinance, code enforcement, and community relations. More specifically, CSOs respond to animal complaints, vehicle lockouts, motor assists, 45
traffic control, parking enforcement, minor traffic crashes on private property, assist with booking, relieve school crossing guards when needed, provide fingerprinting, and assist with found property. This enables sworn officers to focus on more serious CFS. CSOs are not sworn officers and have no powers of arrest. All community service officers must successfully complete an approved CSO training program offered by the North East Multi- Regional Training or other training institution, and must also complete the department s field training program for CSOs. Furthermore, community service officers must also complete an emergency vehicle driving course. CSOs are not required to produce any weekly or monthly statistics on their workload for their supervisor. Instead, there workload is captured in the CAD system. CPSM recommends that community service officers complete a weekly statistical report to capture all aspects of their workload. This will enable the department to determine if the two unfilled part-time CSO positions should be filled. CPSM also recommends transferring the community service officers from under the supervision of the police services manager to full supervision by a patrol sergeant. Department leadership responded to this recommendation by indicating that the CSO positions will be reporting to different sergeants during their work schedule because CSO positions work an 8 hour shift and not a 12 hour shift. It was presented by department leadership that the evaluation of CSO positions would be difficult. CPSM suggests that the yearly evaluations of the CSO positions be conducted as a collective evaluation of the patrol supervisors observations. Currently, one of the patrol sergeants also supervises volunteers, the explorer program, and the citizen s academy (discussion pertaining to this position appears in Section 6 Volunteers/Explorer Program/Citizen s Academy). Emergency Special Response Team (ERT)/Crisis Negotiation Unit The Roselle Police Department utilizes the Northern Illinois Police Alarm System (NIPAS) for high-risk situations and mobile field force. Sixty-six agencies participate in the NIPAS emergency response team. Two department members are members of NIPAS. The department members train two days each month with the team and participate in the Illinois Tactical Officers Association Training Conference. Statistics for the NIPAS call-outs were not available. However, call-outs for the department members have been minimal. No recommendations are offered. K9 Unit The Roselle Police Department does not have a K9 Unit. The department had a K9 dog in the early 1990s that was killed in the line of duty and a second K9 dog was eventually phased out by the department due to costs. Department leadership has indicated that the Roselle Police Foundation has offered to fund a K9 unit. The Foundation has offered to pay for a dog, dog maintenance for three years, a vehicle, and equipment. The Foundation has $125,000 to donate to the department for a K9 unit. Currently, the department utilizes surrounding jurisdictions for K9 requests to CFS. No data was offered by the department to make a determination by CPSM as to the need for a K9 dog. However, if department leadership desires to create a K9 unit, the department may consider conducting a full financial analysis to determine the cost of a K9 unit for a five-year period; this will help to determine the feasibility of accepting a donation from the Foundation for a K9 unit. Otherwise, no recommendations are offered. Recommendations: Continue to implement the current aggressive strategy for alarm reduction in order to reduce calls for service (CFS) to false alarms. [Recommendation No. 2, p. 2.] 46
Explore ways to minimize response to vehicle accidents involving less than $1,500 in property damage, such as by encouraging citizens to obtain a report form online and submitting the documents by mail or electronically. Utilize volunteers or community service officers to handle CFS that do not warrant the response of a sworn police officer. [Recommendation No. 3, p. 2.] Review all assist other agency calls for service and create a dispatch policy for responding only to critical calls that require the response of a sworn officer for assisting another agency, such as the fire department. [Recommendation No. 4, p. 2.] While the workload demand does not produce a significant need for additional staffing, the operational effectiveness due to staffing absenteeism for training, sick leave and personal leave, coupled with high overtime costs for backfilling positions, supports the need to fill the current (2017) five sworn vacancies. [Recommendation No. 7, p. 2.] To combat calls and crime in residential hot spots, such as apartment complexes, the department should focus on establishing an active Neighborhood Watch program with a strong focus on residential security and crime prevention. Security surveys and the possible installation of cameras in these apartment complexes could be implemented as crime prevention measures. Directed patrols and identifying the underlying problems contributing to hot spots should be undertaken by the department so as to reduce calls for service in these areas. [Recommendation No. 9, p. 2.] A Business Watch program should be established for retail crime hot spots. Department members trained in crime prevention strategies could meet with business groups monthly. The department could encourage retail businesses to adopt the principles of Crime Prevention through Environmental Design (CPTED), could provide security assessments to retail establishments for target hardening, and could provide security training for retail employees on ways to reduce crime. Directed patrols and identifying the underlying problems contributing to hot spots should be undertaken by the department to reduce calls for service in these areas. [Recommendation No. 10, p. 3.] 47
CPSM recommends transferring the community service officers from under the supervision of the police services manager to full supervision by a patrol sergeant. Currently, a patrol sergeant is supervising the CSOs on a daily basis. [Recommendation No. 11, p. 3.] 48
SECTION 5. INVESTIGATIONS SECTION The Investigations Section is supervised by a sergeant. The sergeant s additional duties include training coordinator, arson task force, DuPage Major Crime Unit, DuPage Incident Management Assistance Team (IMAT), Cook County Regional Organized Crime Task Force, Narcon instructor, background investigations, and internal affairs investigations pertaining to the section. The sergeant is responsible for case management and case assignment, in addition to having his own caseload. There are two detectives and two school resource officers (SRO) who the sergeant supervises. Currently, the sergeant works 0800 hours to 1624 hours, Monday through Friday. DETECTIVE UNIT Two detectives are assigned to the unit, but one of the detectives will be transferred to patrol due to staffing shortages. One detective works 0700 hours to 1524 hours, and the other detective works 1000 hours to 1824 hours. Both detectives work Monday through Friday. The detective scheduled to work 1000 hours to 1824 hours will be transferred to patrol. Detectives receive $1,500 per year in specialty pay for the assignment. Additionally, detectives receive standby pay. The rate of pay is 12 hours of straight time every quarter. The sergeant creates the on-call schedule. If a detective is unavailable for a call-out, the sergeant will respond to the call-out. Assignment to the detective unit is at the discretion of the chief of police and there is no formalized rotation policy. The section s budget is managed by the deputy chief. General order 42A, Criminal Investigation Policy, removed solvability factors presented in a correlation scale on 10/23/15. The sergeant indicated that case assignment is based on solvability factors but due to the number of referred cases from patrol, the Investigations Section accepts almost all referred cases. The sergeant indicated that patrol works well to solve crimes to the best of their ability before referring a case to the Investigations Section. The records management system currently utilized by the department is NetRMS. The department has entered into a memorandum of understanding with the DuPage County Emergency Telephone System Board to upgrade the RMS system from NetRMS to Hexagon software. The CAD system will be updated first and then the records management system. The NetRMS does not have capabilities to notify the sergeant when a case is updated with a supplemental report. Microsoft Excel is utilized for case management. A spreadsheet is created for each year and contains the following information: case number, date case was assigned, type of crime, badge number of investigator, address of offense, case closure, and notes. The sergeant reviews the status of cases every thirty (30) days to determine if the case has developed further leads or needs to be closed. The Investigations Section is structured around a generalist philosophy. Detectives are assigned a variety of different types of cases, but the sergeant is aware of each detective s expertise. Sometimes cases may be assigned depending on the type of case and the needed expertise of the detective. The department provided Excel spreadsheets for case management for 2014 and 2015. In 2014, detectives were assigned 173 cases, and in 2015, were assigned 138 cases. However, the department s 2015 annual report indicated that the Investigations Section worked 119 cases in 2015. CPSM contends that an appropriate and manageable caseload for a detective is between 120 and 180 cases each year, or 10 to 15 per month. The detectives 49
caseload, overall, is significantly lower than this level. For example, using the higher number (138) of cases worked in 2015, and not including the sergeant in the workload, each detective worked 69 cases for the year. CPSM staff recommends that the supervisors capture case assignment and clearance rates by detective and type of crime. This would present a more informed picture of a detective s performance and the clearance rates of the entire section by type of crime. The detective sergeant should determine if the new Hexagon software can accomplish this goal. Furthermore, the detective sergeant should track data pertaining to call-outs for workload analysis. Currently, these statistics are not available. The sergeant should focus on supervising the detective unit and managing his own caseload. Therefore to accomplish this, the detective sergeant should relinquish his role as training coordinator. The sergeant estimated that the role of training coordinator requires 50 percent of his work time (Refer to Section 6, Training). The training coordinator responsibility should be reassigned to the police services manager. The DuPage State Attorney s Office has available victim advocates to assist in cases. The department provided these referral statistics made by the department in 2015: Domestic Violence Referrals 2014 280 cases 2015 308 cases Children s Center Referrals 2014 8 cases 2015 5 cases Senior Services Referrals 2014 5 cases 2015 28 cases DCFS (Department of Children Family Services) Referrals 2014-33 cases 2015-26 cases Sexual Assault Referrals 2014 4 cases 2015 8 cases Recommendations: CPSM recommends that the Investigations Section sergeant capture data on case assignments and clearance rates by detective and type of crime. This would present a more informed picture of a detective s performance and the clearance rates of the entire section by type of crime. [Recommendation No. 12, p. 3.] The sergeant should track data pertaining to call-outs for the purpose of workload analysis. [Recommendation No. 13, p. 3.] 50
The Investigations Section sergeant should focus on supervising the detective unit and managing his own caseload. Therefore, to accomplish this, the detective sergeant should relinquish his role as training coordinator. The sergeant estimated that the role of training coordinator requires 50 percent of his work time. The training coordinator responsibility should be reassigned to the police services manager. [Recommendation No. 14, p. 3.] SCHOOL RESOURCE OFFICERS UNIT The two SROs are both assigned to Lake Park High School. One SRO is assigned to the East Campus, which houses 9th and 10th graders, and the second SRO is assigned to the West Campus, which houses 11th and 12th graders. The SRO assigned to the East Campus works 0700 hours to 1524 hours, and the SRO assigned to the West Campus works 0640 hours to 1500 hours. Both SROs work Monday through Friday. The SRO program has been in effective for the last 22 years; 75 percent of the cost of the positions and a vehicle are funded by the school system. The SRO that works with 11th and 12th grades has three years of experience as an SRO while the other SRO has one year of experience as a SRO. The SROs are tasked with preventing juvenile delinquency; problem solving with school principals, faculty, parents, and students; coordinating with students and needed social services; administrating criminal justice programs; participating in campus activities; and instructing school security programs. The SROs indicated that 70 percent of the problem kids in the high school do not reside in Roselle. SROs have attended a 40-hour basic SRO course, a 24-hour advanced SRO course, and a 24- hour rapid response training course. Additionally, the SROs also conduct an active shooter training course for school personnel and conduct security lockdowns at the school. Neither the sergeant nor the SROs maintain statistics for the SRO unit. Any reports or arrests generated by the SRO unit are credited to patrol. The overtime for the unit is not tracked by the sergeant. Recommendations: The Investigations Section sergeant should track all workload for the SRO unit inclusive of CFS, arrest statistics, clearance rates, and overtime costs. [Recommendation No. 15, p. 3.] INTERNAL AFFAIRS/PROFESSIONAL STANDARDS The department does not have a separate Internal Affairs Unit, yet it is a function of the department. The department s internal affairs process is outlined in general order 52A, Internal Affairs Investigations, revised 12/5/14. All supervisors play a critical role in the process. Complaints against employees can be initiated from within the department or initiated externally by a citizen. Specifically, sergeants have the authority to take immediate, corrective action in the form of counseling and appropriate training for minor or an isolated informal infraction. Furthermore, sergeants may impose an oral reprimand, written reprimand, or written warning depending on the severity of the action and in a progressive manner. If the violation is serious, such as a violation of criminal law, gross negligence involving loss of life or potential loss of life, intoxication on duty, insubordination, or, when deemed to be in the best interest of the department, the supervisor may impose an immediate relief of duty. The sergeant must immediately notify the deputy chief of this action. The type and nature of the complaint 51
determines whether the complaint will be handled by a sergeant or elevated to the level of deputy chief or chief for investigation. The department embraces the philosophy that all complaints made against the department or its members shall be investigated, including those from anonymous sources. The state s Uniform Peace Officers Disciplinary Act, 50 ILCS 725/3.8(b), requires that all formal complaints made by citizens against sworn peace officers must be supported by a sworn affidavit. Furthermore, all complaints will be investigated in accordance with the Uniform Peace Officers Disciplinary Act (50 ILCS 725). The department utilizes the following case dispositions: exonerated, not sustained, sustained, unfounded, and sustained other. The number and results of internal affairs incidents for 2014 and 2015 are presented in Table 5-1. The vast majority of the internal affairs cases are initiated by department supervision. In 2014, only two cases were initiated by citizens, and in 2015, only one case was initiated by a citizen. In 2014, 76.4 percent of all cases received a disposition of sustained. In 2015, 45.4 percent of all cases were sustained. The statistics indicate a very low volume of complaints filed by citizens. Supervisors appear to be proactive in identifying and investigating allegations of misconduct. TABLE 5-1: Internal Affairs Cases for 2014 2015, with Case Disposition Year No. of Cases Citizen- Initiated Unfounded Not sustained Exonerated Sustained Other % of Cases Sustained 2014 17 2 2 1 1 13 0 76.4 2015 11 1 2 0 1 5 *3 45.4 Total 28 3 4 1 2 18 3 - *Officer resigned from department. The department utilizes Microsoft Word for internal affairs reports. The chief securely maintains all internal affairs reports, with the exception of counseling forms that are maintained by the immediate supervisor. The department does not have any specialized software to support an early intervention system. The chief indicated that because his department is small, he is able to monitor behavior patterns without specialized software. On a yearly basis, the deputy chief and the training sergeant coordinator (Investigations Section sergeant) conduct a review of use of force (response to resistance). In 2013, the department recorded 23 response to resistance reports. In 2014, there were 14 response to resistance reports, and in 2015, the department recorded 6 response to resistance reports. Over a three-year period, the department was able to reduce the use of force by nearly 74 percent. Injuries to officers were only reported in 2014, with four officers injured during incidents. The department reviewed all reports, videos, and photographs that were available pertaining to each incident and determined that the appropriate use of force was utilized in each case for 2013, 2014,and 2015. The department also consults with IRMA insurance carriers to discuss training opportunities in an effort to reduce or prevent future injuries to personnel. The department leadership indicated that random audits are conducted as a safeguard to ensure personnel are accountable and abiding by department policies. On a monthly basis, all patrol sergeants will review in-car audio/video recordings and the deputy chief conducts random audits of the property and evidence room. The state of Illinois also requires demographic data submission on all traffic stops. The deputy chief and chief review the demographic data prior to submission to the state. The department does a commendable job in proactively monitoring quality control mechanisms. However, other measures could be considered, such as monitoring field contacts or sick time abuse. 52
The department has a clear policy and procedures regarding off-duty employment by uniformed personnel. Policy 22E, issued on January 22, 2007, governs the policy on secondary employment and extra-duty detail. The policy prohibits certain types of work, such as work in establishments whose primary purpose is the sale and consumption of alcoholic beverages or with any private investigative services, and limits the total extra hours worked each week to 24. The department embraces the philosophy of transparency by providing both an internal investigation disposition summary and a five-year comparison data chart in the department s annual report. The department should be commended for this, as transparency of this nature builds trust with the community. Recommendation: Expand the quality control mechanisms used for department audits to include areas such as monitoring field contacts, random review of reports for quality control, sick time abuse, and other measures pertaining to nonsworn personnel. [Recommendation No. 16, p. 3.] CRIME ANALYSIS UNIT The department does not have a formalized crime analysis unit. The department has some crime analysis capabilities such as Crime Reports Link. This link can be accessed by the community members to ascertain crimes in their neighborhoods. Officers can also access this link and receive additional crime information. The department utilizes a geographical based approached to policing. Arming police officers with hot spot maps could assist them in planning intervention strategies to reduce crime. CPSM recommends that the department formalize its efforts in crime analysis. The department should determine the capabilities for crime analysis of the incoming RMS system, Hexagon software. The sergeants or proposed corporals should receive training in how to use the department s technology to generate information and maps on trends in hot spots, which could be utilized by the patrol officers for strategic and targeted crime interventions. Deployment of personnel could be based on the hot spot locations rather than on officers making decisions on where to spend their patrol time through random patrol. The strategies of hot spot policing could be as simple as the officer spending more time in hot spots, as was demonstrated in the Minneapolis, Minn. Hot Spots Patrol Experiment, 5 or could involve more problem-oriented strategies including discussing the problems with community members and developing tailored responses to reduce crime problems at hot spots, as was done in Jersey City, N.J. 6 Additionally, the department could implement a long-term goal of expanding the capabilities of crime analysis by enabling department members to access GIS mapping online through a portal, and creating the ability for online mapping to include the capability to populate in real time. The department should consider as a long-term goal the implementation of a form of the Compstat model, which promotes analysis, communication throughout the department, strategic use of resources, and accountability. Strategies to reduce crime should involve all components of the department. Command staff must provide the leadership for implementing a Compstat model. Highly structured meetings that focus on crime trends and crime reduction should be the initial thrust of the Compstat model. However, over time, this model can be used 5 Sherman, L. & Weisburd, D. (1995). General deterrent effects of police patrol in crime hot spots : a randomized, controlled trial. Justice Quarterly, 12(4), 625-648. 6 Braga, A. A., Weisburd, D. L., Waring, E. J., Mazerolle, L. G., Spelman, W., & Gajewski, F. (1999). Problemoriented policing in violent crime places: a randomized controlled experiment. Criminology, 37(3), 541-580. 53
for performance management of not only operational issues but also administrative and budgetary issues. Recommendations: Provide training for the sergeants in how to use the department s technology to generate information and maps on trends in hot spots; this information can then be used for strategic and targeted crime interventions. [Recommendation No. 17, p. 3.] As a long-term goal, department leadership could institute an organizational culture change by adopting and implementing a form of the Compstat model appropriate for the department. [Recommendation No. 18, p. 3.] 54
SECTION 6. SUPPORT SERVICES The department does not have a Support Services Division with specific units, but the department has functions that serve to support the department and community. Discussed in this section are the following functions: training, performance evaluations, promotions, recruitment and selection, records, property and evidence, policy manual, volunteers/explorer program/citizen s academy, fleet management, information technology, facilities, and strategic planning. TRAINING While there is no training unit, the Investigations Section sergeant is assigned the responsibility for coordinating training and maintaining training records. This is a part-time assignment and the Investigations Section sergeant has numerous other responsibilities. The sergeant reports allocating 50 percent of his time to the training coordination function. Academy Training Previously, the state of Illinois required 480 hours of training for certification as a police officer. In 2015, the state increased the academy training requirement to 520 hours. The department utilizes five training academies: Suburban Law Enforcement Academy/College of DuPage, University of Illinois Police Training Institute, Chicago Police Academy, Illinois State Police Academy, and Cook County Sheriff s Training Academy. The selection of the academy depends on when the course is scheduled at the training center and whether or not it coincides with the department s hiring process. Field Training Program The field training program is under the general control of the deputy chief; however, a patrol sergeant serves as the field training program coordinator. All patrol sergeants are considered field training supervisors according to General Order 33B, Field Training Program. Field training officers (FTOs) must have a minimum of three years of police experience, acceptable performance evaluations, and a recommendation from their patrol sergeant. All FTOs must successfully complete the field training course provided by the Illinois Law Enforcement Training and Standards Board. There are eight FTOs, with two assigned to each platoon. FTOs receive a stipend of one hour of straight time each day when they have a recruit. The department utilizes the Michigan State Field Training Model. The department provides a twoweek in-house orientation after the recruit completes the academy. Then the recruit attends a five-phase field training program. Phases one through four each consist of 168 hours of training and evaluation. Phase five is considered a solo field training assignment in which the recruit is evaluated by the field training officer he/she spent the most time with. Additionally, the recruit may be periodically reassigned to this FTO to check-in on the recruit s professional development. The department also provides extensions for training if the recruit is not progressing sufficiently as well as accelerated training for the recruit who is surpassing the expectations of each phase. Daily observation reports (DORs) are required each day during each phase. At the end of the shift, the FTO reviews the DOR with the recruit and forwards it to his/her supervisor for review. A 55
copy of the DOR is sent to the field training unit coordinator and the deputy chief. The department should be commended for having a robust field training program. In-service Training The department utilizes in-house instructors and several training providers and hosts training courses through the North East Multi-Regional Training, Inc. (NEMRT) organization to support and accomplish in-service training. Table 6-1 shows the amount of funding allocated for training in 2014 and 2015. The funding has remained consistent from 2014 to 2015. The department currently has 37 filled sworn and non-sworn positions. If the training dollars were to be divided equally number of employees, it means the department has approximately $890 to spend on each employee. While it is expected that more money is allocated per capita to the training of sworn employees, $890 is a substantial amount of funding for the training of each employee. The level of funding is an indicator of the department s commitment to training its employees. TABLE 6-1: Training Budget Funding for 2014 & 2015 Year Training Budget 2014 $32,940.00 2015 $32,940.00 Individual training records are kept on each employee and contain course titles, class hours, and any overtime costs. Training attendance records for each employee were provided for 2014 and 2015. The records were very detailed and comprehensive. Table 6-2 provides the number of training hours completed in 2014 and 2015. These figures were provided by department leadership. However, it should be noted that the training hours presented in the 2015 annual report were slightly different. The annual report indicated 6,127 hours of training in 2014 and 4,549 hours in 2015. The decrease in training hours from 2014 to 2015 is attributed to the lack of funding in the Illinois budget in 2015. TABLE 6-2: Number of Sworn Officers Training Hours Completed in 2014 & 2015 Year Number of Training Hours Completed 2014 6,143 2015 4,585.5 Using the current figure of 28 sworn officers (27 full-time and 1 part-time), and factoring an average number of training hours completed by each sworn position, sworn officers would have each participated in 163.76 hours of training. However, it is recognized that the number of training hours attended by sworn employees will vary based upon the needs of the position and the skill level of the employee. Some training is required for mandatory recertification, and other training is needed for career development. Effective Oct. 31, 2016, the state of Illinois Law Enforcement Training and Standards Board requires officers to complete annual in-service training covering the following topics: legal updates, use of force, civil rights, constitutional and proper use of law enforcement authority, cultural competency, homicide investigation, human rights, and procedural justice. North East Multi-Regional Training is working on identifying courses that will meet these training requirements. The training coordinator advised CPSM staff that North East Multi-Regional Training has been struggling with this mandate. The 2015 annual report indicated that sworn personnel from the Patrol Division attended 3,143 training hours. Courses included but were not limited to attendance at: the basic police academy (480 hours), juveniles (180 hours), gangs (80 hours), arson (28 hours), range officer (216 56
hours), evidence technician (182 hours), traffic (72 hours), defensive tactics (168 hours), ILEETA conference (48 hours), Illinois Tactical Officers Association Conference (168 hours), other tactical training (242 hours), HAZMAT (32 hours), mental health (24 hours), blood borne pathogens (31 hours), patrol techniques (44 hours), other safety classes (120 hours), legal updates (192 hours), officer-in-charge training (52 hours), and use of force, ethics, and LEADS certification (57 hours). NIPAS Emergency Service Team and NIPAS Mobile Field Force training consisted of 424 hours. In addition, all sworn officers qualify with their firearms yearly, and complete a defensive tactics refresher course and emergency pursuit driving course. The department has also initiated a commitment to training all sworn personnel within a three-year period on dealing with the mentally ill. The SROs had 362 hours of training on a wide variety of training topics pertinent to the job function and responsibilities of the assignment. Supervisory/leadership/management training consisted of 664 hours for the ranks of sergeant through chief. Civilian staff participated in 84 hours of training pertinent to their job functions and responsibilities. General Order 33 AC, Comprehensive Training Policy, clearly articulates the design of lesson plans, learning objectives, evaluation, and selection of instructors. A review of the department s defensive tactics refresher course, annual CEW user update, and use of force training lesson plans were very detailed and comprehensive. Educational Tuition Reimbursement An educational tuition reimbursement program is funded by the Village of Roselle. Undergraduate and graduate courses that are a direct benefit to the Village of Roselle are reimbursed at 100 percent. Courses of indirect benefit to the Village of Roselle are reimbursed at 50 percent, and courses deemed of no benefit to the Village of Roselle are not reimbursed. Reimbursement for undergraduate courses shall not exceed $3,000 per employee each budget/fiscal year and graduate course reimbursement shall not exceed $4,000 per employee each budget/fiscal year. For each $1,000 of educational reimbursement, participating employees are required to remain employed by the village for a period of six months. In order to receive reimbursement, an employee must complete a tuition reimbursement application. RPD has done an exceptional job in maintaining a high level of training in diverse job-related topics and should be commended for its efforts. Recommendation: Move the responsibility of training coordinator from the Investigations Section sergeant to the police services manager. [Recommendation No. 19, p. 3.] PERFORMANCE EVALUATIONS A performance appraisal system is an important component of a department for performance management, promotions, and identifying training needs. General Order 35A governs the performance evaluation system. The general order is very detailed and comprehensive. Roselle Police Department s performance evaluations are conducted annually and coincide with the employee s anniversary date. For probationary employees, supervisors are evaluated at six months and then annually; after completing the field training program sworn officers are evaluated each trimester for the remaining 18-month probationary period; and after completing 57
a one-month training program, nonsworn personnel are evaluated at six months and then annually. All raters (evaluators) receive training on the performance appraisal system prior to conducting an evaluation on an employee. There are performance evaluation forms for the position of police officer, investigator/sro, supervisor, nonsworn, and police specialty positions. The performance evaluation instrument is very detailed and comprehensive. It contains Do s and Don ts in conducting employee evaluations, and clearly details the process. Thirty days prior to the evaluation, the employee will be requested by his/her supervisor to complete a selfevaluation and the employee will be provided with the form and the due date. Each form has rating categories reflecting specific areas such as: quantity of work, quality and work judgments, work habits, job attitude, and personal relations. Each of these rating categories has several subcategories with quantifiable rating scales. The rating scales are as follows: above standard, values 3.50 to 4.00; meet standards, values 3.00 to 3.49; below standards, values 2.50 to 2.99; and unsatisfactory, values 0.00 to 2.49. A recommendation for salary increases is linked to the numeric rating. The performance appraisal process also includes an employee career counseling component. The career counseling component is used not only to discuss levels of expected performance, but also is used to establish goals for the next rating period. A career development checklist is also reviewed and includes counseling on potential advancement, areas of specialization by interest and aptitude, and training recommendations related to current assignment and career development. The performance appraisal system utilized by the department is detailed, objective in terms of rating categories, and the rating standards are clearly defined. The department and village should be commended for instituting a strong performance appraisal system. No recommendations are offered. RECRUITMENT AND SELECTION The Board of Fire and Police Commissioners for the Village of Roselle maintains rules governing all components of the selection process. The recruitment and selection process was discussed with department leadership. Department leadership believes the recruitment and selection process is very comprehensive. General order 32A, Selection and Hiring, provides guidelines for the department hiring process. Department hiring is done in partnership between the department and the Board of Police and Fire Commissioners. The Board of Police and Fire Commissioners ensure the validity of the selection process. The hiring process takes time to execute. A Request For Quote (RFQ) is advertised to select a qualified vendor to create a written test. Multiple police departments participate in funding the written test process as a cost-effectiveness measure. The written test is offered to candidates in June and the list is active for two years. The participating police departments can select potential candidates from the pool. To take the written examination, candidates need a high school diploma. However, Roselle is mandated to require an Associate Degree (two-year degree) by the Board of Police and Fire Commissioners. Department leadership should conduct an analysis of the requirement for an Associate Degree for appointment as a police officer to determine if this requirement is a barrier for attracting qualified candidates to the department and whether the requirement negatively impacts the selection pool of candidates. If it is determined to be a barrier, the department should not require an Associate Degree for initially 58
being hired but may want to require the attainment of an Associate Degree within a specific time period after being hired by the department. After reviewing the list of candidates who have passed the written test, the department screens the list for candidates who have a two-year degree from an accredited educational institution. The department then selects potential candidates for consideration to be processed by the department s internal selection process. The department s internal selection process consists of scenario with a mock report, a scenario with an oral interview process, and an applicant review. A list of potential candidates is generated and sent to the village administration. An interview is scheduled with the Board of Fire and Police Commissioners. Department leadership indicated that the time schedule varies for the interview process with the Board of Fire and Police Commissioners from a few weeks to a few months. The department feels this portion of the process could be conducted in a timelier manner. The department would like to see a two-week period between when village hall receives the list of potential candidates and the candidate is scheduled for an interview with the Board of Fire and Police Commissioners. This interview must be conducted before the candidate can move forward in the process for the background investigation, polygraph, psychological evaluation, medical evaluation, and job offering by the chief of police. After completing all components of the promotional process, the chief can promote from the top-ranking three candidates. Department leadership believes that the delay in scheduling candidates interviews with the Board of Fire and Police Commissioners results in the department losing qualified candidates to other departments that have an accelerated hiring process. Therefore, CPSM recommends that a benchmark of three weeks be instituted from the time village administration receives the candidate list to the time the interview is scheduled and completed with the Board of Fire and Police Commissioners. Recommendations: Department leadership should conduct an analysis of the requirement for an Associate Degree for appointment as a police officer to determine if this requirement is a barrier for attracting qualified candidates to the department and whether the requirement negatively impacts the selection pool of candidates. If it is determined to be a barrier, the department should not require an Associate Degree for initially being hired but may want to require the attainment of an Associate Degree within a specific time period after being hired by the department. [Recommendation No. 20, p. 3.] In an effort to ensure the best candidates for the department are available and not lost to other departments, CPSM recommends that a benchmark of three weeks be instituted from the time the village administration receives the candidate list to the time interviews are scheduled and completed with the Board of Fire and Police Commissioners. {Recommendation No. 21, p. 4.] SUCCESSION PLANNING/PROMOTIONS The department prepares for succession planning through a career counseling component of the performance appraisal process. Additionally, the department prepares supervisors for their new role by sending them to advance training courses such as Northwestern University Center for Public Safety School of Staff and Command, FBI National Academy, and other executive management programs and conferences. The Board of Fire and Police Commissioners has 59
adopted specific rules pertaining to the promotional eligibility requirements and the promotional process. These rules were revised on September 8, 2015, and are currently in effect and govern promotions to the rank of sergeant. All candidates must have two years of experience with the Roselle Police Department. Candidates must also have completed a minimum of 60 semester hours of academic credit leading to a degree, as awarded from an institution of higher education accredited through a regional accreditation association recognized by the U.S. Department of Education. The Board also adopted a rule effective January 1, 2017, that a Bachelor s Degree from an accredited college or university is required for candidates to apply for the sergeant s promotional process. The promotional process consists of the following weighted components: written test (45 percent); oral interview/assessment center (40 percent); and departmental merit and efficiency (10 percent). Additionally, one-half a point will be awarded to the candidate for each year of service at the Roselle Police Department with a maximum award of five points. No recommendations are offered for the promotional process. 60
RECORDS MANAGEMENT The police services manager supervises the community service officers (discussed earlier) and the Records unit. There are three full-time employees assigned to records. Previously, there were four positions; however, one records clerk resigned in October 2015 and the position has not been filled. The unfilled position has resulted in a backlog of work and led the records office to now close one hour earlier for public access. Records clerks work Monday through Friday with three shifts: 0700 to 1500 hours, 0800 to 1600 hours, and 0900 to 1700 hours. 61
Records is the central repository for all original copies of offense/incident reports, arrest reports, traffic crash reports, citations, and other documents. The unit has the responsibility of maintaining juvenile records including fingerprints, photographs, and other identification such as school identification cards, state identification cards, and other documentation in a secured filing system. Records personnel prepare statistical UCR data for both the state and national Uniform Crime Reporting programs and prepare and upload traffic and pedestrian stop statistical data to the Illinois Department of Transportation. Records employees also process Freedom of Information Act requests and background checks for local, state, and federal agencies. Records staff utilize the following systems: Law Enforcement Agency Data System (L.E.A.D.S), National Crime Information Center (N.C.I.C), DuPage County Justice Information System (J.U.S.T.), and DuPage County Law Enforcement Records Management System (NetRMS). The staff also monitors the building s security cameras. Records takes in cash for providing citizens with copies of accident reports, fingerprinting fees for nonresidents of the village, and administrative fees for vehicle releases. A combination safe is used to secure the cash that is received. One member of the records staff counts the money, secures it in an envelope with the applicable paperwork, and places it in the safe. During the day, a staff member takes the envelope to the village s finance department. CPSM recommends that one of the records staff should count the money in the presence of another staff member and that both members sign and date the envelope. Furthermore, records should request a signature on a receipt form from the member of the village s finance department that accepts the cash delivery. These measures will strengthen the integrity of the process for accepting and handling cash. The department could also consider only accepting money orders, checks, debit, or credit cards. Records unit staff expressed frustration about their ability to take vacation time because no one completes their work duties when they are off. Staff feels it is stressful to schedule vacation time because they know when they return to work, their workload will have piled up. Additionally, staff members are not cross-trained. Staff members showed CPSM numerous boxes which contained documents that required filing, archiving or destruction. Staff members related that they do not have time to complete this task due to current workload. Staff members also indicated a lack of scheduled staff meetings with supervision. CPSM recommends that the supervisor of the unit conduct an audit of the Records Division to determine the extent of tasks that have not been completed by the records clerks and the extent of backlog of work after a records clerk schedules vacation. If the findings of the audit indicate that tasks are not being completed by the staff due to current workload, CPSM recommends reviewing the feasibility of using qualified volunteers for tasks that would allow for public access to documents or hiring a part-time position to address any backlog of workload. Recommendations: CPSM recommends that the supervisor of the unit conduct an audit of the Records Division to determine the extent of tasks that have not been completed by the records clerks. If the findings of the audit indicate that tasks are not being completed by the current staff due to current workload, CPSM recommends reviewing the feasibility of using qualified volunteers for tasks that would allow for public access to documents or hiring a part-time position to address any backlog of workload. [Recommendation No. 24, p.4.] Cross-train staff and if needed the part-time position to enable staff to assist one another. [Recommendation No. 25, p. 4.] 62
Implement tighter security procedures for accepting cash and transferring cash to the village s finance department. [Recommendation No. 26, p. 4.] Implement weekly staff meetings, with an agenda, for the records staff with the police services manager. [Recommendation No. 27, p.4.] 63
POLICY MANUAL The department has a policy manual which contains general orders and special orders. The general orders are organized into nine topic areas consisting of 87 chapters. Each chapter has several general orders. Listed below are the chapter numbers and topic areas: Chapters 1 10: Law Enforcement, Role, Responsibilities and Relationships Chapters 11 20: Organization, Management and Administration Chapters 21 30: Personnel Structure Chapters 31 40: The Personnel Process Chapters 41 50: Law Enforcement Operations Chapters 51 60: Operations Support Chapters 61 70: Traffic Operations Chapters 71 80: Detainee and Court-Related Activities Chapters 81-90: Auxiliary and Technical Services The manual also has numerous special orders. The policy manual is very comprehensive and provides general orders/special orders addressing every procedure in the department. The high liability areas were detailed and reflected best practices. Each general order/special order is formatted with purpose, policy, definitions, and detailed procedural steps. CPSM did notice that some general orders/special orders provided revision dates while others did not. CPSM recommends that every general order/special order contain in the policy header a distribution date, effective date, and review/revision date. Policies should be reviewed annually to address any changes. CPSM recommends the creation of a policy manual committee to review the general orders/special orders on an annual basis. The committee should be made up of department members with expertise in various topic areas. Recommendations: CPSM recommends that every general order/special order contain in the policy header a distribution date, effective date, and review/revision date. [Recommendation No. 28, p. 4] CPSM recommends the creation of a policy manual committee to review the general orders/special orders on an annual basis. The committee should consist of department members with expertise in various topic areas. [Recommendation No. 28, p. 4.] VOLUNTEERS/EXPLORER PROGRAM/CITIZEN S ACADEMY A patrol sergeant supervises the volunteer program and explorer program and assists with the citizen s academy. These are other assignments in addition to the sergeant s primary responsibility of supervising patrol officers. The department has an active volunteer program. Currently, there is a volunteer coordinator and 21 volunteers. There are two distinct volunteer opportunities offered at the department: Volunteers in Police Service and Volunteers on Patrol. General Order 16E, Volunteers in Police Service, addresses the recruiting, selection, and training of qualified volunteers. Volunteers complete an application, have a face-to-face interview with the chief of police, and undergo a background investigation, fingerprint records check, and identification verification through 64
L.E.A.D.S. and N.C.I.C. Volunteers sign an agreement and receive a handbook. Volunteers participate in an orientation program, receive position-specific training, and then ongoing training throughout the year. General Order 16G, Volunteers on Patrol, has the same recruitment and selection process; however, there is more required training to serve as a Volunteer on Patrol. Volunteers on Patrol are trained in the following areas: identifying crimes of opportunity, reporting suspicious activity, appropriate response to situations affecting public health or welfare, gang identification, and radio procedures. Volunteers on Patrol ride in two-person units and are not permitted to use their own vehicles. All told, in 2015, the volunteer programs resulted in providing the department with 722 hours of service, in 2014, 630 hours of service. The department supports a Police Explorer Program, Post 151, which was established in 2008. In 2015, the explorers had a total of 691.5 hours of training and service, and the advisor contributed 202 hours to managing the program. In 2014, the explorers had a total of 387.5 hours of training and service, and the advisor contributed 100 hours to managing the program. The department s citizen s academy graduate 16 participants in 2014 and 13 participants in 2015. The academy is 11 weeks in duration. Training topics include: patrol operations, communications and dispatch, recruitment, traffic and crash investigations, domestic violence, criminal law, crime scene processing, evidence investigations, special response units, and a fourhour ride-along with a police officer. Recommendation: The department should consider funding one additional position to oversee its community outreach programs (volunteers, explorers, citizen s academy) instead of requiring a patrol sergeant to perform these duties. The position could also oversee responsibilities of the patrol sergeant who serves as the mental health coordinator, the critical incident team member, and senior services. This position could also assume responsibility for implementing Neighborhood and Business Watch programs, and for managing social media for the department. [Recommendation No. 30, p. 4.] INFORMATIONAL TECHNOLOGY The department utilizes Prescient Solutions consultants to maintain its informational technology systems. Two consultants work at the department, Monday through Friday, 0830 to 1700 hours. After hours, department staff contact the police services manager for minor technology issues; for major technology issues the consultants are contacted. The consultants provide the following services: equipment replacement, desktop/laptop support, server maintenance, application maintenance; implementing new technologies/upgrades; maintaining the mobile data computer system (MDC); maintains all hardware, firewall security, web and email filtering; data backup; and video data backup from police vehicles. The consultants reported that the workload is manageable but expressed concerns about some outdated systems such as NetRMS, which will be replaced sometime in 2017 with Hexagon. Recommendation: The department should institute a technology committee representative of all sections of the department to address current technology concerns and create a strategic plan for future technology needs and associated costs. [Recommendation No. 31, p. 4.] 65
VEHICLE FLEET The department has 17 fleet vehicles. The chief and deputy chief are the only department members with take-home vehicles. Parts and labor costs for department vehicles for 2014 and 2015 are shown in Table 6-3. In 2014, the department spent $48,970.91 for parts and labor costs. In 2015, the department spent $36,746.53. There was a reduction of 24.96 percent in parts and labor costs from 2014 to 2015. TABLE 6-3 Vehicle Parts and Labor Costs, 2014 & 2015 Year Parts Costs Labor Costs Total Costs 2014 $15,431.11 $33,539.80 $48,970.91 2015 $15,721.33 $21,025.20 $36,746.53 Patrol vehicles are considered for replacement when the vehicle reaches at least 100,000 miles. Table 6-4 displays a detailed description of the fleet, including year/make/model, assignment, and mileage. Three of the vehicles have in excess of 100,000 miles and should be considered for scheduled replacement. The department does an excellent job in the tracking of vehicle mileage and vehicle repairs. Tracking costs and mileage is essential for a vehicle fleet replacement program. No recommendations are offered for the vehicle replacement program and fleet resources are being efficiently maintained due to replacement program. TABLE 6-4: Vehicle Fleet Profile, with Year/Make/Model, Assignment, and Mileage No. Year/Make/Model Use Scheduled Replacement Mileage Note 701 2013 Ford Taurus B/W Patrol 2016 67,933 702 2014 Ford Explorer B/W Patrol 2017 57,095 OIC Vehicle 703 2014 Ford Explorer B/W Patrol 2017 65,519 704 2011 Ford Crown Victoria B/W High School 705 2016 Ford Explorer-Unmarked Patrol 2019 6,581 706 2016 Ford Explorer B/W Patrol 2019 12,678 707 2015 Ford Explorer B/W Patrol 2018 51,672 708 2016 Ford Explorer B/W Patrol 2019 12,166 709 2011 Ford Crown Victoria B/W High School 710 2010 Ford Crown Victoria B/W Patrol 2013 88,096 2014 102,047 Over 100,000 miles 2014 103,044 Over 100,000 miles 730 2014 Ford Explorer B/W Command 2021 48,760 Supervisor vehicle 750 2015 Ford Taurus- Gray DET SGT 2023 10,765 751 2008 Crown Victoria - Black DET 2016 111,476 Over 100,000 miles 752 2016 Ford Taurus - Blue DET 2024 381 771 2013 Ford Taurus - Silver D/C 2021 34,705 770 2015 Ford Taurus- Blue Chief 2023 13,793 790 2014 Ford E-150 CSO 2019 71,260 Has HVAC issues 66
FACILITIES The department headquarters was found to be spacious, clean, and secure. Except for the front lobby entry doors used by the public to gain access into the lobby of the department, all other doors were secured and require a card key for entry. All visitors are required to sign the visitor log, produce a form of picture identification, and leave the identification with the front lobby personnel in order to receive a visitor proximity card. General Order 17A, Police Department Building Security and Proximity Card System, provides guidelines for access into the department by visitors. The general order also requires all police personnel not in uniform must wear their identification proximity card at all times while in the police headquarters. To ensure the integrity of records, no visitors are allowed in the records unit without a member escort or supervisory approval. Furthermore, the evidence processing room has limited access only to department evidence technicians and the property custodian. Access to the evidence property room is limited to only the property custodian and the chief of police. Department staff throughout the department appeared diligent in observing visitors in the police headquarters. Cameras are placed in the building and the records staff monitors the cameras. No recommendations are offered; the headquarters building is being efficiently utilized by staff. STRATEGIC PLANNING The recertification process for state accreditation is currently underway by the department leadership. The chief provided CPSM with a strategic plan for the Roselle Police Department for 2016 2020. The strategic plan identified eight categories as priorities for the department: (1) Provide police service in a fiscally responsible manner. (2) Provide effective training for all our employees. (3) Recruit, screen, and employ qualified employees. (4) Develop employees for succession planning. (5) Provide effective police services. (6) Prevent crime. (7) Develop, strengthen, and sustain partnerships. (8) Maintain current and develop future technology. Each of these priorities had multiple initiatives, measures of success, and identified a leader for ownership of the process. The strategic planning document was informative and practical. A yearly retreat should be held with department employees to discuss the progress of the initiatives, brainstorm approaches to enhancing the department, discuss outcomes on the measures of success, and discuss possible new initiatives. Recommendation: Department leadership should implement a yearly retreat to discuss progress on the department s strategic plan. [Recommendation No. 32, p. 4.] 67
SECTION 7. ORGANIZATIONAL CULTURE AND CLIMATE Organizational culture is built upon a system of shared assumptions, values, and beliefs that governs how members behave in the organization, while organizational climate is how members experience the culture of an organization. The climate of an organization is shaped by the upper management of an organization. Organizational climate influences productivity, effectiveness, performance, job satisfaction, innovativeness, leadership, and decision making. 7 There are individual, organizational, and environmental factors that affect officers understanding of their organizational culture and also influence their orientation toward police work and job satisfaction.8 CPSM staff wanted to capture the department s culture through the lens of its members. At the same time, CPSM staff wanted to evaluate the department s internal potential and limitations, and the possible opportunities and threats from the external environment. To accomplish these goals, an analysis using the S.W.O.T. method was conducted to provide the department s leadership with a snapshot of the department s strengths, weaknesses, opportunities, and threats from the perspectives of the department members. FOCUS GROUPS Four focus groups were conducted. There was one external focus group made up of community members selected by the village s leadership and three internal focus groups whose membership was based on rank and sworn/nonsworn status. The internal focus groups were made up of: 1) sworn command/supervisory members, 2) sworn officers, and 3) civilian employees. All participants for the internal focus groups were selected by the department. The community focus group had 13 participants. The sworn command/supervisory focus group had 6 participants, the sworn officer focus group had 13 participants, and the civilian employee group had 6 participants. The community focus group was 90 minutes in duration, while all internal focus groups were 60 minutes in duration. External Focus Group A focus group was held with community volunteers representing the village s residential and business interests. The community members were selected by the village s leadership. This focus group was conducted separately from department employees in order to capture information on the perceptions and experiences of the community members with the Roselle Police Department. This focus group consisted of 8 white males and 12 white females. No minorities were represented; however, it should be noted that 87.5 percent of the village s population is white. The community members were open, honest, and enthusiastic to share their perceptions of the department. Table 7-1 shows the comments of the community focus group. 7 Boke, K. & Nalla, M. (2009). Police Organizational Culture and Job Satisfaction: A Comparison of Law Enforcement Officers Perceptions in Two Midwestern States in the U.S. Retrieved on November 30, 2015 from http://www.researchgate.net/publication/24173193 68
TABLE 7-1: Community Focus Group Strengths (Internal) Friendly and helpful officers Officers are involved in the community Officers are visible and accessible in the community Officers are good communicators with the community Officers have an excellent relationship with students in the schools Officers are personable and caring Officers want a relationship with the community Officers support the community Community has an open door policy with the chief of police Officers are well-trained Officers keep the schools safe Officers have good common sense Officers go above and beyond for the community The department supports nonprofit organizations Department is good at building relationships and leveraging resources Officers are very visible driving through schools, neighborhoods, and businesses Officers have great attitudes Officers work well with the schools in providing emergency response plans Opportunities (External) The community needs another community survey to see how the village is doing Cops need to attend more off-duty events hosted by the community to get resources for the department such as a K9 dog. Business community previously bought the department s Tasers. A neighborhood watch and business watch programs are opportunities to strengthen relationships between the department and community Roselle Police Foundation is a great opportunity for the department to add resources Weaknesses (Internal) The community needs to be updated by DuPage Communications Center on how to use the emergency line for non-emergencies The DuPage Communications Center does not give good service they stink Officers need body cameras Have the department reinstitute YouTube videos about what is going on in the community pertaining to crime; this will enhance external communication The department needs a K9 dog Department needs to educate new residents about police services Threats (External) Unfunded mandates The village wants to expand business development but does it want to pay for more officers? The Metra train runs through our village and brings crime Increase in community members having mental illness and the police have to deal with this 69
Participants pointed out numerous strengths of the department. The participants believe that the department personnel are visible, involved with the community, have an excellent relationship with the community, and the officers are well-trained. The participants had minor concerns about the weaknesses of the department. Participants main concern was not with the department but with the service provided by the DuPage Communications Center. Participants were very optimistic about the department having the opportunity to receive resources from the Roselle Police Foundation to support the department s mission. For threats, participants identified unfunded mandates, the expansion of business development and level of staffing in the department, the Metra train bringing crime into the community, and police officers dealing with an increase in the number of citizens with mental illness. Internal Focus Groups Table 7-2 shows the comments of the sworn command/supervisory focus group. This focus group consisted of five white male participants representing the ranks of sergeant and one white male civilian police manager. The participants in the supervisory focus group expressed a deep dedication and loyalty to the department. 70
TABLE 7-2: Sworn Command/Supervisory Focus Group Strengths (Internal) Good results about the department identified in the community survey Community appreciates our department Department is responsive to community needs Department is willing to go the extra-mile for the community Talented and dedicated staff at department Reliable department staff Troops have good support from the department leadership Flexible staff at department and helpful to each other Well trained officers Confident officers Department members have a lot of experience and expertise Reliable officers/supervisors who do not call in sick because they don t want patrol understaffed Opportunities (External) Department is not seizing the opportunity to participate in federal task forces for resources and forfeiture funds Businesses have offered to buy the department rifle sights and a K9 dog but we don t take advantage of these opportunities Grant opportunities are not being pursued more by the department Weaknesses (Internal) Not enough staffing at department Officers are not able to spend enough time on customer service as they have in the past due to staffing levels Low staffing levels affects officers morale because they cannot be loaned to Investigations Section or SRO to enhance or learn new skills Village wrongly believes mutual aid can support our department s staffing shortages Department and village lack of leadership in strategic planning makes department employees feel uncertain about their futures Difficulty in getting time off affects department morale Department members get 5 weeks of vacation but can only carry over 84 hours each year. Threats (External) Aging police workforce average officer is 40 years of age and has 12-years of experience Mental illness in the community on the rise and we need all of our officers trained in dealing with the mentally ill The lack of staffing will affect our service levels to the community Lack of staffing will affect our future ability to attend training Lack of staffing will affect our attrition because officers will leave for employment at other departments A few community members stir the pot politically from behind the scenes Participants pointed out strengths of the department to include the department being responsive to the community and going the extra mile for service; talented, dedicated, reliable and well-trained staff; and troops having good support from the department leadership. The participants had concerns about the weaknesses of the department but believed that all 71
identified weaknesses have solutions. The main concern was a shortage in staffing which affects service levels, morale, career development, and customer service. Participants viewed involvement with federal task forces, more grant writing, and funding by businesses for equipment as opportunities for the department. Participants viewed threats to the department to include: aging police workforce, increased incidence of mental illness in community, and lack of needed staffing. Table 7-3 shows the comments of the focus group of sworn officers. This focus group consisted of 10 white male police officers and 3 white female police officers. The participants in the focus group of sworn officers also expressed a deep dedication and loyalty to the department. 72
TABLE 7-3: Sworn Officers Focus Group Strengths (Internal) Good teamwork Overall good equipment Good training Great relationship with community Well-trained officers We do a lot of training in-house because of department talent pool Troops have good relationship with deputy chief and chief of police Good pay Good track record for serving the community; in 2012 Roselle was 5th safest municipality in the state Opportunities (External) K9 dog is needed and the Roselle Police Foundation is willing to fund it We need to be involved in federal task forces for resources and additional officer experience We need to expand membership in the major crime task force to build officers experience in investigations Expand membership in NIPAS to receive great training for officers Weaknesses (Internal) Not enough staffing Limited upward ability for promotions and career growth Our department depletes resources on the street and has to ask for help from other departments We need more staffing we cannot continue to rely on mutual aid Patrol is doing too much follow-up work because of shortage of detectives Self-initiated workload is less now because officers are tied up on calls for service Department is not appreciated by village leadership We have too many officers-in-charge (OIC) Flawed promotional system because number one on list is on administrative leave. Promotional written test is flawed 15 questions on policies and 85 from leadership books McCollum Assessment Firm writes overly generalized scenarios for testing process Many officers do not want to be sergeants because they will be given more jobs to do not related to supervising staff Sergeant position not protected by the union Staff is getting tired and worn out from responding to call to call Threats (External) Officer safety is at risk due to reduced staffing levels DuPage Communications Center is not giving us the pertinent information we need for CFS and is risking officer safety Portable radio system does not transmit inside large building to outside officers Batteries for portable radios only last 8 hours and we are on 12-hour shifts 73
Participants were enthusiastic about the strengths of the department. Participants cited well- trained officers, good equipment, good pay, and a good relationship with the department leadership and the community. In examining the weaknesses offered by the participants, participants were concerned about the not having enough staffing, limited promotions and career development opportunities, and a feeling that the department is not appreciated by village leadership. Participants believed that the department has untapped opportunities such as: funding opportunities provided by the Roselle Police Foundation, involvement with Federal task forces for resources, and expansion of current task forces such as the major crimes task force and NIPAS to build experience opportunities for officers. Threats to the department included: reduced staffing levels will affect officer safety and DuPage Communication Center not obtaining pertinent information for calls for service. Table 7-4 illustrates the responses of the focus group of civilian employees. This focus group consisted of one white male and five white females. Again, a consistent attitude emerged among the participants similar to the other focus groups. The participants were very proud of their department. 74
TABLE 7-4: Civilian Employees Focus Group Strengths (Internal) Department is respected by the community Department cares about the community Department is good at community policing and officers participate in activities in the neighborhoods and businesses Department goes the extra mile for the community Department members have a family-like relationship with one another Department leadership is willing to listen to the department members concerns Officers respond to calls quickly Opportunities (External) None identified by civilian/support focus group Weaknesses (Internal) Knowledge from retiring staff needs to be passed on to the younger members in the department Training for records staff is weak and we are not cross-trained Sometimes there is a lack of communication pertaining to operational issues between civilian staff and patrol Our department has too much work and too few employees Civilian staff finds out what goes on in the department by word of mouth. Last staff meeting for records unit was two years ago Community service officers attend roll-call but are not invited to staff meetings No department-wide meetings with sworn and civilian members combined Technology in department needs to be updated Some members in the department talk too much about retirement Hard to take time off in the department because when you come back your work is backed up no other members available to pick up the slack Threats (External) Uncertain future for our department and all law enforcement agencies Participants believed that the department is respected by the community, the department cares about the community and will go the extra mile in customer service, a family-like atmosphere within the department, and officers responding quickly to calls for service as major strengths of the department. The participants also identified as weaknesses the department s lack of training for records employees, limited staffing throughout the department, lack of staff meetings for records employees and no department-wide meetings for both sworn and civilian personnel. Participants could not identify any opportunities for the department. Participants expressed the fear of an uncertain future for the department and all law enforcement agencies. 75
Table 7-5 summarizes the common themes derived from the four focus groups involving community members and department members for each category of the S.W.O.T. analysis. There were a few similar themes for the strengths, weaknesses, opportunities, and threats categories. TABLE 7-5: Common Core Perspectives of All Focus Groups Strengths (Internal) Officers have a good relationship with the community Officers are well-trained Department is willing to go the extra mile for the community Department leadership has a good relationship with the department members Opportunities (External) Need to expand opportunities to participate in task forces Roselle Police Foundation offers opportunities to fund department needs Weaknesses (Internal) Not enough staffing at the department The department relies on mutual aid too much for staffing Threats (External) Increase in mental illness calls for service Effect of lack of staffing on several factors: officer safety, service levels, training, attrition For the strengths category, participants cited the department s good relationship with the community, well-trained officers, willingness of the department to go the extra mile for the community, and a good working relationship between department leadership and the department employees. Weaknesses included not enough staffing and too much reliance on mutual aid for staffing shortages. The similar themes for the opportunities and threats categories were somewhat limited. The opportunities included the need to expand participation in task forces and Roselle Police Foundation s willingness to fund department needs. The threats included an increase in the number of calls for service related to mental illness and the effect of lack of staffing on several aspects of department operations. The below recommendations provided by CPSM are based upon only the opinions provided by department staff and community members through the focus groups. Recommendations: Complete the goal of having all sworn officers receive training in handling mentally ill persons. [Recommendation No. 33, p. 4.] Continue to monitor staffing levels and collect data as to the number of officers denied vacation days off due to staffing levels, number of times mutual aid is utilized for CFS in Roselle, number of training opportunities impacted staffing shortages, and number of community complaints received for reduced service levels to the community. [Recommendation No. 34, p. 5.] The department leadership should address the concerns of the department employees and the community members as to performance issues (identified in the community focus group and the officers focus group) pertaining to the DuPage Public Safety Communications Center. [Recommendation No. 35, p. 5.] 76
Consider increasing the number of vacation days carried over from 84 hours to a higher number to reduce impact on staffing levels. [Recommendation No. 36, p. 5.] 77
SECTION 8. SUMMARY CPSM staff observed the practices of the Roselle Police Department through data analysis, interviews, focus groups, document review, and operational/administrative observations. It is the opinion of CPSM staff that the entire department is dedicated to executing the department s mission and applies the practices of modern policing. One of the objectives of this project is to evaluate the staffing levels of the department. CPSM evaluated the department s current capacity to perform the functions that are expected of a full-service police department. Specifically, CPSM focused on data associated with the patrol workload. This is the most reliable data source as a nexus exists between patrol workload and all other functions of the department, including detectives, records, and administration. As well, rarely does any other function of the department capture data as comprehensively as the computer-aided dispatch system, which records all communicated changes in the activity status of each patrol unit. The Roselle Police Department has an exceptional relationship with the community it serves; this was validated through the perspectives and experiences shared in the community focus group. The department members interviewed by CPSM staff were professional and enthusiastic about their jobs and are proud of the department s good reputation in the community. Department members were open and honest with their perspectives and comments; this led CPSM staff to interpret this behavior as an indication of a culture of trust and mutual respect between department leadership and staff. Progressive departments are able to strategically focus on continuous improvement. As described by Jim Collins in Good to Great (2001), Leadership does not begin just with vision. It begins with getting people to confront the brutal facts and to act on the implications (p.89). It is hoped that this report is a step toward the Roselle Police Department critically examining its operations in the spirit of continuing to strive for excellence in police services. The recommendations offered in this report should not be viewed as criticism of the department. Rather, they are opportunities to enhance practices and procedures, leading to a more progressive and well-managed police department that has a desire and vision to reduce crime and improve the quality of life in the village of Roselle. 78
SECTION 9. DATA ANALYSIS This data analysis focuses on three main areas: workload, deployment, and response times. These three areas are related almost exclusively to patrol operations, which constitute a significant portion of the police department s personnel and financial commitment. All information in this analysis was developed directly from the Roselle Police Department s dispatch data, retrieved with the assistance of DuPage Public Safety Communications (DU- COMM). We collected data for the one-year period of September 1, 2015 through August 31, 2016. The majority of the first section of the analysis, concluding with Table 9-11, uses call data for this oneyear period. For the detailed workload analysis and the response-time analysis, we use two eight-week sample periods. The first period is from January 5 through February 29, 2016, or winter, and the second period is from July 7 through August 31, 2016, or summer. 79
WORKLOAD ANALYSIS When CPSM analyzes a set of dispatch records, we go through a series of steps: We first process the data to improve accuracy. For example, we remove duplicate patrol units recorded on a single event and records that do not indicate an actual activity. We also remove incomplete data, as found in 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: We distinguish between patrol and nonpatrol units. We assign a category to each event based upon its description. We indicate whether the call is zero time on scene (i.e., patrol units spent less than a minute on scene), police-initiated, or other-initiated. We then remove all records that do not involve a patrol unit to get a total number of patrolrelated events. At important points during our analysis, primarily after the first two tables and figures, we focus on a smaller group of events designed to represent actual calls for service. This excludes events with no officer time spent on scene, directed patrol activities, and administrative tasks. In this way, we first identify a total number of records, then limit ourselves to patrol events, and finally focus on calls for service. As with similar cases around the country, we encountered a number of issues when analyzing the dispatch data from Roselle. We made assumptions and decisions to address these issues. About 246 events (1 percent) involved patrol units spending zero time on scene. The computer-aided dispatch (CAD) system used approximately 330 different event descriptions, which we condensed to 17 categories for our tables and 9 categories for our figures (shown in Chart 9-1). Table 9-20 in the appendix shows how each call description was categorized. Between September 1, 2016, and August 31, 2016, the communications center recorded approximately 21,300 events that were assigned call numbers and which included an adequate record of a responding patrol unit as either the primary or secondary unit. When measured daily, the department reported an average of 58 patrol-related events per day, approximately 1 percent of which (0.7 per day) had fewer than 30 seconds spent on the call. 80
CHART 9-1: Event Descriptions for Tables and Figures Table Category Prisoner arrest Prisoner transport Assist other agency Assist citizen Crime persons Crime property Directed patrol Juvenile Miscellaneous Animal calls Check/investigation Alarm Out of service administrative Suspicious person/vehicle Disturbance Traffic enforcement Accidents Figure Category Arrest Assist Crime Directed patrol General noncriminal Investigations Out of service Suspicious incident Traffic In the following pages, we show two types of data: activity and workload. The activity levels are measured by the average number of calls per day, broken down by the type and origin of the calls and categorized by the nature of the calls (crime, traffic, etc.). Workloads are measured in average work hours per day. 81
FIGURE 9-1: Percentage Events per Day, by Initiator Note: Percentages are based on a total of 21,297 events. TABLE 9-1: Events per Day, by Initiator Initiator No. of Events Events per Day Zero on scene 246 0.7 Police-initiated 13,196 36.1 Other-initiated 7,855 21.5 Total 21,297 58.2 Observations: 1 percent of the events had zero time on scene. 62 percent of all events were police-initiated. 37 percent of all events were other-initiated. On average, there were 58 events per day, or 2.4 per hour. 82
FIGURE 9-2: Percentage Events per Day, by Category Note: The figure combines categories in the following table according to the description in Chart 9-1. 83
TABLE 9-2: Events per Day, by Category Category No. of Calls Calls per Day Accidents 579 1.6 Alarm 512 1.4 Animal calls 323 0.9 Assist citizen 162 0.4 Assist other agency 1,774 4.8 Check/investigation 2,910 8.0 Crime persons 456 1.2 Crime property 352 1.0 Directed patrol 6,772 18.5 Disturbance 364 1.0 Juvenile 142 0.4 Miscellaneous 396 1.1 Out of service administrative 267 0.7 Prisoner arrest 66 0.2 Prisoner transport 12 0.0 Suspicious person/vehicle 1,092 3.0 Traffic enforcement 5,118 14.0 Total 21,297 58.2 Observations: The top three categories accounted for 75 percent of events: 32 percent of events were directed patrol activities. 27 percent of events were traffic-related. 16 percent of events were investigations. 4 percent of events were crimes. 84
FIGURE 9-3: Percentage Calls per Day, by Category Note: The figure combines categories in the following table according to the description in Chart 9-1. 85
TABLE 9-3: Calls per Day, by Category Category No. of Calls Calls per Day Accidents 575 1.6 Alarm 508 1.4 Animal calls 318 0.9 Assist citizen 158 0.4 Assist other agency 1,739 4.8 Check/investigation 2,861 7.8 Crime persons 452 1.2 Crime property 352 1.0 Disturbance 358 1.0 Juvenile 142 0.4 Miscellaneous 392 1.1 Prisoner arrest 64 0.2 Prisoner transport 12 0.0 Suspicious person/vehicle 1,087 3.0 Traffic enforcement 5,084 13.9 Total 14,102 38.5 Note: The focus here is on recorded calls rather than recorded events. We removed events with zero time on scene, directed patrol activities and out of service activities. Observations: On average, there were 38.5 calls per day, or 1.6 per hour. The top three categories accounted for 77 percent of calls: 40 percent of calls were traffic-related. 24 percent of calls were investigations. 13 percent of calls were assists. 6 percent of calls were crimes. 86
FIGURE 9-4: Calls per Day, by Initiator and Months TABLE 9-4: Calls per Day, by Initiator and Months Initiator Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Other-initiated 24.0 21.3 21.2 19.0 19.0 20.8 20.1 20.8 22.0 22.0 23.7 23.7 Police-initiated 19.9 17.5 14.6 17.1 15.0 17.2 18.7 16.5 16.4 15.8 16.8 19.4 Total 43.9 38.8 35.8 36.1 34.0 38.1 38.8 37.2 38.4 37.9 40.5 43.1 Observations: The number of calls per day was lowest in January. The number of calls per day was highest in September. The months with the most calls had 29 percent more calls than the months with the fewest calls. September had the most police-initiated calls, with 36 percent more than the period of November, which had the fewest. September had the most other-initiated calls, with 27 percent more than the period of December and January, which had the fewest. 87
FIGURE 9-5: Calls per Day, by Category and Months Note: The figure combines categories in the following table according to the description in Chart 9-1. TABLE 9-5: Calls per Day, by Category and Months Category Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Accidents 1.3 1.8 1.8 1.4 1.9 1.7 0.7 1.3 1.8 1.3 1.7 2.2 Alarm 1.6 1.0 1.1 1.3 1.2 1.6 1.8 1.6 1.4 1.4 1.6 1.1 Animal calls 1.2 0.7 1.2 0.8 0.5 0.8 0.8 0.8 1.1 1.0 0.8 0.8 Assist citizen 0.2 0.4 0.4 0.4 0.3 0.2 0.5 0.3 0.4 0.6 0.4 1.1 Assist other agency 5.4 5.2 4.3 4.4 4.4 4.9 5.2 5.0 4.4 3.6 5.0 5.3 Check/investigation 7.8 7.7 7.4 6.5 6.8 6.7 7.4 7.1 8.9 9.4 9.2 8.8 Crime persons 1.6 1.3 1.5 0.9 0.9 1.2 1.2 1.2 1.1 1.6 1.2 1.2 Crime property 1.0 1.2 0.8 0.8 0.9 0.8 0.9 1.0 0.9 1.0 1.0 1.2 Disturbance 1.2 0.5 0.8 0.7 0.6 0.7 0.7 1.2 1.3 1.0 1.8 1.2 Juvenile 0.5 0.5 0.6 0.5 0.2 0.6 0.3 0.6 0.4 0.2 0.2 0.3 Miscellaneous 1.6 1.6 1.2 0.9 1.2 0.8 1.2 0.6 0.9 1.0 0.7 1.1 Prisoner arrest 0.3 0.4 0.1 0.1 0.1 0.1 0.2 0.2 0.3 0.0 0.2 0.2 Prisoner transport 0.1 0.1 0.0 0.0 0.0 0.1 0.0 0.0 0.0 0.0 0.0 0.0 Suspicious person/vehicle 4.3 2.7 2.7 2.7 2.3 3.1 2.9 2.7 3.1 2.6 3.5 3.2 Traffic enforcement 15.9 13.7 11.9 14.7 12.8 14.9 15.0 13.6 12.6 13.0 13.1 15.4 Total 43.9 38.8 35.8 36.1 34.0 38.1 38.8 37.2 38.4 37.9 40.5 43.1 Note: Calculations were limited to calls rather than events. 88
Observations: The top three categories averaged between 74 and 80 percent of calls throughout the year: Traffic calls averaged between 13.6 and 17.5 calls per day throughout the year. Investigations averaged between 7.8 and 10.8 calls per day throughout the year. Assist calls averaged between 4.2 and 6.4 calls per day throughout the year. Crimes averaged between 1.7 and 2.6 calls per day throughout the year. Crimes accounted for 5 to 7 percent of total calls. 89
FIGURE 9-6: Average Occupied Times, by Category and Initiator Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1. For this graph, we removed nine calls with an inaccurate busy time. 90
TABLE 9-6: Primary Unit s Average Occupied Times, by Category and Initiator Category Other-Initiated Police-Initiated Minutes Calls Minutes Calls Accidents 49.7 533 40.8 42 Alarm 16.7 507 10.5 1 Animal calls 30.7 297 21.8 21 Assist citizen 39.6 92 39.8 65 Assist other agency 28.0 1,543 35.4 195 Check/investigation 36.6 2,176 36.1 679 Crime persons 59.5 421 94.2 31 Crime property 54.8 319 51.6 33 Disturbance 29.0 343 29.1 15 Juvenile 35.2 100 43.8 42 Miscellaneous 26.2 336 43.9 55 Prisoner arrest NA 0 94.1 64 Prisoner transport NA 0 109.6 12 Suspicious person/vehicle 26.5 715 14.2 372 Traffic enforcement 31.3 470 15.8 4,614 Weighted Average/Total Calls 34.3 7,852 21.0 6,241 Note: The information in Figure 9-6 and Table 9-6 is limited to calls and excludes all events that show zero time on scene. A unit s occupied time is measured as the time from when the call was received until the unit becomes available again. The times shown are the average occupied minutes per call for the primary unit, rather than the total occupied minutes for all units assigned to a call. Observations below refer to times shown within the figure rather than the table. Observations: A unit's average time spent on a call ranged from 15 to 97 minutes overall. The longest average times were for police-initiated arrest calls. The average time spent on crimes was 58 minutes for other-initiated calls and 72 minutes for police-initiated calls. 91
FIGURE 9-7: Number of Responding Units, by Initiator and Category Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1. TABLE 9-7: Average Number of Responding Units, by Initiator and Category Category Other-Initiated Police-Initiated No. Units Calls No. Units Calls Accidents 1.7 533 1.7 42 Alarm 2.0 507 1.0 1 Animal calls 1.2 297 1.0 21 Assist citizen 1.3 92 1.2 66 Assist other agency 1.6 1,543 1.3 196 Check/investigation 1.4 2,179 1.2 682 Crime persons 2.5 421 2.6 31 Crime property 1.7 319 1.4 33 Disturbance 2.0 343 1.5 15 Juvenile 1.6 100 1.2 42 Miscellaneous 1.2 336 1.1 56 Prisoner arrest NA 0 2.0 64 Prisoner transport NA 0 1.0 12 Suspicious person/vehicle 1.8 715 1.5 372 Traffic enforcement 1.5 470 1.2 4,614 Weighted Average/Total Calls 1.6 7,855 1.3 6,247 92
FIGURE 9-8: Number of Responding Units, by Category, Other-initiated Calls Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1. 93
TABLE 9-8: Number of Responding Units, by Category, Other-initiated Calls Category Responding Units One Two Three or More Accidents 303 132 98 Alarm 123 278 106 Animal calls 244 45 8 Assist citizen 71 18 3 Assist other agency 927 398 218 Check/investigation 1,485 526 168 Crime persons 83 140 198 Crime property 201 70 48 Disturbance 119 156 68 Juvenile 58 26 16 Miscellaneous 278 51 7 Suspicious person/vehicle 275 325 115 Traffic enforcement 318 111 41 Observations: Total 4,485 2,276 1,094 The overall mean number of responding units was 1.6 for other-initiated calls and 1.3 for police-initiated calls. The mean number of responding units was as high as 2.2 for crimes that were other-initiated. 57 percent of other-initiated calls involved one responding unit. 29 percent of other-initiated calls involved two responding units. 14 percent of other-initiated calls involved three or more responding units. The largest group of calls with three or more responding units involved investigations. 94
FIGURE 9-9: Percentage Calls and Work Hours, by District Note: Calls with miscellaneous district labels are included in Other category, for example, BL03, SO22, HP02, Calls without a recorded district are included in the Unknown category. TABLE 9-9: Calls and Work Hours by District, per Day District Calls Per Day Work Hours Area (Sq. miles) Population RO01 10.8 7.4 1.57 6,795 RO02 8.9 6.5 1.15 4,551 RO03 7.0 4.0 1.47 5,069 RO04 8.2 5.9 1.28 6,128 Others 0.1 0.1 NA NA Unknown 3.4 1.9 NA NA Total 38.5 25.8 5.5 22,543 Note: Population values were supplied by the village s GIS department and relied on 2010 US Census data. Observations: District 1 area had more calls and workload than other districts. It accounted for 28 percent of total calls and 29 percent of total workload. Within Roselle districts (others and unknown districts excluded), an even distribution would allot 8.7 calls and 5.9 work hours per district. 95
FIGURE 9-10: Percentage Calls and Work Hours, by Category, Winter 2016 TABLE 9-10: Calls and Work Hours per Day, by Category, Winter 2016 Per Day Category Calls Work Hours Arrest 0.1 0.4 Assist 5.0 3.6 Crime 2.0 4.2 General noncriminal 2.0 1.3 Investigations 8.3 6.1 Suspicious incident 3.3 1.8 Traffic 15.4 7.7 Total 36.1 25.0 96
Observations, Winter: On average, there were 36 calls per day, or 1.5 per hour. Total workload averaged 25 hours per day, meaning that, on average, 1.0 officers per hour were busy responding to calls. The top three categories constituted 79 percent of calls and 70 percent of workload. Traffic calls constituted 43 percent of calls and 31 percent of workload. Investigations constituted 23 percent of calls and 24 percent of workload. Assist calls constituted 14 percent of calls and 15 percent of workload. Crimes constituted 5 percent of calls and 17 percent of workload. 97
FIGURE 9-11: Percentage Calls and Work Hours, by Category, Summer 2016 TABLE 9-11: Calls and Work Hours per Day, by Category, Summer 2016 Per Day Category Calls Work Hours Arrest 0.2 0.5 Assist 5.9 4.7 Crime 2.2 3.1 General noncriminal 2.1 1.0 Investigations 10.2 7.3 Suspicious incident 4.6 2.9 Traffic 16.8 8.0 Total 42.0 27.5 Note: Workload calculations focused on calls rather than events. 98
Observations, Summer: The average number of calls per day and the average daily workload were both higher in summer than in winter. On average, there were 42 calls per day, or 1.8 per hour. Total workload averaged 27 hours per day, meaning that on average 1.1 officers per hour were busy responding to calls. The top three categories constituted 78 percent of calls and 73 percent of workload. Traffic calls constituted 40 percent of calls and 29 percent of workload. Investigations calls constituted 24 percent of calls and 27 percent of workload. Assist calls constituted 14 percent of calls and 17 percent of workload. Crime calls constituted 5 percent of calls and 11 percent of workload. 99
NONCALL ACTIVITIES In the period from September 2015 to August 2016, the dispatch center recorded activities that were not assigned a call number. We focused on those activities that involved a patrol unit. We also limited our analysis to noncall activities that occurred during shifts where the same patrol unit was also responding to calls for service. Each record only indicates one unit per activity. There were a few problems with the data provided and we made assumptions and decisions to address these issues: We excluded activities that lasted less than 30 seconds. These are irrelevant and contribute little to the overall workload. Another portion of the recorded activities lasted more than eight hours. As an activity is unlikely to last more than eight hours, we assumed that these records were inaccurate. After these exclusions, 2,481 activities remained. These activities had an average duration of 27 minutes. In this section, we report noncall activities and workload by type of activity. In the next section, we include these activities in the overall workload when comparing the total workload against available personnel in winter and summer. 100
TABLE 9-12: Activities and Occupied Times by Type Description Occupied Time Count Car wash 22.3 90 Court 92.6 58 Out of service 70.0 8 Pick-up paper 21.5 689 Unavailable 30.1 622 Vehicle maintenance 16.2 456 Administrative - Weighted Average/Total Calls 25.4 1,923 Coffee break 11.5 2 Lunch break 32.2 555 Personal relief 13.5 1 Personal -Weighted Average/Total Calls 32.1 558 Weighted Average/Total Calls 26.9 2,481 Note: 101 activities without an accurate occupied time were removed. Observations: The most common administrative activity was pick-up paper, and the most common personal activity was lunch break. The longest average time spent on administrative activities was for court, and the longest average time spent on personal activities was for lunch break. The average time spent on administrative activities was 25 minutes and for personal activities was 32 minutes. 101
FIGURE 9-12: Activities per Day, by Month TABLE 9-13: Activities per Day, by Month Activities Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Administrative 8.1 8.2 4.9 3.0 7.2 4.3 6.5 4.1 5.4 4.8 3.7 2.9 Personal 2.1 2.7 2.6 1.6 1.5 1.4 1.8 1.0 0.5 1.0 1.3 1.0 Total 10.1 10.9 7.5 4.6 8.7 5.7 8.3 5.0 5.8 5.8 5.0 3.9 Observations: The number of noncall activities per day was lowest in August. The number of noncall activities per day was highest in October. October had the highest number of administrative and personal activities per day. 102
FIGURE 9-13: Activities per Day, by Day of Week TABLE 9-14: Activities per Day, by Day of Week Day of Week Administrative Personal Activities per Day Sunday 3.8 0.5 4.3 Monday 6.3 1.7 8.0 Tuesday 5.6 1.8 7.4 Wednesday 5.5 2.1 7.7 Thursday 5.4 1.8 7.2 Friday 6.5 2.1 8.6 Saturday 3.5 0.7 4.3 Weekly Average 5.3 1.5 6.8 Observations: The number of noncall activities per day was lower on weekends. The number of noncall activities per day was highest on Fridays. Fridays had the highest number of administrative and personal activities. 103
FIGURE 9-14: Activities per Day, by Hour of Day 104
TABLE 9-15: Activities per Day, by Hour of Day Hour Administrative Personal Activities per Day 0 0.13 0.03 0.16 1 0.15 0.01 0.17 2 0.13 0.02 0.14 3 0.15 0.00 0.15 4 0.18 0.00 0.18 5 0.09 0.00 0.09 6 0.05 0.00 0.05 7 0.25 0.00 0.25 8 0.53 0.00 0.53 9 0.43 0.01 0.44 10 0.34 0.01 0.35 11 0.28 0.14 0.41 12 0.29 0.30 0.58 13 0.30 0.12 0.42 14 0.32 0.08 0.40 15 0.33 0.03 0.36 16 0.32 0.09 0.41 17 0.19 0.01 0.20 18 0.21 0.04 0.25 19 0.14 0.17 0.31 20 0.10 0.23 0.32 21 0.11 0.11 0.22 22 0.08 0.09 0.16 23 0.18 0.05 0.23 Hourly Average 0.22 0.06 0.28 Observations: The number of activities per hour was highest between noon and 1:00 p.m. The number of activities per hour was lowest between 6:00 a.m. and 7:00 a.m. 105
DEPLOYMENT For this study, we examined deployment information for eight weeks in winter (January 5 through February 29, 2016) and eight weeks in summer (July 7 through August 31, 2016). The department s main patrol force consists of patrol beat officers, patrol roving officers, and patrol supervisors. The department also has special assignment officers and community service officers as additional units. The main patrol force operates on 12-hour shifts starting at 5:45 a.m. and 5:45 p.m. The community service officers work on 8-hour shifts starting at 6:00 a.m., 2:00 p.m. and 10:00 p.m. The police department's main patrol force deployed an average of 4.3 officers per hour during the 24-hour day in winter 2016 and 4.2 officers per hour during the 24-hour day in summer 2016. When additional units are included, the department averaged 4.8 officers per hour during the 24-hour day in winter 2016 and 4.9 officers per hour during the 24-hour day in summer 2016. In this section, we describe the deployment and workload in distinct steps, distinguishing between summer and winter and between weekdays (Monday through Friday) and weekends (Saturday and Sunday): First, we focus on patrol deployment alone. Next, we compare all workload, which includes directed patrol activities and out-of-service activities. Finally, we compare workload against deployment by percentage. Comments follow each set of four figures, with separate discussions for summer and winter. 106
FIGURE 9-15: Deployed Officers, Weekdays, Winter 2016 FIGURE 9-16: Deployed Officers, Weekends, Winter 2016 107
FIGURE 9-17: Deployed Officers, Weekdays, Summer 2016 FIGURE 9-18: Deployed Officers, Weekends, Summer 2016 108
Observations: The police department's main patrol force deployed an average of 4.3 officers per hour during the 24-hour day in winter 2016 and 4.2 officers per hour during the 24-hour day in summer 2016. When additional units are included (a reserve officer), the department averaged 4.8 officers per hour during the 24-hour day in winter 2016 and 4.9 officers per hour during the 24-hour day in summer 2016. Winter: The average deployment was 4.9 officers per hour during the week and 4.7 officers per hour on the weekend. Average deployment varied from 3.3 to 5.7 officers per hour on weekdays and 3.0 to 5.8 officers per hour on weekends. Summer: The average deployment was 5.0 officers per hour during the week and 4.6 officers per hour on the weekend. Average deployment varied from 2.5 to 6.7 officers per hour on weekdays and 2.9 to 5.9 officers per hour on weekends. 109
FIGURE 9-19: Deployment and Other-Initiated Workload, Weekdays, Winter 2016 FIGURE 9-20: Deployment and Other-Initiated Workload, Weekends, Winter 2016 110
FIGURE 9-21: Deployment and Other-Initiated Workload, Weekdays, Summer 2016 FIGURE 9-22: Deployment and Other-Initiated Workload, Weekends, Summer 2016 111
Observations: Winter: Other initiated work: Average other-initiated workload was 0.7 officers per hour during the week and 0.7 officers per hour on weekends. This was approximately 15 percent of hourly deployment during the week and 15 percent of hourly deployment on weekends. All work: Average total workload was 1.4 officers per hour during the week and 1.4 officers per hour on weekends. This was approximately 30 percent of hourly deployment during the week and 29 percent of hourly deployment on weekends. There is a noticeable peak on weekends due to a large number of extra business patrol activities between 6:00 a.m. and 7:00 a.m. Summer: Other initiated work: Average other-initiated workload was 0.8 officers per hour during the week and 0.8 officers per hour on weekends. This was approximately 16 percent of hourly deployment during the week and 17 percent of hourly deployment on weekends. All work: Average total workload was 1.5 officers per hour during the week and 1.4 officers per hour on weekends. This was approximately 30 percent of hourly deployment during the week and 30 percent of hourly deployment on weekends. 112
FIGURE 9-23: Percentage of Workload, Weekdays, Winter 2016 FIGURE 9-24: Percentage of Workload, Weekends, Winter 2016 113
FIGURE 9-25: Percentage of Workload, Weekdays, Summer 2016 FIGURE 9-26: Percentage of Workload, Weekends, Summer 2016 Note: Figures 9-23 to 9-26 show deployment along with all workload from other-initiated calls, policeinitiated calls, directed patrol activities, and out-of-service activities 114
Observations: Winter: Other initiated work: During the week, workload reached a maximum of 29 percent of deployment between 3:45 p.m. and 4:15 p.m. On weekends, workload reached a maximum of 33 percent of deployment between 5:00 p.m. and 5:15 p.m. All work: During the week, workload reached a maximum of 47 percent of deployment between 4:00 p.m. and 4:15 p.m. On weekends, workload reached a maximum of 51 percent of deployment between 3:00 p.m. and 3:15 p.m. Summer: Other initiated work: During the week, workload reached a maximum of 27 percent of deployment between 3:45 p.m. and 4:00 p.m., between 5:30 p.m. and 5:45 p.m., and between 9:45 p.m. and 10:00 p.m. On weekends, workload reached a maximum of 30 percent of deployment between 12:45 p.m. and 1:15 p.m. All work: During the week, workload reached a maximum of 44 percent of deployment between 3:15 p.m. and 3:45 p.m. On weekends, workload reached a maximum of 44 percent of deployment between 4:30 p.m. and 4:45 p.m. 115
RESPONSE TIMES We analyzed the response times to various types of calls, separating the duration into dispatch and travel time, to determine whether response times varied by call type. Response time is measured as the difference between when a call is received and when the first unit arrives on scene. This is further divided into dispatch delay and travel time. Dispatch delay is the time between when a call is received and when the first unit is dispatched. Travel time is the remaining time until the first unit arrives on scene. We begin the discussion with statistics that include all calls combined. We started with 2,023 calls for winter and 2,355 calls for summer. We limited our analysis to 1,144 other-initiated calls for winter and 1,313 calls for summer. After excluding calls without valid arrival times, we were left with 867 calls in winter and 998 calls in summer for our analysis. For the entire year, we began with 14,102 calls, limited our analysis to 7,855 other-initiated calls, and further focused our analysis on 6,033 calls after excluding those lacking valid arrival times. Our initial analysis does not distinguish calls based on their priority; instead, it examines the difference in response for all calls by time of day and compares summer and winter periods. We then present a brief analysis of response time for high-priority calls alone. 116
All Calls This section looks at all calls without considering their priorities. In addition to examining the differences in response times by both time of day and season (winter vs. summer), we show differences in response times by category. FIGURE 9-27: Average Response Time, by Hour of Day, Winter 2016 and Summer 2016 Observations: Average response times varied significantly by hour of day. In winter, the longest response times were between 5:00 p.m. and 6:00 p.m., with an average of 11.7 minutes. In winter, the shortest response times were between 2:00 a.m. and 3:00 a.m., with an average of 4.8 minutes. In summer, the longest response times were between 5:00 p.m. and 6:00 p.m., with an average of 12.2 minutes. In summer, the shortest response times were between midnight and 1:00 a.m., with an average of 5.8 minutes. 117
FIGURE 9-28: Average Response Time by Category, Winter 2016 FIGURE 9-29: Average Response Time by Category, Summer 2016 118
TABLE 9-16: Average Response Time Components, by Category Category Winter Summer Dispatch Travel Response Dispatch Travel Response Assist 2.4 5.6 8.0 2.4 5.6 8.0 Crime 2.8 6.3 9.1 1.9 6.4 8.3 General noncriminal 3.0 8.4 11.3 3.2 10.0 13.1 Investigations 2.6 6.1 8.8 3.0 7.2 10.2 Suspicious incident 3.0 5.7 8.6 2.3 5.6 7.9 Traffic 3.1 6.6 9.8 2.6 6.8 9.3 Total Average 2.8 6.2 9.0 2.6 6.7 9.3 Note: The total average is weighted according to the number of calls per category. Observations: In winter, the average response time for most categories was between 8 minutes and 10 minutes. In winter, the average response time was as short as 8 minutes (for assist calls) and as long as 11 minutes (for general noncriminal calls). In summer, the average response time for most categories was between 8 minutes and 11 minutes. In summer, the average response time was as short as 8 minutes (for suspicious incidents) and as long as13 minutes (for general noncriminal calls). The average response time for crimes was 9 minutes in winter and 8 minutes in summer. 119
TABLE 9-17: 90th Percentiles for Response Time Components, by Category Category Winter Summer Dispatch Travel Response Dispatch Travel Response Assist 3.3 10.0 13.3 4.1 10.5 13.6 Crime 4.6 10.6 15.9 3.2 12.2 13.5 General noncriminal 5.3 15.4 18.1 5.5 17.9 26.3 Investigations 4.5 12.0 16.0 5.1 13.1 19.2 Suspicious incident 4.6 11.1 16.0 3.9 11.2 14.4 Traffic 5.6 11.3 17.1 3.9 13.6 17.5 Total Average 4.6 11.7 16.0 4.3 12.8 16.8 Note: A 90th percentile value of 16 minutes means that 90 percent of all calls are responded to in fewer than 16 minutes. For this reason, the columns for dispatch delay and travel time may not be equal to the total response time. Observations: In winter, the 90th percentile value for response time was as short as 13 minutes (for assist calls) and as long as 18 minutes (for general noncriminal calls). In summer, the 90th percentile value for response time was as short as 14 minutes (for assist calls and crimes) and as long as 26 minutes (for general noncriminal calls). 120
FIGURE 9-30: Average Response Time Components, by District Note: These averages reflect all calls with valid response times for the study period and with a valid district. TABLE 9-18: Average Response Time Components, by District District Dispatch Travel Response Calls Area (Sq. Miles) Population RO01 2.6 6.1 8.7 1,902 1.57 6,795 RO02 2.7 5.8 8.5 1,333 1.15 4,551 RO03 2.5 6.3 8.8 1,064 1.47 5,069 RO04 2.8 7.1 10.0 1,638 1.28 6,128 Others 1.3 3.6 4.8 2 NA NA Unknown 2.4 5.7 8.1 94 NA NA Weighted Average/ Total 2.7 6.3 9.0 6,033 5.5 22,543 Observations: For Roselle districts, RO02 had the shortest average response time and RO04 had the highest average response time. For Roselle districts, RO03 had the shortest dispatch delay and RO02 had the shortest travel time. 121