95-442�� QRiGP
Presented By:
Referred To:
�
CITY
Green Sheet #� .p����
� �
Committee: Date
1 WHEREAS, the Saint Paul Police Department has been awarded a$200,000 grant for the Community
2 Oriented Policing Demonstration Program from the U.S. Department of Justice, Bureau of Justice Assistance
3 for the period from October 1, 1994 through September 30, 1995.
4 WHEREAS, the Community Oriented Poiicing Demonstration Program proposes utilizing technical staff to
5 support the development of computer capabilities that facilitate information transfer both within and outside of
6 the department, and
7 WHEREAS, this project is part of a national demonstration program to design, implement and assess
8 department wide community oriented policing, and
9 WHEREAS, the City of Saint Paul Police DepartmenYs plan of aciion is to provide comprehensive training to law
10 enforcement personnel in the community oriented policing philosophy, and
11 WHEREAS, the Saint Paul Police Departme�t desires to establish a 1995 budget to expend this grant, and
12 WHEREAS, The Mayor pursuant to Section 10.07.1 of the Charter of the City of Saint Paul, does certify that there are
13 available for appropriation funds in excess of those estimated in the 1995 budget; and
14 WI�EREAS, The Mayor recommends that the following addition be made to the 1995 budget:
15
16
17
18
19
20
21
22
23
24
25
26
27
28
FINANCING PLAN
001 - General Fund
04314 - Research & Development
3699-40043 - Other Misc Grants
All Other Police General Fund Spending
SPENDING PLAN
001 - General Fund
04314 - Research & Development
0132 - Not Certified - Temporary
0219-40043 - Professional Services
0848-40043 - Other Equipment
All Other Police General Fund Financing
CURRENT BUDGET CHANGES AMENDED BUDGET
0
2,283,294
2,283,294
0
0
0
35,290,015
200,000
0
200,000
35,000
65,000
100,000
0
200,000
2,283,294
2,483,294
35,000
65,000
100,000
35,290,015
29 35,290,015 200,000 35,490,015
30
31 NOW THEREFORE BE IT RESOLVED, that the City Council accept the grant and adopts the above changes to the
32 1995 budgeY.
Requested by De�artment of:
., � �-
RESOLUTION
SAINl� PAll,�, MINNESOTA
By: v.J. �� ��
�----
Approval Recommended
By: m
i
Form Appro d b C
BY� � A o
B�proved b�N� / S
Director:
CO30995A
t ; , �'�9� =��a--
DEPAflTMENT/OFFICE/GOUNCIL DATE INITIATED O
LI EDEPARTMENT 03f09/95 GREEN SHEET _- 3148
CONTACT PERSON & PHONE INITIAVDATE INRIAL/DATE
DEPARTMENTDIRE CITVfAUNCIL
Chief WilliantFinney292-3588 ��N cmnrroaNer cmc�aK
MUST BE ON CAUNQL ACaENDA BV (OAT� �� GFOP �� DIRECTOR 3'j, � FIN. & MGT. SERVICES DIR.
OflDEfl MqYOR (OR ASSIST �
TOTAL # OF SICaNATURE PAGES (CLIP ALl LOCATIONS FOR SIGNATURE)
ACfiON REQUESTED:
Approvat of the attached Council Resolution to establish a spending and financing plan for the Community Oriented
Policing Demonshation Program grant from the U.S. Department of Justice, Bureau of Justice Assistance.
aECOMMENDA7lON5: Approve (n) a Rejea (R) pERSONAL SERVICE CONTRACTS MUST ANSWER THE FOLLOWING �UESTIONS:
__ PtANMINCa COMMISSfOii _ CNIL SEfiVICE CAMMfSS10N t. Has Mis persontfirm ever wOrked under a coMract for this departmeM? -
__ CIBCOMMITTEE YES NO
— �� F 2. Has Mis persoNfirm ever been a city employee? '�
— YES NO
_ DISTRIC7 COUH7 — 3. Dces this person/firm possess a skill no[ nortnall '+
y possessed by any curteM city employee.
SUPPORTS WHICH COUNpI O&IECTIVE7 YES NO
Explain all yas answers on separate sheet anE attaeh to;g�e�n�,s�¢��
tic
INITIATING PROBLEM, 1SSUE.OPPORTUNITV (Who, Wha[. When, Where, W�y). �9 ^�
!Y5 �Sl
F6,t+e � ° �t�`� f��;�i��:
Th0 Saint Paul Police Departrnant t�as been awarded a grant from the U.S. Department of Jiistick,' Bnreau of Justice
Assistauce for ihe Communit7 Oriented Policing Demonstration Program.
A ��� ��
(�[ `a.w.��FL�� a'�' s'^�)�� Y m�; `' � 4 ���
l..
A�VANTAGES lF APPROVEO
This resolution accepts the grant and estab&shes a spending and financing plan to expend the grant monies.
DISADVANTAGES IFAPPROVED:
��������
None.
��R �� �995
�f`�� �T � €������
DISAWANTAGES IFNOTAPPROVED'
The Saint Paul Police Department will be unable to participate in the CommuniTy Oriented Policing Demonstration
Program.
TOTAL AMOUNT OF TRANSACTION $ �nn nnn nn GOS7/REVENUE BUDGETED (CIRCLE ONE) YES NO
FUNDIHG SOURCE �eral Fund (001) ACTIVITY NUMBER 04314
fINANCIAL INFOflMATION: (EXPLAIN)
��-_
CITY OF SAINT PAUL
Norm Coleman, Ma�'or
January 31, 1995
Maigaret Heisler
BJA Program Manager
Bureau of Justice Assistance
633 Indiana Avenue NW
Washington, DC 20531
Dear N.s. Heisler,
DEPART�IENT OF POLICE
N�illiam K Finner. Chief of Polire
]00 East Elerenrh S�reet Telepl�one: 612-297-I177
Saint Paul, .MN 55107 Facsimile: 612-292-3711
Attached please find the Saint Paul Police Department Strategic Plan Statement
and the Implementation Plan for the Strategic Plan including a revised budget
and budget narrative. 2 am sending this to you and to the Office of Che -
Comptroller as specified in Special Condition number 4 of our Award 94-DD-CX-
0084.
This revised budget is a necessary refinement of the SPPD Strategic Plan at
this point in time due to the involvement of the Systems Unit in the overall
development and implementation of the plan as it evolves. Becavse of the
progress that the SPPD has already made in execueing the community oriented
policing philosophy throughout the department, the focus of this paxticular
endeavor has been on a comprehensive analysis of a systems-wide communication
system. An additional and temporary staff person in the Systems Unit will
guarantee the ability to meet its current responsibilities while contributing
to the overall strategic effort.
2 look forward to the on-going refinement of t
especially, the analysis of the communication
Policing has been a challenging and rewarding
projects ��i'as this help us define and reach
he SPPD Strategic Plan and,
system. Community Oriented
experience for us. Specific
our goal.
i �. Fin y,
of Poli
\
cc: 0£fice of he Comptroller
encl.
WKF:cjw
�
����a--
Saint Paul Police Deparffieat Strategic Plan
History and Background
William K. Finney was appointed Chief of Police of the Saint Paul Police
Department (SPPD) in July of 1992. The SPPD, under Chief Finney's dizection,
immediately initiated a planning process to institute Community Oriented
Policing (COP), a philosophy on policing which has been recognized by law
enforcement professionals as the viable response to America's escalating
violence. COP, as envisioned by this police administration, is both internal
and external and includes the entire community of Saint Paul.
In January of 1995, the SPPD's progress toward a department wide
implementation of CoP is well on its way. In organization, in training of the
individual officer and in a thorough interaction with the community, the SPPD
is accomplishing the transformation to COP. The following analysis is divided
into four sections: An analysis of SPPD's current status; a description of
the vision for the future of the SPPD; strategies for achieving the vision;
` and how the success of those strategies will be evaluated. Basically, --
I. Where is the SPPD
II. Where does the SPPD want to go
III. How will the SPPD get there
IV. How did the SPPD da
I. Where is the SPPD?
strengths
* The SPPD and its community haave developed sn enhanced awareness of the
impact of the public safety on the local business climate.
* The SPPD has a broad base of public support from all neighborhoods and
socio-economic levels in the city.
* Saint Paul is a small enough town to retain strength in its neighborhoods
1
§
9 � ! � � �.a!
i
and to foster the small town attitude and life style in contradistinction
to other urban aieas.
* The SPPD has a history of neighborhood based policing programs (ostensibly
of a COP philosophy) which date back to the seventies and which continue to
serve as successful local prototypes.
* The SPPD has a stable work force of sworn officers and who typically remain
for their entire career.
* The SPPD has a reputation for quality professionalism.
* Saint Paul has a relatively low crime rate.
* Chief Finney has significant public and political support throughout the
city, the region and the state.
* Saint Paul and the surrounding metropolitan area has an unequalled history
of public and private foundation and corporate support for innovation
solutions to its problems.
* The SPPD has a prototype Police/Civilian Review Board that has been
effective and has been accepted by department personnel.
* The SPPD has a highly educated work force.
Weaknesses
* The longevity of the workforce creates a resistance to change.
* Traditional hierarchical and para-military rank structure is not conducive
to decentralized decision making.
* The physical structure of the Eastern District building is inadequate.
* The decentralized decision making structure inherent in a fully integrated
COP department creates a multitude of communication pxoblems between line
units, administrators, citizens and the government.
* The process of change is hard on morale as past constants are eliminated or
altered.
* Police departments, traditionally, are defenders of the status quo and thus
resistant to change.
* A decentralizedd structure creates disparities, real and perceived, in
resources such as personnel, cars and equipment.
E
5
9 � - t� �+2 `��
* Department data processing technology is outdated and insufficient to meet
current needs.
* Saint Paul faces a declining tax base while the demand £or public safety
services increases.
* There are current indications that the service levels of a civilianized
Emergency Communications Center (ECC) is inadequate.
* There is a lack of coordination between the SPPD and the Sheriff's
Department of Ramsey County in which Saint Paul is located.
* The realization that there is not and never will be the necessary financial
and personnel resouices to solve all of the problems in public safety.
* As the number of stseet officers increase, theze is not the proportional
increase in support resources necessary for them.
Opportunities
* Saint Paul has a diverse, growing and young population. _
* There is an awareness among elected officials and community leaders that_
crime is more than a police problem.
* Advances in technology assist in addressing problems.
* Collaboration between the police and other community agencies to addzess
problems is growing. _
* There is public and private funding of public safety and crime prevention
initiatives.
* There exists collaboration and consolidation potentials with the SPPD and
the Ramsey County Sheriff's Department.
Threats
* Juveniles, who comprise the fastest growing segment in crime statistics,
will increase by 50� in Saint Paul by 2000.
* The arrest rate for juveniles has doubled to 50:1000, with a parallel
increase in violent crime.
* The number of children living in poverty continues to increase in Saint
Paul.
* Saint Paul has a significant elderly population.
3
�
95-�+42��
* Saint Paul has a declining tax base.
* Metropolitan cities in the State of Minnesota have not received
proportionate appropriations from the state legislature recently to
adequately address urban problems.
* Political priorities and leadership m;ay change making implementation of
long term plans di£ficult.
* Saint Paul and Minneapolis have been an attraction to criminal emigres.
* A significant number of middle class population and of businesses-have
migrated to the suBurban rinqs around Saint Paul and will not be returning.
* The breakdown of the family structure has been identified as the primary
cause in the increase in crime. There are no signs of reversal of this
situation.
II. Where does the SPPD want to go? _
WiChin three to five years, the SPPD is expecting to see a completed _.
transition to-a COP philosophy and structure. The characteristics of SPPD
will include: decentralized decision making, the majority of residents
acquainted with their local officer, and problem solving as the primary
policing stxategy. An efficient and effective continuum of communication will
begin with the citizen and continue alonq to the street officer,
investigators, department administration, city government and finally to other
law enforcement agencies. Technology adequately underpins this continuum of
communication. Political recognition and comprehension of public safety
issues will stabilize the necessary revenue stream. Officers will relate to
turf rather than shift.
Bureaucratic and other related resource waste is minimized. The
organizational structure will be based on the Neighborhood Sexvice Areas
(described in I2I). Departme;nt personnel will reflect the city's diversity.
Citizens will feel safe and secure in their homes and have a positive
interaction with the police and their sexvices. Visitors to the city will
�
95-4�2 1
recogni2e a city which works and will want to revisit. The SPPD is part of a
collaborative network of human seivices, education and law enforcement
agencies.
ZII. How will the 3PPD qet there?
The City of Saint Paul, a city comprised o£ a collection of neighborhoods is
an ideal setting for COP because of the strong identification and interaction
that residents have within their particular neighborhood. This results in
citizens who are actively involved in problem solving. The city is segmented
into seventeen district councils. This structure was instituted in 1976 and
this twenty year history has created a structural continuity. The councils
serve as a catalyst for self definition in each particular neighborhood and
its interaction with the city as a whole and with the individual needs of the, --
neighborhood, such as public safety. The district councils have
enthusiastically embzaced the concept of CoP and have played an important role
as the-philosophy has proceeded in its implementation. -_-
The planning process for CoP has been accomplished over the last two years by
a broad spectrum of transition activities, including planning retreats, work
teams, training sessions and community input. Because of this broad approach,
COP is an ongoing process and the SPPD Strategic Plan includes the flexibility
to include necessary changes of perspectives while giving direction for
implementation.
Co�nunity Policing Philosophy and Resulting Strategies
The Mission Statement of the SPPD is: The Saint Paul Police Department will
be responsive to, and reflective of, the community we serve. This guiding
philosophy has been translated into four strategies of implementation:
1. The institution of comprehensive training of law enforcement personnel
(both sworn and non-sworn) in COP.
2. The involvement of neighborhoods in public safety decisions whenever
5
95-442 �
possible in order to maximize police interaction with the community.
3. The creation of an organizational structure from a hierarchical vextical
model to a participatory horizontal model to better reflect the inherent
nature of COP.
4. The implementation of a communication system which will support and
manage the resulting decentralized system between public safety and the
residents.
These four strategies £orm the basis for the SPPD Strategic Plan. Individual
components will be delineated by internal and external considerations.
INTERNAL
Training .-_
The goal of COP training is to change the direction and mind set of law
enforcement personnel from a focus on enfoxcement to a focus service. Each
o£ficer must internalize the perspective of being a service provider and
problem solver. This perspective in conjunction with community re,sources will
result in stemming the deterioration of stressed neighborhoods while
simultaneously preventing healthy neighborhoods from sliding into unsafe
conditions.
Creating change in a traditional bureaucracy is not an easy task. The SPPD
has many positive factors present that will accoiranodate a successful change in
the organization. However, there can be outside factors which can detract
from this goal. Examples are lack of revenue and contract limitations. The
challenge is to overcome this resistance, even though it takes twice the
energy to do so. Analytical skill development is crucial for COP.
The training program must target the resistance that will be encountered in
the "unfreezing" stage of the process. While the Eastern District (there are
three districts in the SPPD; Eastern, Central and Western) has been the pilot
area, it does not mean that the COP philosophy has been embraced by all of the
0
95-4�2��
personnel in this district.
In order to change the traditional law enforcement culture and create
sustainability resulting in the support of line officers, the education of
line supervisors is ciitical. This training must include the evaluation
process. Department supervision has historically used a statistical basis as
a major focus of evaluation. Undei COP, evaluation should utilize a
management by objectives process. Instruction on psychological contract,
creating competencies in subordinates, participatory management and reviewing
psychological motivators should be integLal topics. The goal is to develop a
proactive, not a reactive management perspective. This leadership will result
in creating the right fit between the task, the organizational design and the
individual officer. It will also ensure that solutions to problems will occur
at the same level thus eliminating much of the need for a hierarchy and
resulting in the empowering of the individual line officer.
Once the training and support needs of line supervisors have been met, the
unfreezing of the line officeis' mindset can be accomplished. Because COP is
premised on a broad problem solving perspective, line officers will find this
challenge to be more familiar than they had anticipated. Line officers
constantly engage in situational problem solving. By extending that skill
into previously hieraxchical territory, the line officer will immediately
benefit in the execution of duties.
A concomitant area which becomes involved at this point in COP is the
Emergency Communications Center. ECC has not recognized decision making
authority at the lowest level traditionally. Under COP, dispatchers will need
to consider the line officer as an autonomous professional. Combined training
of line and ECC supervisors will result in clarification of decision making
responsibility.
7
b
95-442
Hiring and Recruiting
Testing techniques used to select police officer candidates have
been redefined to attract candidates more compatible with COP. Current
testing techniques are tailored to select candidates who are committed to
improving the community and are interested in developing a partnership with
the community. This has been accomplished by the £ollowing:
* The modification of oral examinations designed to measure values,
attitudes, communication skills and past achievements. This approach
has replaced a traditional written/oral examination process which
focused almost exclusively on intelligence, memorization and the ability
to answer hypothetical questions.
* Questions are structures around community values and teamwork.
Candidates are rated on dimensions assessing their ability and their
desire to provide long term solutions to problems instead of dealing
only with short term symptom fixing.
* Emphasis is placed on performance (situational examples of the
candidate's ability to work with others, community activites and
involvement) as distinct from answers to a hypothetical situation.
* Communication skills are assessed.
Commendation and R.ecognition
In an effort to maintain and reinforce COP, criteria for commendations now
emphasize imaginative problem solving and neighborhood involvement. Although
acts of heroism will continue to be recogni2ed, the more mundane aspects of
police service, such as working out long term solutions, is encouraged.
Officers rewarded by these commendations will be given more consideration for
a wider variety of assignments and greater independence.
Current testing is designed to weed out the "Rambo" personality. The COP
perspective requires a character with genuine concein for the community. As
the SPPD evolves from that of a reactive police mode to one of crime
0
�
95-4�+2 +
prevention, community involvement and quality of life model, this new testing
process will produce line officers better able to achieve the new direction of
police service.
Field Training Officer
The FTO program introduces the new officer to the on-line values of the
organization. In order for academy instruction to be reinforced during field
training, a stable compliment of FTO officers and sergeants is necessary.
This will occur when the value of the FTO is recognized by the organizational
structure. Only then will it become a valuable tool in maintaining the
culture and ethics of COP. -
The instability in the FTO program in the immediate past has occurred
predominantly because the system did not reward the extra duty inherent in the
ef£ective discharge of this assignment. This lack of commitment to the FTO
will need to change because the program is one of the most important resources
the SPPD has to sustain change. The solution is not only in financial
considerations but in intrinsic and extrinsic recognition of this critical
function.
Long Range 3ite and Building Plan
The SPPD's long range site and building plan is an evolving plan due to the
ingredient of immediacy in COP philosophy. Simultaneously there is the
traditional awareness of long term public investment in capital assets, a
building's life expectancy, and the need to upgrade current structures.
The division of the city into three police districts, the Eastern, the Central
and the Western in late 1994 is the result of matching calls for service loads
with the personnel complement assigned to each of the three districts. The
police department had already segmented the city into 198 grids each
approximately six blocks square
This geogiaphical sectioning allows for a
95-�+42F�
pinpointing of trouble spots and patterns of police activity. Capital assets
include the three divisional offices, the administration building and various
suppoit facilities such as the K-9 Unit, the Impound Lot, and the Outdoor
Range. Each of these assets have been assigned financial attention accozding
to their respective needs over a ten year period beginning in 1995. (Please
see the Long Range Planning for the SPPD in the Appendix).
Co�nication Capital Assets
Communication hardware is included in the ten year long range plan beginning
with the acquisition of 60 units of the Opticom System in 1996, another 60
units in 1998, and a projection of the acquisition of a final 60 units at the
end of the ten year plan. This investment will total 5420,000 over the ten
year period. Additionally the police and fire telephone systems are in need
of replacement due to obsolescence. Estimates for this upgrade is $630,000.
These two improvements indicate the necessity of a comprehensive communication
underpinning of COP. Without linkage-of all players in the COP structure,
the system will not be viable and will not be effective.
Assets of District Buildings and Substations
The other COP focus on assets are community interactive buildings. The
primary exposure of the average resident and the police department will be at
the local substation or at the district office. Both exist under COP as a
resource for the community and both, as such, need to include a usex-friendly,
safe, functioning and attractive ambience. Without a healthy interface
between the community and law enforcement, COP will not exist. The buildings
and substations within the three districts must reflect each particular
community along with the functions in the individual buildings.
communication SystEID
The SPPD is creating a communication system which will support and manage the
desired decentralized decision making of a COP model. This concept has
10
95-4�2 �
The SPPD currently uses technology to support line operations and stxategic
management planning. Current computer applications provide call, warrant,
alert, vehicle and criminal history information to users thzoughout the
department. Personal computer systems support the work of investigative units
and end users have developed PC applications specific to their needs. Over
the past five years the SPPD has moved from proprietary software to industry
standards. Today, the numerous police applications rely heavily upon the use
of a relational database management system, ORACLE, along with distributed
processing. This framework provides the SPPD with planned flexibility to meet
future data processing needs and enables the department to take full advantage
of new technological developments. The direction of data processing in the
police department complies with and strongly supports the overall direction of
the city's data processing.
Despite these efforts, budgetary constraints have produced inconsistent access
capabilities and desired applications remain undeveloped. The majority of -_
current department users depend on dumb terminals and dated communication
technology to obtain the information needed. Access is cumbersome and not
always reliable. Some users who desire access are denied by technological
constraints. A substantial amount of technical support time is needed to
maintain the status quo. These issues need to be addressed with an integrated
main stream approach to technological usage within the police department. The
following is a preliminary analysis with some iecommendations for a possible
course of action.
In£rastructure
A strong communication infrastructure is integral to successfully moving
information throughout the organization. The desired configuration must be
secure, reliable and transparent to the end user. It must be easy and cost
effective to maintain and expand upon. The communication infrastructure must
provide the flexibility to support futuxe department needs such as optic
12
95-�+42�'�
�
imaging and information exchange with agencies and groups outside the police
department. Based on the technology that is available today, PC's, routers
and £iber optic or wireless transmission media are the hardware components
which must be integrated into the system to accomplish this task.
Once the communication infrastructure is in place, the next step is to expand
computerized information resources. In expanding computerized in£ormation
resources, data security, reliability, consistency and application ease of use
must all be addressed. Wherever possible, information must be shared. This
will eliminate duplicate entry and data redundancy while preserving data
integsity. Potential expansion of information resources includes electronic
information exchange outside the department, use of personal data terminals
and optic imaging.
Electronic Information Exchange Outside the Departaent
Recognizing that Saint Paul's criminals and resulting problems do not respect
city limits, the exchange of information with other law enforcement and social
agencies is critical. The current Multiple Jurisdiction Network Project is an
example of the agencies' willingness to share pertinent information with each
other. Hennepin County, Minneapolis and LOGIS have established physical
connections and will begin data exchange during 1995. Plans to expand this to
include additional agencies will follow this pilot project. The SPPD is a
logical expansion site and it is to SPPD's advantage to participate in
projects such as this and others planned at the state and county levels.
With local governments strivinq to reduce spending and provide efficient
services, cooperative consolidation is a predictable strategy. In Saint Paul,
the Ramsey County Sheriff's Office is assuming all responsibility for the
booking and identification of offenders. This task had been previously shared
with the police department. As part of this project, the Ramsey County
Sheriff has instituted electronic mug shot retrieval and digital fingerprint
13
95-�+42¢�
imaging systems. They are also acquiring a new jail management, warrant and
criminal history system. This information retrieval is key to the law
enforcement's investigative function. The access of this information directly
and seamlessly will eliminate the possibility of any redundancy. It also
establishes a unified single source of information from which all law
enforcement agencies may benefit.
While a significant portion of information collected by the police department
is confidental and subject to data privacy restrictions, the department also
retains a laige amount of public information. This statistical information is
beneficial to neighborhood groups, district planning councils and the City
Council. Providing secure and easy access to this information enhances the
effectiveness of these groups on law enforcement issues while fostering
positive community relations.
Personal Data Terminals and Ti.mliness of In£ormation
Timeliness is an important attribute of law enforcement information. Laptops,
PDA's (Personal Digital Assistants) and PDT's (Personal Data Terminals) can
streamline the information collection and dissemination piocess. They enable
workers to capture information quickly and latei download the data directly
into computer information systems. AdditionaZ coding and data entry tasks aie
eliminated. This technology is used today by a large segment of field
workers, including the line officer. Once impractical because of cost, weight
and weather problems, this equipment is changing to meet the specific needs of
the user. It is becoming a more viable option for collecting information and
generating reports.
Optic Imaging and the Reduction of Paper
Despite the magnitude of computerized information, law enforcement still
depends on paper. Moving paper based information around an organization is
inefficient and expensive in comparison. The SPPD has been examining the
14
95-4�2*.;�
possibility of using optic images to store police reports. While not totally
eliminating paper, an optic imaging system would move reports around the
department more e£ficiently and economically. Zt would support more timely
retrieval of reports for both officers and citizens. The Records Unit could
provide better customer service by minimizing filing backlogs and errors. An
imaging system would significantly streamline sending reports to districts and
satellite offices.
In order to assure complete communication capabilities with the SPPD,
throughout the community and beyond, the department needs to assess its
current technologies and implement a plan that supports a strong yet flexible
technical foundation. This strategy will allow the department to continue to
streamline its operation and work flow. It will also enable the department to
take full advantage of the technologies of the future. (see following flow
chart o£ information system components)
15
�
95-�#2 �
� m
f� �
». m
no
oy
�
� �
a
a�
��
w
�
�
�- _ o
Z �� �� �
� ��
� -
3
"]
ea
� �
��± �+ ' N
R =
� � .� �
� 3 E
� •c
� � V v
`o ro
� O U
� � L
� � �
y q
U
� a
O �.
U �
� W
�
� � L
� � Y
� � � �
� � �
r+ W
o b d a
� � c
L L�
C) W
O °-
16
m N
N � C
d N N'C
� rn Y a
�
.�
o� � �
U LL
�
a
m
N �
.� w
a
0
a
m
� �
r w
a
N
�
a
0
0
a
95-442
!-:4��
Neighborhood Service Area
Although the Neighborhood Service Psea structure is an internal police
department innovation, the placement of it into the External section is to
emphasis the importance and interaction of the SPPD within the community. The
direct application of COP into each neighborhood has been the creation of the
Neighborhood Service Area which identifies geographic areas within each
district. These service areas respect well defined neighborhood boundaries
and also natural boundaries. A complement of officers and one supervisor is
assigned primary responsibility for each of these service areas. The
supervisor will be responsible for coordinating COP activities within the
service area. The results of this initiative will bring residents, business
owners and operators in that neiqhborhood closer together with the police -_-
officers to work on common issues that affect the quality of life and public
safety.
The identification of the service areas should be made by the community
members. These individuals know best the immediate neighborhood to which they
belong. These self-defined neighborhoods are then combined into a service
area. Thus, a sexvice area may contain several smaller neighborhoods or one
large one. The geographic size of the service areas, the population density
and the calls for service will vary. The number of officers assigned,
consequently, will also vary.
Each district should have fewer service areas than the number of sergeants
assigned to the district. This allows for one sergeant to be assigned to each
service area and to have at least three sergeants, one for each shift, to
handle the administrative work. This work would include cooxdinating the FTO
program, inventory and scheduling for the tour. Five service areas in the
Eastern District have been established in this pilot program.
17
95-442 �
A sergeant assigned to a service area would be responsible for the service
ratings of the individual officers assigned in that area. The sergeants would
have the flexibility to adjust their start time to overlap with the preceding
or following shifts in order to interact with the officers in theii service
area who are assigned to shifts other than their own. Additionally the
sergeants would act as the interface point for that service area in that
community. The sergeants must be empowered to supervise, commend and work
with the officers in their service area to find solutions to the issues
concerning the residents regarding both quality of life and public safety.
Officers assigned to a service area must be encouraged by their supervisors to
develop a pro-active perspective on the identification and solution of
neighborhood.issues. Only in this way will the individual police officer,
acting as a resource broker, achieve the involvement of others in the solution
to problems. The officers will be spending time out of the squad car,
- walking, talking, knocking on doors of residences and businesses to introduce
themselves and to get a face-to-face perspective o£ the sa£ety of a
netghborhood. They will call block club leaders, attend meetings and become
part of the leadeiship fabric of the area. Specific strategies for pro-active
behavior will be employed, tailored to each officer's personality and
strength.
The most important facet of this initiative is to allow the individual officei
the time needed to create the pro-active interplay with the assigned
particular neighborhood and community. There must be an accompanying
requisite management of call loads to provide the necessary blocks of time for
the individual officer. Additional initiatives, such as the RCP.R, will also
be instrumental in the success of the service area pzoposal.
RCAR
Another pilot program in the Eastern District is a call diversion program
18
§
95-442 �
entitled RCAR, for Report Car. In this project the District selects and
designates two report cars for each day's Tour 2 and Toui 3. The RCAR takes
prescheduled calls from 0900 hours until 2000 hours each day. When it is not
in service it may be assigned to regular calls.
During the hours from 2000 to 0900, the Emergency Communications Center (ECC)
will scedule a time and date for RCAR to meet with the caller and obtain a
ieport. The ECC will then forward a list of RCAR scheduled calls to the
district each day. The RCAR officer will contact each of those scheduled in
order to obtain the necessary report. The program does not replace Teleserve.
RCAR is intended for calls which have been given P-4 and P-5 status. -
Calls £or Service Management
By December 2, 1994, the SPPD had responded to 165,763 Calls for Service,
which is a.92o increase over the previous year. This amounts to over 500
calls per desk and patrol officer annually. This is a modest increase in
calls for service over the 1993 rate. This amount of individual calls
annually per patrol officer underscoxes the need for calls for service
management. The SPPD continues to look foi innovative.solutions to the time
and personnel demand on calls for service. The policy to stop police
assistance of automobile lockouts except for physical endangerment was
initiated. Teleserve functions have been transferred to district offices in
order to facilitate reporting. Call weighting was initiated and has become
part of the formula for personnel allocation. The SPPD continues to evolve
this czitical management in tandem with COP initiatives.
Re-education of Citizen Walk-in/Call-in
A necessary concomitant of COP is the education of the individual citizen to
understand and utilize the law enforcement service delivery. This is a
particular complicated aspect of COP due to the rigidified concepts which many
people hold regarding law enforcement personnel. It is a particularly reified
19
0
�
95-�42
concept with residents transplanted from othei law enforcement juiisdictions,
particularly large metropolitan areas. The District Commanders hold co�nunity
meetings on a monthly meeting which is the beginning o£ the process of re-
education of the public. In order to have the resident/business owner
interact with personnel at the substation or District Office on an ongoing
basis, much more community education will be necessary.
Co�unity Partnerships
Each of the District Offices will face the challenge of discovering the unique
opportunities for community partneiships within their community. In the
Eastern District the Commander has initiated meetings with the security
personnel of the large industrial complexes such as Stroh Brewery and 3M.
This cooperation between the two groups provides a win/win not only for the
SPPD and the companies, but also for the community as a whole.
Police personnel are becoming more comfortable at becoming partners in other
community and neighborhood endeavors. Their paxticipation in district
committees and other neighborhood initiatives is a positive reinforcement of
the COP perspective. Residents are beginning to know officers by name and to
request them specifically.
Collaborations
The ability of the SPPD to form collaborations with public and private
entities, as a direct application of the COP philosophy, is best epitomized by
the Mobile Crisis Team (MCT). This collaboration between the Ramsey County
Human Service Department, the Youth Sexvice Bureau (YSB) and the Saint Paul
Police Department is an example of innovative public and private service
delivery. The MCT, comprised of specially trained social workers housed at
the Youth Service Bureau and funded in large part by the county, respond when
called by an officer to a family crisis involving a child in need of immediate
mental health intervention services. The MCT operates until 2400 hours on
20
5
95-442 �
week nights and until 0200 hours on weekend nights. YSB staff reflect the
community both racially and linguistically. This ability to react and to
speak to those in traumatic situations in their home language is a service
response epitomizing the highest level o£ COP. The MCT has been in operation
in the Eastein District since October o£ 1993. In January of 1995 it will
expand to the West side of Saint Paul and�with funding plans still in
formation, it will continue its expansion until the entire city is covered. A
program, such as the MCT, meets no resistance fxom the community and is in
demand because it is a perfect balance between a need and a service delivery.
Block Clubs/Citizen Participation
As part of COP, the SPPD became involved in the formation of neighborhood
block clubs in May of 1990. Today there are over 1200 in the city. The major
caveat in assisting in the development of neighborhood block clubs is that
they are not owned by SPPD and will not be enabled by SPPD. The SPPD assists
the residents of a neighborhood in forming each individual club. It provides
them with a list of resources, a manual (90 pages in length and written by the
FORCE Unit) and staff to help organize the initial meeting. The message is
first to change the perception that policing is traditionally set apart from
the community as a whole and thus not focused on or concerned with the
community's priorities. Second, the SPPD engages in basic criminal justice
education. Civilian criminal justice concepts are derived mainly from
television. Basic instruction in constitutional issues and system delivery,
such as probable cause, constructive possession, etc. are basic enlightenments
in order for the COP philosophy to become real in the residents' lives. The
SPPD has broadened its involvement in community interaction so that solutions
to such other issues such as garbage houses and other non-txaditional criminal
justice aspects are also included. Block clubs have voracious appetites for
eating up police personnel time and this aspect must be guarded against by the
individual officer. Minutes, advocacy of non-specific issues, and
organi2ational structure can mitigate against the effectiveness of the
21
95-�+�2 �
individual block club
The effectiveness of the block club to act as a
partner with law enforcement cannot be over emphasized and forms the basis for
COP at the community level.
Voluateers
The SPPD's commitment to an integrated volunteer program can best be evidenced
by the plethora of volunteer activities which are available. This commitment,
which has existed for several decades, fits completely into the COP philosophy
and provides not only recruitment potential but also outreach into untapped
community zesources.
The most visible volunteer program is the Neighborhood Assistance Officer
(NAO). The individual volunteer invests 96 hours in academy training and
testing. The NAO volunteer assists in czowd control at special events, at
crime scenes, and at accidents involving car towing. They are not involved in
security patrol. They are recruited from the neighborhoods and become adept
at observation within their locale. The other volunteer program, Reserve
Officers, also participate in crowd control at special events. These two
programs extend a police presence into Saint Paul community life on a daily
basis. There are several hundred active volunteexs currently in these two
programs.
Another popular volunteer program, this time with the police officer in the
role as volunteer, is the Boy Scout Explorer Program. This program which is
available for youth from the ages of 15 to 21 introduces them into the law
enforcement career. Currently 25 youth are involved. There is ten weeks of
training for the Explorers and they are involved in regional and national
competition. The Explorers assist at diffexent events which are more crime
related than those associated with NAOs and Reserve Officeis.
Other traditional police volunteei projects are: The Saint Paul Police Band,
22
�
9 J�T'TC
Habitat for Humanity, a Speaker's Bureau, and the Black Maria (a vintage
police wagon with authentic police costumes used for parades and events). All
are avenues of volunteer activity for the individual police officer.
Law enforcement outreach into the education system is comprised of several
programs: 0£ficer Friendly for K thiough third grade; DP.RE for grades 4-6,
but concentrating on the £ifth grade; and the Junior Crime Prevention
Curriculum for ninth graders. The three programs focus on a law enforcement
message which is appropriate for the age level of the child.
Civilian Academy
An enlargement of the concept of citizen volunteering is the Civilian Academy.
This initiative brings together leaders and activists in the community into a
law enforcement training program. Primarily for the educational dissemination -
on the nature and extent of police work, it also becomes a catalyst for the
COP philosophy between law enforcement and the community at large. The
commitment of significant leaders in the community to a twelve to fifteen week
program allows the SPPD a broad canvas on which to illustrate the many levels
and reaches of daily police activity. The success of civilian academies in
other cities is an assurance that the time and commitment to this new effort
will be worthwhile to the overall COP effort.
Other COP Programs
The SPPD has also initiated other innovative approaches to traditional police
response under the new administration and the COP philosophy. Not only is the
SPPD committed to the COP perspective, but budgetary considerations have
created the necessity for cost effective solutions to ongoing problems. The
FORCE Unit, now ending its second full year of operation, has been successful
in a complete interface with Saint Paul neighborhoods in developing block
clubs, in targetting street level narcotics traffic and in interacting with
problem properties in conjunction with the Saint Paul Health Department. The
23
§
95-�+42 �
Unit will now need to integrate and form a cohesive partnership with the
districts so that their expertise can be uniformly applied.
The Bike Patrol has been another popular and visible COP program. Completing
the second year of operation, the Bike Patrol is viewed by the citizens as a
unique and effective police presence. The goal of having the police presence
woven into the daily li£e of a neighborhood is best epitomized by the Bike
Patrol and other common sense approaches with which the ordinary citizen can
relate.
The proliferation of the substations throughout the city is a final example of
COP at work. This particular COP invention brings together the community
volunteer and the patrol officer in a unique information sharing setting to
the benefit of all. Each neighborhood substation provides a place for the
community to receive and to give information on issues not limited to crime ;
prevention. The popularity and acceptance by the community of the substations-
underlines the need for the community to be involved in the health of their
neighborhood.
ZV. How did the SPYD do?
Evaluating the successful implementation of a department wide COP plan will
necessitate a major comprehensive undertaking and will require the assistance
of expert resources such as housed in the Community Policing Consoxtium.
Included in the evaluation, but not limited to, are the following evaluative
items:
* arrest rate per 1,000 of juveniles
* calls for service stabilization
* stabilization of the numbers of juvenile offenders
* effectiveness of officer and neighborhood interaction
* complaint versus response time
* of£icer initiated activities by number and type (more comprehensive
24
�
95-�+42 �
than complaint number and calls £or service)
The embracing of the COP philosophy by the SPPD is not complete. There
remains much to be done but the SPPD's direction is focused. COP is an
evolving concept and where the SPPD is today is a necessary stage in order to
arrive at a more advanced execution tomorrow. The SPPD Strategic Plan is part
of the successful blueprint for a completed COP transition.
25
95-442 i
Zmplementation Plan £or SPPD Strategic Plaa
Timelines of Transition Activities of COP (see attached Goals and
T9.melines Chart in Appendivc)
II
Sta£f Assignments and Responsibilities
Chief William K. Finney
Deputy Chief Ross Lundstrom
Commander ponald Winger
Lieutenant Richard Gardell
Lieutenant Nancy DiPerna
Sergeant Timothy Leslie
Cynthia Mullan
Carrie Wasley
III. Resumes
Guidance
Director of Strategic Plan
Community Partnerships
Neighborhood Service Areas, RCAR
Long Range Building Plan
Training Unit
Systems Unit
Research and Development,Unit
chief Wiiliam x. i'inney is a life-long resident of Saint Paul and was named_
Chief of the Saint Paul Police Department on July 15, 1992, following twenty-
one years of experience in the SPPD in various capacities. He is the first
African American to be named Chief of Police for any Minnesota city. -He
served on the Governor's Commission on Violence and on the Minnesota Supreme
Court Task Force on Racial Bias. He helped guide the Ramsey County Study on
Local Government Consolidation. Ais strong interest in educational excellence
resulted in his election to the Saint Paul School Board in 1989. He has
served on the executive board of the National Organization of Black Law
Enforcement Executives (NOBLE) and on the International Association of Chiefs
of Police. He has been active in community affairs: the YMCA Black Achievez's
Association; the Indianhead Council of the Boy Scouts of America; and the
Junior League, to name a few. He is the recipient of the Spurgeon Award
presented to outstanding citizens for their commitment to the community, and
other awards including those from Saint James AME Church, Alpha Phi Sigma,
WCCO Radio and the Criminal Justice Honors Society. He has also received the
Alumnus Achievement Award from his alma mater, Mankato State University Alumni
Association. The Chief and his wife Linda reside on the East side of Saint
Paul.
Deputy chie£ aoss Lundstrom has been with the SPPD and lived in the City of
Saint Paul for the past 23 years. He has held a series of progressive
assignments including investigations (Commander of the Juvenile Unit) and
administrative roles (Watch Commander, Sergeant Investigator in the
Inspection/Internal Affairs Unit). He currently serves as the Deputy Chief
foz Operations following a term as Deputy Chief for Support Services. Since
holding the position of Deputy Chief, he has spearheaded a number of efforts
to improve the SPPD including initiating and chairing a Call Management Task
26
95-442
Force, overseeing the revision of the hiring process and recruit training, and
guiding consolidation efforts with the Ramsey County Sheriff's Department to
merge identification and booking procedures. He has published articles on
orqanizational development in the POLICE CHIEF and the FBI LAW ENFORCEMENT
BIILLETIN. He has an MBA with a specialization in Public Management fiom the
University of St. Thomas; a BA in Criminal Justice from Metropolitan State
University and is a graduate of the Administrative O£ficers Course at the
Southern Police Institute.
co�ander aonald winger is a twenty-three year veteran with the SPPD and a
life-long resident of the East side of Saint Paul. He has held a variety of
street, innvestigative and administrative assignments. He is currently the
Commander of the Eastern District where he has instituted the Bike Patrol,
crime cluster investigations, a crisis intervention project and the first sub-
station in Saint Paul (there are currently six). He has made a priority of
working with organizations as diverse as the Trinity Mission, Salvation Army,
Payne-Arcade Business Association, Sun-Ray Merchants, 3M, and the East Side
Neighborhood Development Company. He has also participated in a volunteer
teaching project at a private school in the Social Studies curriculum.
Commander Winger has a MA from the University of St. Thomas, a BS from the
University of Wisconsin in Sociology and is a graduate of the FBI Academy.
Lieutenant Richard Gardell, a twenty year veteian with the SPPD, is a native .
East sider and continues to reside there. His assignments include the Command ._-_
of both the Emergency Communications Unit and the Sex and Domestic Crimes
Unit; Executive Officer of the Eastern District in the Operations Division. _-
Currently he is in command of the FORCE Unit. Active in the community, he is
currently co-chair of the Ramsey County Child Abuse Prevention Council; Post
Committee Chair of the Saint Paul Police Explorer Post; Product Sales Chair
for the BSA, Indianhead Council; Immediate Past President of the Southern
Police Institute Alumni Association; Past National Chair of the�Coalition for
Juvenile Justice; and a member of the Ramsey County Initiative for Violence
Free Families and Communities. He has just completed the design and
implementation of the Neighborhood Service Area structure to deliver COP
services into the community. Ae holds an MA from the University of Minnesota
in Criminal Justice and a SA in Political Science. He is also a graduate of
the Administrative Officers Course at the Southern Police Institute._
Lieutenant Nancy DiPerna is a fifteen year veteran with SPPD and is presently
assigned as the Services Section Commander in charge of the police impound
lot, building maintenance, communication services, and police fleet. Prior to
this assignment she served as commander of the Special Investigations Unit.
She has been an executive officer in patrol, vice commander and internal
affairs investigator. She is a member of the International Association of
Women Police and the Minnesota Association of Women Police. She is a graduate
of the Leadership Saint Paul Program and the Latimer Leadership Program. She
has an MA in Education and Public Administzation from the University of Saint
Thomas and a BA in Sociology from Aamline University. She is a arecent
graduate of the FBI National Academy.
sergeant Timothy Leslie is a fourteen year veteran of the SPPD. He is
currently assigned to the Training Unit where he has been both the Police
Academy and Field Training Coordinator. In addition to his expeiience in the
Training Unit, he has had a wide variety of assignments in the department
including Narcotics and Vice Investigator, Canine Handler, and as a supervisor
of the Critical Incident Response Team. While assigned to the Training Unit,
he has revamped the entire field training process and developed an outreach
program designed to attract diverse high school youth into careers in law
enforcement. He serves on the Board of Directors for the Saint Paul Youth
Service Bureau and is an active member of his chuxch. He has a BA from
Mankato State University and an MA from the University of Saint Thomas in
Public Safety Education and Administration. In March he will be attending the
27
95-442
Northwestern University Staf£ and Command School Program.
cynthia Mullan has been with the SPPD for nineteen yeais and lived in Saint
Paul for 33. Originally hired as a Research Analyst, she was instrumental in
shaping the current Crime Analysis Unit, developing numerous statistical
piograms and reports designed to support daily police activities and the
information needs of the citizen. She is now the Systems Unit Manager
supervising a sta£f of three and the SPPD's data processing budget. Working
in conjunction with the Ramsey County Sheiiff's Department, she designed,
developed and assisted in implementing a sha=ed computerized booking and
criminal history system. She has also been the driving force in developing
the SPPD's Single Incident Tracking System (SZTS). This real time system,
written in ORACLE, tracks incident activity from the time a call is received
to its final outcome. Containing key information on patrol activity,
location, names and eventually arrestees, this system will link all police
information components into one unified system. She has a BA in Psychology
and a BA in Mathematics from the College of Saint Catherine.
Carrie Wasley has been the Administrator for the SPPD's Research and
Development Unit for the past year coming from the city's Department of
Economic Development where she assisted the new administration in the
restructuring of this depaztment. Previously she had developed the Commercial
Economic Development Project for the East Side Neighborhood Development
Company on the East side of Saint Paul. She has served on the Mayor's �alf-
Cent Sales Tax Committee, the Business Revitalization Committee�-and the,
Mayor's Economic Advisors Transition Team. She has a history of�community and
political activism and lives on the East side of Saint Paul. She holds a JD
from Hamline Law School and a BA from the University of Minnesota in the areas
of Criminal Justice and Political Science.
V. Project Management and Organizati.on -
Project Management is under the aegis of the Strategic Planning Team
consisting of the above individuals. The Team continues to meet and dialogue
with individual units of the SPPD in order to achieve a comprehensive
interface with all aspects of the SPPD's mission in the City of Saint Paul.
The Strategic Planning Team reports directly to the Chief and his
Administxative Team. Zndividual members of the Strategic Planning Team are
responsible and resources for specific aspects of the Plan.
Deputy Chief Lundstrom is a member of the Mayor's Public Safety Advisory
Committee. Both D/C Lundstrom and Carrie Wasley have been involved in the
initial meetings of the Mayor's Safe Cities Project along with other police
personnel. This important linkage with the community is strengthened by
Commander Winger who is in the Eastern District of the city and which has
served as the testing area foi all of the community policing prototypes such
as RCAR and the Neighborhood Service Area structure.
28
95-4�+2
VZ. Sudget Narrative
Timely, accessible information is critical to the success of community
policing. The St. Paul Police Department's centralized data base concept must
be enhanced to support problem solving at the community level. Information
must be shared among the Police Department, the community and various social
and criminal justice agencies. The mutual exchange o£ information is essential
in identifying and addressing problems that transcend geographical and agency
boundaries. Our program proposes utilizing existing technical staff to support
the development of computer capabilities that facilitate information transfer
both within and outside of the department.
Specifically, the current technical staff will: -.
• Work with the consultant to ascextain non-linkages in the COP
continuum
• Design, develop and establish a strong communication
infrastructure that supports moving information through the
organization and out to the community and other social and
criminal justice agencies
• Develop specific computer applications that include, but are not
limited to, crime prevention, crime analysis and intelligence
exchange capabilities
• Develop computer applications that capture and organize data
pertinent to the community policing performance measurements
• Train users and support the technology employed for the above
applications
The above tasks will take existing technical staff from their daily
responsibilities. To retain cuxrent service levels while developing and
implementing the projects specific to enhancing communication, an additional
temporary position is needed. Specific responsibilities that will be assumed
by the additional position include:
29
95-4�2 +
• Staffing "Help Desk" (responding to user hardware/software
problems)
Maintaining equipment management system and coordinating hardware
repairs (terminals, printers, PCs)
Maintaining small COBOL, C and PERL applications
Testing and documenting new ORACLE systems
The tasks detailed £or the additional position are consistent with the duties
and responsibilities of a temporary EDP Programmer Trainee in the City of St.
Paul. The EDP Programmei Trainee is an entry level position. Candidates must
have successfully completed the course woxk necessary to earn a diploma in
data processing from a technical/vocational school or equivalent institution.
Starting pay foi this position in 1994 was $12.96 an hour or,$25,956.80 a
year. Fringe benefit costs were $6,985.05 bringing the total cost for an EDP
Programmer Trainee to $33,941.85 annually. This figure may be slightly higher
in 1995 depending on the outcome of union negotiations.
The Strategic Planning Team is scheduled for a training session with the
Community Policing Conso=tium on February 24. At this time, the scope of
consultation by a systems consultant, has not been delineated pending further
discussion by the Strategic Planning Team. Technical assistance has also been
scheduled for February 21 and 22. The Team will re-evaluate the SPPD's needs
after the training and consultation sessions.
VIi. Budget
In order to proceed with the Implementation Plan the SPPD proposes the
following amendment to the use of funds originally proposed:
Hiring of a temporary EDP Programmer-Trainer 535,000
Hiring of a Systems Consultant
40,000
Acquisition of Systems Equipment 100,000
Evaluation
Total funding
25,000
200,000
�
95-�+42 �i
VIZZ. Appendix
Goals/Objectives/Tasks
Ten Year Capital Plan
32
� � �. �
A o 0
� E �Vi N
O '"p O O m �
� 3 3 -g ¢
2
�' � H F � z
a
� M
T
H
� N
� �"�
�
� �
ti
z M
�
�i N
n.i
w �
�
a�
w
F en
� N
� X �
ti
X � �
r�i �" O ..
� y � N N � ��
V
� A 3 3 � a
a a
�d O
A � V 9 0
� a a . o � {� a: a°�
d � � � 'O 'O � 5 O fC Y � N � t0 �
(]� y �' � d P. li � � Q� 4 'O .d Q y C '7 A
;= °' �g m �C ° $ U ' o. — c� g ° .c � a .� � A a
� � � a � � m � � ° v� �4 � $ � o '° � 5 .5 A
a � � � `° � •O [ e0 a a�w ;ehA a o� '�
u g .g A o y y � '� • ��
� ° a � � 9 o t5 :a �' � o a z '� �;� a o a
� p o Y'�3 .S 3 3 v�' a � °$ a` °p .a � .y d a Q a� �
� a > � � •$ o A a�'i � '2 '� ;°^� w $ o � � � � .". °� � C
N
,w„� ?: q � $ �e� � A � Z c � a"i m $ � o � o ro u
pa C � a � � a�i � .`�.. `O .n w° a� � a $ R � •� g q,
p � ,� .� - 3 o y fa. y °° a " o .o w o M �> w a> O
� pp tC C �i � � 0 N V � ��' O G M d� h 4� O. 'K. U
� � �, � � � o �3 ,� °� � a a a . � zs � � O �-
: � y � a' . E o a � � > � y ' v e tO� p o � o > c �w `° U � a
Q p � , •� .�. O O L . � m a) O �. o
� R� C� �"' �� i ia •� a A y A 0�0 ' F� ..^�'. Cvi a1 T d 7
a, a� a m : o a ° �n 8 ❑ ,� R ,$ e°'o +'' :a o � � � .�
" a > i eu � � A °� y v 8 o y .. � � 9' o .>. -°: °;�
'� v_� ,� W o m 8 y.r o m'� m� a� a d y a. 3'� � a• ¢ a
y U h d d Q U U O N �"" N � �"'
9 e A .. o ❑ a, o a � a" f�' '� a � •p m c°� �� o �
� `° � � �k �«° ' .�a 'y —' z '° N .S � >, ' ° R c � � a g
8 eo � a d p o a d�� °> �, o d � v�� F °' �`: —"' �o d E.�
,e �`° P, '"3 °u U � rn a a U..�. 3 m`^t1 y y °� a o-� a � a, «
p G � O •• „ G y ,_y, ie q. O
�� � u.� .k d Sd :: .ie U.k v'A C x g A S d a�'� a� d
� 6. � 'n �'n R v. fn d m L � g �>� d F> N
V W.5 R O 3 a F o F� F'� E= O 3° F v� ° C7 I. ' :°- '� � O��
_ �
V yy
H
r� 7 aai r� CD p ^ U ' ��L �
Q ..�i � ✓� V p .�'+ [Y� �0 v '� , :
O � d�:� U U � / �� � 8 �
� • 1 [ i •� y� Y W W .y � O U
� � a �5 F ri � F a U�
� x x x x x xxx
N M
a x� x X X xxx
�
, N
� x x x x x xxx
z'" X x x x x xxx
�� X >C X X X X>CX
z `"
.. >G X SC X X X SC >C
z
z x x x x x xxx
w"
p X X X >G X X X>G
�� X X >G X >C X X>G
� M
X X X >C k >C X k
� N
a � x x x x xxx
..
>C >G >C >G k X >G X
9
W o ,�e �
�'� d d d v� ° F" 9
�� � � � � � h ��
a �a U
�a �" � � A a 3 � ca
0
y ��
d
a ,� „
d
� a � w '� d ° � U
m � � cl y `° G � p [ � d � a °0 a �' i � `d
a � i Q c� o� '„ y ti� � '�" � � i,�, � U � �°� � K
,� � ° � '9 G 8 0 ` � s �n y � c e w � �� a . 9 d
� c °� .'"�. °>�h t° o�$' s'� � v a .5 v � E- a� a
..
�' ¢� O �
�s I o E Q• � h °- g °" 8 eo
v�i �U 8 °o ? ° Q .� � : o � q � •- � d o o `� O � .�'c°• o
� a � �� ° a o ° o � .°�� � a � A '� � o a � v �°' i �° '� � �
V •
� "� a, o cG .� t '� a N .a o� U° d o y d o d Do . o
w '� � a "�' d � � � 5 � `"° � ro '� 'a R � -� � .a � m ,� o
� v� . y � C .. � ... o � �° a �.. i o" m o.°p � 3� $ �, 4 0'
p � °� c,, a 3 . ,'� °' � °' � , �d , i °' ' °' Gp 9 '� ,. .o °
„ g � x -� °�a •a�=..
� � a o � m��� O y> y A a ���° a.9 c z ] m g b
w a � � d �� o a � q�•y .� w ra �� o
O � °� a p :: :o a c � y • a � °' �o � .. � � •� " � ,g o
� •� � � � y [ o •°- � � .� .� � a� Q � a � o � a v o .� 9 U y �
� y ° � m. `� � � ,y '. ° A o o a.8 o en � y F o'C a�
� $ m � a'"i a � g � :� � � R .� V '� � q y � v � � •� G, 8 �°.
� � an .� ° � o '� `� ." '`' �` a '�'' o " � 8 $ � � m Q � b
a �. � " x a � .a � � � � '� � � �
� •� `° � � � a � c. a°� d eo h b �u eo 'd ° o � �e a a � i i �; � � � �'a •y� A
4 t� ��5 cn y� y � � o� Q Q � Q U Y� a � "� > d Q x� y
'� 'O � e i" d � '� 0 � ' w y' y �' � w '� �' �•�• A '� y � F � . 7 A .�a N � �
F� F o F� C7 U n a`i Q O U� v� F CJ rn F��3 w'G O.S .S U F F F � o
�
A
0
c�,
a
v+ M
T
O�
ti
r N
6 •..
]
��
�
z "'
..
zN
..
� '"
oa
y �
�i
�
F en
� N
a
k �G X
X k X
X X >G
x x x
>t X >C
X X X
>G X SG
>G k >G
� � �
X X >t
X k X
DG >C X
� � a � �
..
� Gt Q Q �
� a a a �
�
W
W
r�
O
�
�
¢"i o
a •�
o �
y � W
� � � .9
o "'
0
R U U • Ci
a .a ? d
O $� � q �a
b � ^ � � p
� d v � O �o
y � � � O 'd
.� � o � �o '� ,a
O rri 9i c) p � d C
V � O � '� w .�. y �
.N y V .�'. y y y N
� W � � �y � y .�. "'
4 17 d y U � y d
°" 8 5a � ,��e
d�oa��oo�
.� .°U'� ���U �
a�i a ' '� °
y ti � N � �
O � F :d F .?, F ��3
d
�
B
W
R � g
C7
w
N
� O � � ° a a
� b U
> `�° o
•� o a
° ' a
°i � m
� d
�
� 4� �
o •�
[�j Q w
� h N
3 d a
� M �
•� � r
� � .
o �
8 �
'd o �
� C .�+
�,�
� A .�
� ��
� � d
� � 4
�.�a � �Il
� � 2
V d N
W v :
��
0
� °
�� ��
d o � �
N w —�° O
7G X
� X
X X
X SC
X X
x x
>G X
X X
� �
�t X
k X
k x
6
0
M
� �
� �
Q a
> �
L' �
m�a b � �
a � � W w
� V a � .c d
� � v� ,~°, o
°'x•� � d a
� O � ? O �
a. � �
-G O 0 'n Cg
d .� V �3 p �
Y O
� a U U � � 'C
� w � � a a �
a. � 'O 9 � '�
O ' .v'
R
� � o = � � O O
.+.
w � 'pb � d .� � �
� � � 9 ,� y S
� W T� N 'O , ; y �
,�.a Q � �.80
r ... � � �d„ G ' b 7
.� y ° n,x" p^ � CgU�U
L �p �n h t+ � y p
O m S F U'$ F 0.1
95-442 �
�
�
�
'�.
a
F
�
�
U
4
, a
q
m ,,d
� N
Z d
W
� �
I �
•y U
� '2
I '� �
y' �
� � s
�
� 3 �
I � �
I � .�
; '#
d �
I � q
I �� �
i K
� U �
�"
�
o p � , �
U
_a
8
R
F
�
::
<
�
U
.
� �
� 4
�
F
�
� � �
N � .-°�.
e �� a.
N .� E1
d ¢' d
� o �
N a � d
� O � �
U ,.
C eo p, c
� '«�� a. a.
'O N G �
.� s ��
� ,� $ v
Q b � d
� � a �
� N .
Y
... o C. 9
d d N � �
� '"� E"' o �
� a
Q o a 95-442��
o � ��
, � � �
a � , � �
ca w � �
�
� M
a
ti
. N
� �
z ,�
a
.,
z `"
.,
zN
.,
w '"
� x
W � x x x se x x
��
� N
a
..
F
z �
r�i.� "� F
6 z a o A
F � � '� � a A � �
� U rn U � � � � ..
� �
� y o '� � o a' .°. �'.. d
a � O ,� � o ... ..
� 8 ;; � 3 $ � .n U d � q �a �°
4 Y � i � 'O u � 6� •• " M �w F�i.' o .�n y
� � �'' p = C�, � w o '� c a � .� �
c' � .9
O .0 ,� � �b.' � � � � .g 9 N � °� .n rg.
� y R � C � � N � U (6� r �'ii • � � N � Q
� .� L7 bD � O
� d �°. � 8 � � � A T :� � �.'' � o 'm '� .� � m
lJ w �i � � C .�+ Yn a ' �. b O N �' � Q � " � C q Zi' a1
c• R A � d a �i � A d�
f�-0 �G � �`� � o a p Q „ ° .°. .� � o o� b K c d.� � v
y „� d a t3 � A p., e A ��' ,� m o �-� a o'ti >
O � a 9 b °� c o� « � a s. � � a�''i �v � Y� a• ,�e �
a .g ° a � :o *�' '� ,�, s ;; $ u � �.. �" c�i � �s ° �
a. o m a � � � m 4y c°� q Pa 'C �;� � c
O :� m y `° `? a °� n ` o .� � .°. `o � q '� � o .5 �2 � i° a
U' �; � '� � � � �' � o '� m 8 � c � �° � .A m � w � �
E a� ,0 8
o � a � Q �; M d � ,: •� 'o °�° Y' 0. � ° � �' � � 0 9 �°- �
� y c, Qq °' 8� fi� o m�� w a 8� o��, 0 8 y a�i � s �
y [ 0 4 �°, � °' � ,� '= � = o � 2 ° � � b � � ,'� d
c °' >°` ° a��', A w � y a u g� °�� a a o. � b eo
o 9 d d 6 0 0 '4' F :a y �'a o"'� °' �3 °' �
C J ;; A � e p, u. en � m � a y ci • a e F�v 0.1 C] a� d �.�. a
g � C
y � ''�r A � � y '� '� °�' ` $ 3 � y a 8 = '�` � ''� '� N t g 0 .,��d A R $ e�'o
t0 w �`• `� «� � C7 �"�� O u c�i H� F' F C7 F$ E.� a
F 8 F O � o F F a a1 �v .
� 95-442 �
A
a
� � �
a
�. �.
a�
�
.,
� N
] �
� �
ti
Zi M
wr
.� N
H
LV '"
Pa
a �
W
� M
x x x x x
� N
a
..
x x x kx
F
W 9 8 8 �
� � d d
z F �- H F � � �
, r� � .V� G V
E~ d N d d y � � �i tf A
� � a t�0 e�C �R Y i0 R � � �J . .
� 3 3 3 � " = ' • .:
� � a a a
d
c z
a t°
o � a ^. o
� � � � d '^ � � Q Q y � �
� p, .� � .k a� ' 3 C� s7 k" � � '� q
O � A O 3? 0.. N-� N �= 3 � � :L �' � S. � d 'O O
� etl N �r . � •`� � � � A A" y Q L•i � �y .� �C v �
� � �.a a[i � � ' a � � -O � o .S •� a ° � � a�i h ° x w
�}�,�, y� o s a c a'o tQ 'a C e U `� � a v o'�u c� d O'�
L�tl '� •� .� b m �v � � 3 .`3 � v � y � � . `�' ° ° a�� � w Q T o
� �
,� •� � o � � � a , � [ � :� p .5 .fl � � � .8 � � � � � '�
� y � ti p� � y� �� m y� w �p $ ryi � [ U a� d w O � y� p� � 7
� y c� iy d E �„� o�.. a o 0 o c
a�i a�� F y$� Q$ a' w° � o� w `o .� q y'�.' Q � m"`�'
p N •� 8 3 � o � � � fi � �U � = o � L� � � .S � 6 � ,. a ,° H .5
� a � q � A� ca 'a � a y .� � B ° a o�> c' � U � S F„�°,
.a � m q c� . S .o o Q d o�. �, a'� � o � a.°'. •� q,;; .S °' 8 W
W�`' G 3 0 0;a R,? y 8 m v R v C� 'E3 ��s a�o ^ A��, � a
o � �' �°'E 9 ° °' � `° 8 `� �o � '� a ,� � :: ;� � t° � " ,° a ° '
; d �a � d a�S "> c�i ° o a A v�a 8 �°''o W� a d
> a� „�. y'' w� 47 e�o .' `° y.: �e y g � 3 U'� T,� o d w
.?A ea�� awa`o b >C`� „o�, �w �a.9.�9 " " "�� $ �
g 6 i� A A�•q A.s� a.
:c+ � a °' i W s � �8 � � 0 3 � A � � � a O `'w � o ��o A � � d ' a �
O F� F �a F v F F a, � O F.9 � F v� �° W F a, V F'� q a. F`o �
95-��2 �
The following is a projection of Pacility and equipment needs
that fall within Capital Improve,��ent Funding.
Capital Inprovement needs are in essence non-recurring costs or
non-operating costs. Each Capital Improvenent project has some
type of shelf liPe or use expectation period. An example of this
is a building structure. The r.ornal building structure may be
given a 25-year life expectancy. Theoretically, this structure
should be replaced at the end of this period. This replacement
may be a continuous refurnishing or remodel or upgrading during
this period. Thus the liPe expectancy may extend for an
indefinite period of tine with proper maintenance and renovation.
Each of the listed itens in this report shall indieate life
expectancy, a need rating, an estimated cost and when the project
should be brought on line.
It is recomriended that a$50,000.00 yearly contingency Pund be
established for police facility enhancenent/remodeling or
renovation. This £und would be used for major repairs and be
accunulative. This fund would offset najor repairs costs that
will occur naturally because of the aging o£ facilities and the
need to house new,or expanded units.
The city, specifically the Pol?ce Department, has a trenendous
investment in facilities and structures. This contingency fund
would be a prudent investment in such facilities.
1495 Estimated
Cost IIse life Need
East District facility/ $1,500,000.00 25 years High
Curfew Center Funded For $1,250,000
Underiunded $250,000 -
Garage repair 100 E. lOth $150,000.00 10 years High
"P?vTICIPATE FUNDING"
Rain Leader Program $65,000.00 20 years High
"FL;�TDED"
.,.. .. _ . . .. . : _
. . : . .. .;:-,_�=.>:�:: ::4=_ ---_--.. ._ . . _ . � .. . _ ,.. _.. .... .
95-442 �
1996 Estimated
Cost IIse Life Need
Western District $2,500,000.00 25 years Speculation
North Facility
In conjunction with Metro tiniversity.
State £unding necessary.
District Cooling $500,000.00 25 years Moderate
Opticom System (60 Units) $120,000.00 22 years High
"Three Year Program"
1997
Garage Repair
100 E. lOth
100 E. llth
Remodel Planning
Jail Annex Removal
Storage and Repair
Impound Lot
1998
100 E llth
Remodeling
100 E lOtn
Remodel Planning
With includes Range
Estimated
Cost IIse Life
$150,000.00
10 years
$100�000.00
$150,000.00
Estimated
Cost
$400,000.00
$50,000.00
10 years
10 Years
Use Life
15 years
15 years
Need
High
Moderate
High
Need
Moderate
High
Replacenent of �
Ordnance Facility $200,000.00 15 years Moderate
Opticom System (60 Units) $12o,OQ0.00 12 years High
w
9
. . ..�_ ... ��il.:i:.�:'�r'�r.: •..... ..�....-... _�. _� ... . . .�� ... � . r ..__ .... i . .. ...�_ .. . . � .
95-�+42 i
1999 Estimated
Cost IIse Li£e Need
K-9 Replacement
and Remodeling Planning $50,000.00
100 E lOth Remodeling $250,000.00
Does not include £undinq
i£ shutdown of current
outdoor range site
occurs.
2000
K-9 Replacement and
remodeling
Central District
Replacement Planning
Highland Structure
Remodeling
2001
20 years
15 years
Estimated
Cost IIse Life
$200,000.00
$100,000.00
20 yea,rs
25 years
$150,000.00 l0 years
Estimated
Cost IIse Li£e
Low
Moderate
to
High
Need
Low
Moderate
Moderate
Need
Central District
Replacement $2,500,000.00 25 years Moderate
Impound Lot Replacenent
� or Remodeling Planning $50,000.00 2o years Hign
Out Door Range Planning $50,000.00 20 years High
2002 Estimated '
Cost IIse Life Need
Impound Lot Replacement
or Renodel
Parking Ramp
100 E. 10 & llth
Planning
$1,500,000.00
$50,000.00
20 years
25 years
A igh
iOW
I
.:.. .,..-. . . _ ...... . _ _ -- - : - �-lr x - �r^ �.tz - __s_�
._. -:,.:... .., . _. _ e_.,.._.... _ .�..__ _. ... _.._ .� ._. , ..._ _,G .t���.w,
� u._i.,.....TT_'.._" ' - � e f.�..
95-��2 ��
Outdoor Range Replacement $2,000,000.00 25 years
2003
Cost
Estimated
IIse Life
Parking Ramp
100 E 10 & llth
$3,000,000.00
ADDITIONAL INFORMATION ON RANGE:
25 years
High
Need
Low
UPGRADE/REPLACE TARGET RANGE FACILITIES:
Our current facilities have become-outmoded due�to additional
demands and new pollution/environmental health,standards. The
largest problem is our Outdoor Range facility; which is situated
on the most southeast corner of the Ramsey County Workhouse
property. We have used the property for three decades under a
lonq term lease and currently have approximately.$1.5 million
invested in land and capital equipment.
If a new outdoor range is not built and our current range is shut
down for health and safety reasons, the indoor range located at
100 East lOth Street will have to be updated and enlarged for a
cost of approximately S1.000.000.
Our dilemma comes from the need to do more and better training in
the use of deadly force and officer survival verses the pressure
of encroaching residential development and potential condemnation
of this facility due to lead pollution. •
We are looking at two potential solutions to our dilemma:
A. The preferred solution is to enter into a cooperative
agreement with the Ramsey County Sheriff's Office, the State
of Minnesota and the Saint Paul Police Department to
construct and operate a state of the art firearms training
facility. This facility would be similar to that
constructed and operated by the City of Maple Grove and
Hennepin County. It would take care of both the lead
contamination/recovery concerns and the noise/safety
concerns of neighbors as the facility would be undercover.
we would also have the capability of recovering operation
cost through user fees to other agencies
B. The other imposed solution is to clean up any potential
�...:. ...: .."' ,,. ,...,.:...:—^.�.;�..`. J .r :r:_.:.._...:.'_:�` = =rn`_...:.Y� Y{n?'..,._-"l,�...—._ ` u.<::. ::.�y.. a '.�'. ' �<• � _ ,
._-�.,..>s.,_-.:::.�..l��.v �&,�.r..._..:.v .. °-: .. iec.. . _ �. . _y,` 4 "..��?_Si's`?`=�e_'2.'.-.�'%x�r-ci;��z%rE "_"""... .
95-442 j
pollutants currently existing at the facility and construct
bullet traps that will allow recovery of any lead on a
regular basis. This solution does not address the effect of
noise pollution or the fear of stray bullets among our
neighbors.
Cost Estimate: Option A, Joint Venture; $2,000,000
Option B, Cleanup/Construct; $1 to 2,000,000
CSM LONG RANGE SPENDING PLAN:
Replacement of the obsolete Police and F•ire Department Telephone
PBX Systems:
Cost: $630,000
Implement Time Frame: "1995-1996
A single radio communication.system for.the entire city. ,This
system should be either_a part of the.planned regional system or
a stand-alone-system for the city. -
Cost: Available from consultant - February 1995
(preliminary estimates from 12-24 million)
Implement Time Frame: 1995-2000
ongoing specialized technical training is an essential part of
increasing revenues. Annual training budget increased by $10,000
in 1995 with a 10� increase each following year. Listed below
are specific areas of opportunity to grow our service base and
all are dependent upon specialized training:
Two-Way Radio
Mobile Data Terminals
Data Systems
Telephone Systems
Radio Pager Service
Vehicle Communication
System Integration anc
Traffic Radar
Equipment Installation
Interfacing
ADDITIONAL LONG TERM EOUIPMENT NEEDS:
Cost
Estimated
IIse Life
Need
Communication Upgrading $630,000.00 15 years Very High
Telephone
Opticom System (60 Units) $120,000.00 12 years High
�
': �-.('. :�.�.._ .�..�. -�::-_ :-.-- � . �..>-_.i� ... _ _
.. r ' .�.., ri ' -.... . � - i ..-� -
� _`.. . . . .... _ _
��.. . %.� � � - / .. -. . �. . ... � . �.. i .. .. .. . .. . ..
95-��2 +
Communication Upgrade "12-14 Million" 20 years Moderate
Radio
UPGRADE/REPLACE TR�I*IING EQUIP.4ENT & FURNISHINGS:
Within the next few years we wi11 need to replace or repair
seating and equip,��en� in classroo� A and re-outfit classroon B.
We wi11 also have to replace open of£ice £urnishings for the
trainers, which have worn out or been transferred to di£ferent
units.
Cost Estimate: $50,000 - $100,000 •
CRIME LAB LONG RANGE SPENDING PLAN:
The Crime Lab could continue to operate using current procedures
Por the next ten years. However, ten years from now the current
procedures being used will be considered archaic. Ten years £rom
now the current drug analysis instrumentation will clearly be
obsolete. Both the gas chronatograph and the
infraredspectrometer will have to be rep�aced at an estimated
cost of $60,000 each for a total cost of $120,000.
A much needed procedural change in the area of computerization
will be needed in the next decade. Development of a totally
computerized lab system that could be limited to in-house use or
could be made accessible systen-wide. In a system-wide mode, all
lab reports would be in the coaputer and any SPPD unit, city or
county prosecutor, or other interested agency could access the
data. A ball park figure for five PC terminals, two printers and
a bar coding system in the lab is $18,000. The development of
the programs and the haYdware to run them would have to be
estimated by the Systems Unit.
Sometime in the next 10 years the Crime Lab truck will need to be
replaced at a cost of about $25,000.
Sometime during the next l0 years the current MAFTN System will
become obsolete. The entire system is computer driven. Our
share of replacement costs could easily run between $250,000 and
$500,000. The original MP.FIN System lasted about 12 years.
Given the pace of change in technology, I'd be surprised if the
new MAFIN lasts more than seven years.
PROPERTY ROOM LONG RANGE SPENDZNG PLP.N:
The Property Roon has operated Por nore than 30 years using a
system of file cabinets and log books. Their methods are simnle
and employees do not require an exorbitant amount of trainir.g.
However, more and more demands for information are being made o�
the Property Roon, i.e., How rany guns were recovered? How much
money in is the safe? How many items nore than a year old are in
storage? Several excellent conputer programs designed