CITY OF HARTFORD L MEMORANDUM James C. Rovella Chief of Police FROM: —_Lieutenant Jason C. Thody Commander ~ Planning and Aceredit DATE: August 6, 2013 Staffing Assessments Bridgeport Population 145,638 (2010) ‘Authorized Officers 500 ‘Actual Officers 423 (77 short) ‘COPS Grant Obligation 447 Police Budget $43,000,000 Anticipated Hiring 2013 ‘None scheduled for 2013 — First class is anticipated in late 2014 COPS Grant Requested 2013 15 requested but will not pursue without Federal waiver of 25% obligation New Haven: Population 129,585 (2010) ‘Authorized Officers 495 ‘Actual Officers 391 (104 short) COPS Grant Obligation N/A This isthe first year New Haven will use COPS Police Budget $37,440,952 Anticipated Hiring 2013 2 classes of 40 officers (80 officers total) COPS Grant Requested 2013.15 officers to be hired under COPS Grant Yale P.D. Officers 87 124,867 (2010) Plus commuter population Authorized Officers 480 (Variable number ~ Plus COPS Grant Officers) ‘Actual Officers 464 (16 short) COPS Grant Obli 480 Police Budget $36,793,817 “Anticipated Hiring 2013 1 class of 30 officers COPS Grant Requested 2013-10 officers to be hired under COPS GrantRovella, James ‘Thursday, April 17, 2014 4:00 PM Sanchez, Jose Budget Reduction Jose, Pursuant to our 4-14-14 telephone conference call, the Hartford Police Department has made the following budget changes for the upcoming FY 14-15 year. Recapping our conversation; our FY 14-15 submitted budget was $40,645,051 which included contractual obligations. Our FY 13-14 adopted budget is $38,552.73. You have instructed me that the PD has to cut $2,346,233 from our FY 14- 15 submitted budget. Additionally, you have already eliminated our next recruit class, $1,275,345.00 and two vacant ‘Admin Clerk positions $70,888.00 for a total of $1,346,233. The difference is 1 million dollars that you instructed me to identify and cut from the FY 14-15 submitted budget. Over and above the reductions, the PD budget must absorb a 3.5% CBA contractual increase effective July 1, 2014 and the salaries of twenty-two (22) Officers exiting COPS Grant funding, onto the PD’s budget in March, 2015, | also expressed concern with proceeding with the ten (10) 2013 COPS Grant positions hiring until we notify the COPS Office, either jointly or in separate letters of our predicament. We have fallen well below our COPS Grant mandated minimal staffing levels of four hundred eighty two (482) general fund officers. The COPS Grant funded positions are in addition to the 482 general funded Officers. If favorably granted a waiver by COPS Office to proceed with hiring, funding has been removed to provide uniforms or equip the hires from the budget. We also had a much briefer conversation regarding the costs for supporting BOE, such as; Crossing Guards, dedicated School Resource Officers (3) and additional time spent by HPD officers at schools. That support is a one (1) to two (2) million dollar expense. We have already had extensive conversations and you have reviewed documentation provided by both your staff and the PD's addressing attrition estimates, present staffing levels, collapse of the Community Policing Model, rising OT costs, contractual obligations, allure to pursue civilianization efforts, derailing/ delaying accreditation efforts, my ambitious Cadet to Police Officer program and ultimately rising crime rates and our Performance expectations. We have also shared historical and present information from comparable CT cities such as New Haven and Bridgeport who have been in the same situation as ours. Both comparisons indicate reduced staffing levels, OT in the eight (8) million dollar range and rising crime. | have used my best analytical and persuasion skills to avoid the Hartford Police Department from heading down the same rabbit hole and following the path Later today, Mr. Bowley will be submitting my revised FY 14-15 budget. The budget will not include layoffs of civilians or police officers, we do remove all vacant positions from the PD, trim expendable equipment costs, reductions in other areas, and reduce OT costs, We have also talked about the ever increasing Special Events program in the city and the burden to the Police Budget. Conversations should continue to occur with thoughts of limiting the events, increasing fees, ordinance adjustments and removal of the cost center from the PD to Developmental Services (MECA). ‘Two last notes that | should mention; we have discussed my limitations on the uses of Seized funds especially when the issue is supplanting and even though we expect greater attrition (tables previously submitted), | don’t feel comfortable and projecting increases in the FY 14-15 budget without commitment in hand from retiring officers.On the Capitol side; a Deputy Chief, Lt, two Sgt’s, several officers and a civilian pay a lot of attention to micro manage the fleet. The requested budget is accurate and in fact all the vehicles are needed. There should be no adjustments. The reduced interest rates in this area should be used to bolster the fleet for the long run with maintenance in mind for future years after the rate increases. My plan is simple, the PD will hang in there as long as possible with our present policing system. The Community Policing model has made great strides with our partners- the community. | will continually monitor the system and costs with adjustments before the end of this fiscal year and next. Although the budget is disappointing, it will not dissuade us from achieving the Mayor's goals and our sworn mission to Protect and Serve our citizens. James C. Rovella Chief of Police Hartford Police Department 253 High Street Hartford, CT 06103 P: (860) 757-4011, F: (860) 722-8270, Email: policechief@hartford.govRovella, James From: Rovella, James Sent: Sunday, April 27, 2014 8:50 AM To: Sanchez, Jose Subject: Conversation Jose, | would like to sit down this week or next for a private discussion about the Drop Plan. We had conversations many ‘months ago and it was dismissed. I'm feeling hamstrung over the failure to hire and the pending attrition projections. | want to keep the good work going building on success but similar to previous discussions Im not confident with increasing costs and lowering staffing levels. | want to make sure it's a private conversation only because rumors in my Police Department are the worst thing in the policing world. Thanks for your consideration. Sent from my iPadCITY OF HARTFORD HARTFORD POLICE DEPARTMENT 50 Jennings Road Manord, Cometic 06120 Telephone: (860) 757-4000 PEDRO E. SEGARRA Fax: (860) 722-8270 BRIAN J. HEAVREN Mayor vovwchartfond. gov Chief of Police February 10, 2012 Mayor Pedro E. Segarra C/O Office of Management and Budget 550 Main Street Hartford, CT 06120 Dear Mayor Segarra: Attached to this document please find the Hartford Police Department's submitted budget for the fiscal year 2012- 2013. You will note that, as requested, we have maintained a flat budget from the previous fiscal year despite increased personnel and non-personnel costs. In addition to maintaining this budget despite these increases, we have also incorporated the additional costs related to three programs that were instituted in FY 11-12 but which were not funded in that year’s budget, specifically the PAL program, the Shooting Team and the MCD Taskforce. We have reviewed a three year cost analysis of all expenses, especially overtime, in an attempt to more accurately allocate funds and hold managers accountable for their budgets. For fiscal year 12-13 we have instituted a fully staffed polygraph unit with the benefit of reducing non-personnel costs due to paying outside agencies to perform these tasks. Additionally, this will allow us to improve our ability to interview and gain investigative information in appropriate cases, thereby assisting us in closing cases more quickly. In an effort to improve our services to the community and realize increased efficiencies in those services we would like to also request the following additional funding for the department: In the FY13-14 the department expects to see the potential loss of over 40 officers (roughly 75% of those eligible to retire at that time) and due to the training requirements that take nine months to complete, we feel it will be imperative to institute a class of 30 officers in an attempt to at least maintain our current levels of staffing. Additionally, through the increased use of current technology we have determined that software exists that has the potential to increase our ability to address and solve more crimes in a more efficient and less duplicative manner, thereby increasing the quality of life for the residents of Hartford. Our request also includes tools that will assist in reducing liability risks to the City due to litigation. ‘Thank you for your consideration of our efforts to meet your goals and objectives and we look forward to meeting with you in the future to discuss them in person, Sincerely, Brian J. Heavren Chief of PoliceCITY OF HARTFORD HARTFORD POLICE DEPARTMENT 50 Jemings Rood Hart, Connecticut 06120 ‘Telephone: (860) 757-4000 Fas: (860) 722-8270, ‘wort gov JANIES ©. ROVELLA, ChieForPotice PEDRO E, SEGARA, ‘Mayor March 6, 2012 Mayor Pedro E, Segarra C/O Office of Management and Budget 550 Main Street Hartford, CT 06120 Dear Mayor Segarra: Aitached to this document please find the Hartford Police Department's submitted budget for the ‘gga sor 2012:2018. As requested, we have maintained a flat budget from the previous fiscal year despite increased personnel and non-personnel costs. In addition to maintaining this budget despite these increases, we have also incorporated the additional costs related to three programs that were instituted in FY11-12 but which were not funded in that year's budget, specifically the PAL program, the Shooting Team and the MCD Taskforce and were able to maintain a flat budget despite the previous budget having been reduced by $1 million from its requested amount. To develop this budget we have reviewed a three year cost analysis of all oxpenses, especially overtime, in an attempt to more accurately allocate funds and hold managers accountable for their budgets, Unfortunately, to be able to provide you a flat budget that is fiscally responsible and avoids the potential of requiring end of the year budget transfers in FY12-13, we have found that it will be imperative for us not only to not fil the eight (8) vacant positions (including one that had already been given a conditional offer of employment), but also to request layoffs of nineteen (19) officers from the most recently graduated class as well as seventeen (17) recruits from the class that was started March 5", 2012. Though a class of 27 recruits started on March 5th, 10 of those recruits are currently being funded by the FY11 COPS Grant, leaving the remaining 17 unfunded after June 30". These layoffs, along with the reinstatement of 3 vacant positions vital to our operations, could be avoided if our request for additional funding found in business case number one is approved. We currently have 29 employees, both civilian and sworn, who have 20 or more years of service and are eligible to retire immediately as of January 31, 2012. Additionally in calendar year 2014 itis projected that up to 54 additional sworn employees will be eligible to retire and in Calendar year 2016 an additional 40 sworn employees become eligible to retire. We have submitted business case number two that requests additional funding to support a class that will begin to help us prepare the department for this eventuality. Business cases number three through five address funding for additional technology that has the Potential to increase our ability to address and solve more crimes in a more efficient and lessduplicative manner, thereby increasing the quality of life for the residents of Hartford and also include tools that will assist in reducing liability risks to the City due to ligation. We also need to bring to your attention our concems related to the pending contract negotiations with the Hartford Police Union. Any wage or other contractual obligations that are agreed to not only impact the FY11-12 budget, but will obviously impact FY12-13 as well. Due to the uncertainty of any of these agreements no allowance for any change to wages or other obligations were included in our budget preparations and will need to be considered should they occur as this budget moves forward. Thank you for your consideration of our efforts to meet your goals and objectives and we look forward to meeting with you in the future to discuss them in person. Sincerely, ¢. fle. ‘James C. Rovella Chief of PoliceBusiness Case Request for Allocation Adjustment Submitted Budget for Fiseal Year 2012-2013 Department Name: Hartford Police Department Program number and Name: Class of 30 New Officers for FY12-13 Total Requested Amount: 1,456,089 Will this request affect the amount of General Fund revenue collected, or the amount of grant funding? Yes _X No I Yes, which one, and how will it be affected and by how much? SERVICE IMPACT: How will service be affected, if approved? If not approved? Please be specific. We curently have an attrition rate of approximately 24 officers per year and recent classes have allowed us to maintain our overall strength at levels that are adequate, however du to two classes being run in 1994 six months apart, each are reaching their 20 years of service in FY13- 14, its expected that roughly 75% of those eligible or 40 officers will take retirement at that time. This is further compounded by two addtional factors. First, it takes roughly 9 months to train an officer to be able to operate independently, requiring at least that much lead time to have bodies trained and available to perform the duties without having a significant impact on ‘overtime and operations. ‘The second complicating factor is that in July 2015 the pension clause in the Police Contract becomes eligible for negotiation and the result of that could have a major impact on those with sufficient time to retire to potentially do ‘0. Failure to continue to be proactive in replacing those anticipated losses of personnel will create a major impact on overtime costs and service delivery. What performance measures do you, or will you, use to measure the impact on service? What do you estimate to be the impact (please quantify) on your performance measures based on the decision? Performance measures used to measure the impact of the implementation of this new class would be a combination of our response times to calls, overtime expenses, and the overall crime rate within the City, We would expect the addition of this new class to not affect these measures in FY 12-13, ue tothe length of training required, however future years should see a decline inal ofthe mentioned measures. FINANCIAL IMPACT: Total Position(s): 30 ‘Total Annual Salary(ies): $1,288,089 ition Title(s): Police Recruit (Officer) Position(s): 30. FTE’s: 30 Annual Salary(ies): $1,288,089 Non-Personnel Operating Costs: Account: Uniforms $150,000 Account: Equipment (Weapons/Leather goods) $18,000 Non-Personnel Capital Outlay Costs: ‘Acco Account: Total Requested Amount: $1,456,089Business Case Priority 2 of 7 Request for Allocation Adjustment Submitted Budget for Fiscal Year 2013-2014 ‘Department Name: Hartford Police Department Program number and Name: Funding for an additional class of 40 Recruits Total Requested Amount: $1,941,807 (salaries and cost to outfit, not including benefits) Will this request affect the amount of General Fund revenue collected, or the amount of grant funding? Yes _X No If Yes, which one, and how will it be affected and by how much? SERVICE IMPACT: How will service be affected, if approved? If not approved? Please be specific. We are submitting this request only as a fallback measure should the class requested in our General Fund Budget submission be removed from the budget. We currently have an atrition rate of approximately 24 offices per year which means we require at least that number of new officers to be hired each year in order to maintain our overall strength, Additionally, in 1994 and 1995 the department ran a number of classes back 10 back Of the three clases that graduated in March, April and September of 1994, we currently have 34 officers reaching their 20 years of service in FY13-14 and 17 officers reaching their 20 years of sevice in FY14-15. Of those officers itis expected that roughly 75% will take retirement at that time. That means we can expect 25 addtional offices to leave in FY13-{4, with another 13 leaving early in FY 1415, The next graduating class from November 1995 will reach 20 years in FY15-I6 and there are curently 38 officers cligible at that time, with a rough projection of 30 eddtonal officers leaving at that time. ‘What this means is that, to just maintain our strength near the levels that we are currently at we need to have almost $0 officers ready to serve in FY 13-14, and it takes in excess of 9 months to produce an officer that can handle the job solo. When you look at the fact that we will need roughly 700 candidates to fill a class of 40 recruits or a combination of lateral transfers and recruits, we have our ‘work cut out for us. It is obvious that no matter what the ultimate outeome is, we will not be able to maintain our staffing levels in FY'13-14, however, the longer we delay implementing classes, the more of a problem this becomes because in FYL4-15 we will need 37 new officers and in FY 15-16 another 54 officers will be required just to maintain our overall strength, assuming we hire all the officers required above, Failure to atleast maintain our current sworn count has @ number of ramifications. First, as we are recipients of DOJ COPS office Hiring Grants, we have already been told that we are in jeopardy of having violated the Supplanting probbition through a “RIF” (Reduction in Force) process of supplanting. Should we continue to go down in our headcount, We could face the problem of having to re-pay grants. Secondly, whet gains we have made in trying to make Hartford a safer and more desirable place to work in, visit and live in will probably be lost due to our inability to maintain the current levels of service. Community Policing is a very personnel intensive process and would have to be set aside as our numbers fell, The ather by-product of failing to atleast maintain our level of staffing is an ever increasing amount of overtime dollars equired to pay forthe services we will try to maintain as our numbers drop. What performance measures do you, or will you, use to measure the impact on service? What do you estimate to be the impact (please quantify) on your performance measures based on the decision?FINANCIAL IMPACT: ‘Total Position(s): 40 ‘Total Annual Salary(ies): Position Title(s): Police Officer Position(s): 40. FTE’s: 40 Annual Salary(les): $1,765,125 Non-Personne! Operating Costs: Account: Uniform and Equipment $176,682 Non-Personnel Capital Outlay Costs: ‘Account: ‘Total Requested Amount; $1,941,807CITY OF HARTFORD Hartford Police Department 253 High Street Hartford, Connecticut 06103 JAMES C. ROVELLA P: (860) 757-4000 Chief of Police police.hartford.gov PEDRO E. SEGARRA MAYOR February 26, 2013 Mayor Pedro E. Segarra CIO Office of Management and Budget 560 Main Street Hartford, CT 06120 Dear Mayor Segarra: Attached to this document please find the Hartford Police Department's submitted budget for the fiscal year 2013-2014. As requested, | have provided a budget that reflects the “current services” cost for operating the department. Though this budget takes into consideration contractual obligations for salary such as COLA and step increases, it does not allow for inflation of the costs of non-personnel expenses. You will see in this budget that | have begun a reorganization of the department's divisions in the hopes of being able to realize more efficiency and effectiveness in our policing activities. My management team has managed to show great progress in bringing our overtime expense under more control and as a result you will note that the only increase in our overtime request reflects the increase in salary dollars that affect this amount In addition to this Current Services Budget | find it necessary to submit seven (7) business cases to allow me the resources necessary to accomplish the mission of keeping the City safe and to increase the quality of life within the City. © The first of these is simply a request to fund the additional cost of outfitting the requested class of recruits, as though salaries are part of the submitted budget, we were not allowed to increase our non-personnel costs. «The second request is submitted only in the event that the class alluded to earlier is cut from the submitted budget. © The third request is to provide additional funding for the Shooting Taskforce which has had such a positive effect on the City's violent crimes. © The fourth request begins my attempt at civilianization with the ultimate goal of putting our sworn staff on the street per the HPU contractual agreement. © The fifth request is a continuation of the fourth, however with the realization that it will take some time to be able to implement the process of civilianizing thedetention/booking area. | hope to be able to implement such a process in about 6 months. © The sixth request is to help the department be more aggressive in pursuing our shooters in the City by hiring a Ballistics consultant part-time. The implementation of this request would allow us to process our ballistic evidence in a much more timely fashion than is currently available to us. + The seventh request is the recommendation | made in FY11-12, but which | delayed due to the reorganization. | am now renewing this request for action to help us with the reorganization and practices being followed in the department. By hiring an outside consultant to provide the expertise in the areas of policy and procedure, best practices, training, staffing, etc. the money spent would be realized in savings as a result of more effective and efficient operations that were less susceptible to injuries and litigation. In conjunction with the staff at Management and Budget we are working to analyze and project how loss of personnel will impact our future operations and what efforts need to be taken to address these formidable potential losses. Part of the mitigation efforts are addressed by the implementation of a class in the submitted budget, as well as the business case for an additional class in the event the original submitted budget is reduced to not include that class. Currently we have 5 civilian and 65 sworn employees, who have 20 or more years of service and are eligible to retire immediately as of calendar year 2014 or before. Additionally in Calendar year 2015 an additional 39 sworn employees become eligible to retire. Thank you for your consideration of our efforts to meet your goals and objectives and we look forward to meeting with you in the future to discuss them in person Sincerely, James C. Rovella Chief of PoliceBusiness Case Priority 5 of 7 Request for Allocation Adjustment Submitted Budget for Fiseal Year 2013-2014 _ Department Name: Hartford Police Department Program number and Name: Civilinnization of Detention (Booking) Total Requested Amount: $480,000 Will this request affect the amount of General Fund revenue collected, or the amount of grant funding? Yes _X No If Yes, which one, and how will it be affected and by how much? SERVICE IMPACT: How will service be affected, if approved? If not approved? Please be specific. For the first 6 months of the new fiscal year we would like to proceed to develop a process to civilianize, within the HPU bargaining unit, the Detention Division with a projected implementation date of January 2014. By civilianizing Detention while maintaining 3 supervisory positions, cost savings for salaries are not significant (approximately $10,000 over 6 months), however by releasing 15 swom officers to the street, the impact on the department's OT budget will be significant. This action alone would have more effect on the OT budget than hiring a class of the same number of individuals due to the fact that these are already experienced officers returning to the duty they were hired for, policing the streets of Hartford. Additionally, by hiring the replacement civilians we are avoiding the ancillary costs of 9 months of Academy training and the inevitable attrition that comes with hiring a class of police recruits. Failure to approve this request will have the effect of continued pressure on the department's OT budget due to inadequate resources to fill ll necessary positions. What performance measures do you, or will you, use to measure the impact on service? What do you estimate to be the impact (please quantify) on your performance measures based on the decision? FINANCIAL IMPACT: Total Position(s): 15 Total Annual Salary(ies): $480,000 (6 months) Position Title(s): Guard Position(s): 11 FTE’s: 55 ‘Annual Salary(ies): $355,000 (6 months) Position Titles): Matrons Position(s): 4 FTEs: 2 Annual Salary(ies):. $125,000 (6 Months) ‘Total Requested Amount: $480,000 (6 Months)Business Case Priority 4 of 7 Request for Allocation Adjustment Submitted Budget for Fiscal Year 2013-2014 Department Name: Hartford Police Department Program number and Name: Civilianization of 3 Divisions ‘Total Requested Amount: $367,969 Will this request affect the amount of General Fund revenue collected, or the amount of grant funding? ___Yes __X No If Yes, which one, and how will it be affected and by how much? SERVICE IMPACT: How will service be affected, if approved? If not approved? Please be specific. By civilianizing the Property Control Division, Crime Analysis Division and Auxiliary Services Division leaving only 1 sworn supervisor in each division, cost savings in salaries alone are almost $183,000. This, however, is only the tip of the iceberg since the deployment of the 8 affected positions puts more officers available on the street, allowing us to further reduce OT required due to insufficient resources in patrol. Aside from the dollar savings, by having more officers assigned to the streets instead of doing administrative work, we have more eyes and resources available to continue to reduce crime and increase the perception of the public that Hartford is a safer city. Failure to approve this request has the negative financial impact shown and will put added pressure on our OT costs. ‘What performance measures do you, oF will you, use to measure the impact on service? What do you estimate to be the impact (please quantify) on your performance measures based on the decision? FINANCIAL IMPACT: Total Position(s): 8 ‘Total Annual Salary(ies): $367,969 Position Title(s): Admin Clerk Position(s): 3. FTE's: 3 Annual Salary(les): $124,341 Position Title(s): Admin Asst Position(s): 4 FTE's: 4 Annual Salary(ies): $186,628 Position Title(s): Crime Analyst Position(s): 1 FTE's: 1 Annual Salary(ies): $60,000 ‘Total Requested Amount: $367,969CITY OF HARTFORD Hartford Police Department 253 High Street Hartford, Connecticut 06103, PEDRO & SEGARA. P. (860) 757-4000 JAMES C. ROVELLA MAYOR police hartford.gov CCHIEF OF POLICE July 24, 2013 Honorable Shawn T. Wooden, Council President and, Members of the Court of Comman Council City of Hartford 550 Main Street Hartford, CT 06103 RE: Proposed Hartford Police COPS Grant Resolution Dear Council President Wooden: On behalf of Chief James Rovella, | am providing information relative to the City Council resolution regarding the Hartford Police Community Oriented Policing Services (COPS) hiring grant. The Hartford Police Department has applied for the 2013 COPS grant with the goal of receiving, federal funds to help subsidize the hiring of 10 officers. Currently, the Department is below optimal levels of staffing and anticipates the retirement of approximately 45-60 officers in Fiscal Year 2013-14 (Attachment A), and more in the following years. This number does not reflect additional annual attrition rates of two officers per month (24 per year) due to dismissal, resignations, and other circumstances separating officers from service. These 10 officers are necessary to help fill these impending vacancies. Although hiring new officers comes with additional costs (Attachment B), the 10 officers available from the COPS grant, as with all new hires, provide many benefits to the City. The new hires will help curb the overtime costs incurred from the vacancies created by the projected attrition rates. Also, under the current CBA, new hires benefit the City because they are required to contribute more into the pension fund than current employees and cannot collect, their pension until the age of 55 and after 25 years of service. These factors help lower both the City’s current and future obligations to the pension fund. Furthermore, new hires contribute a higher percentage to their health care plans, again, alleviating some of the City’s, cost burden.CITY OF HARTFORD Hartford Police Department 50 Jennings Rood Hartford, Connecticut 06120 eee PEDRO E. SEGARRA : (B60) 757-4000 JAMES C. ROVELLA MAYOR. police.hartford.gov Chief of Police ‘The Police Department's next academy class is budgeted for 30 officers with an anticipated start date no earlier than April 2013. Academy training lasts approximately 6 months and upon completion, officers must successfully pass @ 12 week field training program before they can perform their duties independently. This is a9 month process. Based on past academy classes, the Department can anticipate that 5-10 of those officers will not graduate the academy and/or complete the field training process. Therefore, this class will only add an estimated 20 to 25 officers whom will not be ready to perform independently until January 2015 at the earliest. Based on these estimates and the budgeted allotment for new officers, the Academy simply cannot keep up with the projected retirement and attrition rates; the gap between actual staffing levels and the optimal staffing level will further increase. The additional 10 officers available through the COPS grant is a means for helping to bridge the gap being created. Although the COPS grant requires the city to match a percentage of the costs, these costs are still much less significant than having to hire these officers without the grant. In short, the Department will need to aggressively hire officers to maintain staffing levels and preserve the Community Policing model currently in place. The 2013 COPS grant is the most economical way to add these much needed officersCITY OF HARTFORD Hartford Police Department 50 Jennings Rood Hartford, Connecticut 06120 PEDRO E. SEGARRA Ps (860) 757-4000 JAMES C. ROVELLA MAYOR policeshartford.gov Chief of Police Attachment A: Hartford Police Sworn Officer Attrition - Three year as of 7/24/13 Rank #in Group Original Hire Date Off. | Det. | Sgt. | Ut | Capt. | o/c | Ase 1 11/26/1979 d I 2 1/3/1983 1 3 32/19/1983 z 4 1/25/1988 2 5 1/25/1988 i 6 1/25/1988 a 7 11/13/1988 1 8 1/12/1988 a 8 2/25/1990 a 20 2/25/1990 1 et 2/25/1990 a 2 2/25/1990 z B 2/25/1990 Currently eligible: 7 @ m o 2 4 yw Off. Det. Sgt. Lt. Capt. _D/c_A/C 1 03/28/1994 1 2 03/28/1994 1 3 03/28/1994 a 4 03/28/1994 a 5 03/28/1994 1 6 03/28/1994) 1 7 03/28/1994 1 8 03/28/1994 4 9 03/28/1994 a 40 03/28/1994) 1 aL 03/28/1994 a 12 03/28/1999) z 1B 03/28/3994 14 03/28/1994 a 15 03/28/1994 1CITY OF HARTFORD Hertford Police Department 50 Jennings Road Hartford, Connecticut 06120 PEDRO E. SEGARRA Ps (860) 757-4000 JAMES C. ROVELLA MAYOR police hartford.gov Chief of Police 16 (03/28/1994 a 17 03/28/1984, 18 03/28/1994 1 19 03/28/1984 1 20 03/28/1994 1 21 (03/28/1994 i 22 (03/28/1994 4 23 (03/28/1994 a 24 (03/28/1994 1 25, (03/28/1994 1 Retirement: March 2014 3 2 eos 2 z 25 Off. Det. Sgt. Lt. Capt. D/C a 04/25/1994 1 2 (04/25/1994 di 3 (04/25/1994 1 4 (04/25/1994 1 5 04/25/1994) 1 6 (04/25/1994 1 7 04/25/1994 1 8 (04/25/1994 1 9 (04/25/1994 1 10 (04/25/1994 1 a 04/25/1994 1 ment: April 2014 1 1 s «4 o 2 11 Off. Det, Sgt. Lt. Capt. D/C 1 (09/26/1994 1 2 (09/26/1994 1 ai (09/26/1994) 1 4 (09/26/1994 1 5 (09/26/1994 1 6 09/26/1994 i 7 (09/26/1994 1 8 09/26/1994 a 9 (09/26/1994 z 10 09/26/1994 1 aL (09/26/1994 1CITY OF HARTFORD Hontford Police Department 50 Jennings Road Hartford, Connecticut 06120 PEDRO E. SEGARRA Ps (860) 757-4000 JAMES C. ROVELLA, MAYOR policeshartford.gov Chief of Police 22 09/26/1994 a 3B 09/26/1994 1 14 09/26/1994 1 15 (09/26/1994 0 16 09/26/1994 1 17 (09/26/1994 1 Retirement: Sept. 2014 Sfeee eae 7 Off. Det. sgt. Lt. Capt. D/C 1 07/03/1995 1 2 11/27/1985 1 3 14/27/1995 1 4 14/27/1985 1 5 11/27/1995 1 6 31/27/1995 1 7 11/27/1985 a 8 11/27/1985 a 9 11/27/1995 1 10 1/27/1985 1 Fr 11/27/1995 1 2 11/27/1985 1 3B 11/27/1995 1 14 11/27/1995 1 15 11/27/1995 1 16 11/27/1995 1 17 11/27/1995 1 18 11/27/1995 1 29 11/27/1995 1 20 14/27/1995 1 21 21/27/1995 1 22 11/27/1995 23 11/27/3995 1 24 11/27/1995 z 25 11/27/3995 a 26 11/27/1995 1 27 14/27/1995 1 28 1/27/1995 1CITY OF HARTFORD Hartford Police Depertment ‘50 Jennings Road Hartford, Connecticut 06120 PEDRO E. SEGARRA (860) 757-4000 JAMES C. ROVELLA MAYOR police hartford. gov ‘Chief of Police 29 11/27/1995 1 30 11/27/1995 1 3 41/27/1985 i 32. 11/27/1995 1 33 11/27/1995 1 34 11/27/1995 1 35 11/27/1995 1 36 11/27/1995 1 37 11/27/1995. 1 38 11/27/3995 1 39 11/27/1995 1 40 11/27/1995 4 Retirement: Nov. 2015 “uw 0 8 3 0 0 40 Off, Det. Set. Lt. Capt. _ D/C a 06/10/1996 1 2 08/15/1996 a 3 08/15/1996. 4 4 08/15/1996 1 5 08/15/1996. 1 6 08/15/1996 1 7 08/15/1996 1 8 08/15/1996 1 9 08/15/1996. a 10 08/15/1996 1 it 08/15/1996 1 2 09/15/1996 1 13 08/15/1996 1 14 08/15/1996 Retirement: Aug. 2016 6 14 Total: 2014-1016 Bom a 2 4 6 1 120 Offs. Dets. Sets. Uts. Capts. D/es A/c TotalPEDRO E. SEGARRA MAYOR Attachment B: CITY OF HARTFORD Hartford Police Depariment 50 Jennings Rood Hartford, Connecticut 06120 P: (860) 757-4000 policehoriford.gov Narrative Related to COPS Hiring Grant FY13 JAMES C. ROVELLA Chief of Police COPS Hiring Grant costs were unfunded for the FY13-14 Budget. If we were to be awarded the grant the following costs would be needed to be funded: NOTE: Calculations based on adding any COPS Hiring Grant Hires to the budgeted 30 Recruit Class currently projected to start in April 2014. *Assumes granting of waiver by Grant. **Assumes No Waiver. EY13-14 Costs Physical Psychological Exam Polygraph Testing Backgrounds OT Credit Check ‘Grant Match FY14-15 Costs FTO Training Grant Match FYA5-16 Costs Grant Match £Y16-17 Costs Payroll (3 Months) Per Person. 10 Recruits $50.00 $500.00 $500.00 $5,000.00 $250.00 $2,500.00 $250.00 $2,500.00 $4.75 $48.00 $4,667.00 $46,670.00 $4,533.30" $9,212.80" 545,333.00" Total $102,551.00" $74,880.00 $748,800.00 $18,133.30° $36,851.20°* $181,333.00" Total '$930,133.00* $18.133.30" $36,851.20" $181,333.00 Total $181,333.00 $17,095.00 $170,950.00 $92,128,00"* $149,346.00°* $368,512.00" $1,117,312.00°" $368,512.00** $368,512.00°*CITY OF HARTFORD Hertford Police Department 50 Jennings Rood Hartford, Connecticut 06120 PEDRO E. SEGARRA Ps (860) 757-4000 JAMES C. ROVELLA, MAYOR police:hortford.gov Chief of Police Grant Match $13,600.10* $27,638.50 $136,001.00 $276,385.00** Total ‘$306,951.00 $447,335.00" FY17-18 Costs Payroll (9 months) $51,285.00, $512,850.00 Payroll (3months) $18,317.00 (Off Grant) $183,170.00 Total $696,020.00 FY18-19 and Beyond General Fund Requirement.Pedro EF. Segarra ‘Mayor Sune 24, 2013 Honorable Shawn T. Wooden, Council President, and ‘Members of the Court of Common Council City of Hartford 550 Main Street Hartford, CT 06103 RE: COPS Grant Dear Council President Wooden: Attached, for your consideration, is @ resolution authorizing the City of Hartford to apply for and accept a 2013 Community Oriented Policing Services (COPS) Hiring Program Grant in the amount of $1,250,000 from the United States Department of Justice, ‘The purpose of the COPS Hiring Grant is to advance public safety through community policing by enabling law enforcement agencies to hire new police officers. ‘The City proposes to utilize ‘the COPS grant to hire ten (10) new police officers, including at least one military veteran, ‘The cost of salary and benefits for the ten officers is $1,794,000. ‘Upon acceptance of a COPS Hiring Grant, the City must agree to retain all ten officers for at least one year following the expiration of the three year grant period. The City must also provide. a cash match of at least 25%. In order to pay for the ten new officers, the City will need to provide a total of $544,000 in General Fund dollars over the 3 year term of the grant. ‘The officers will be hired effective April 1, 2014, so the cost to the General Fund in FY 2013-14 is estimated to be $45,000. These funds are not currently included in the budget of the Police Department. Ifthe grant is approved, funds would need to be identified. During the iudget adoption process, concems were raised regarding the impact of grants on the Pedro E. Segarra Mayor 550 Main Street Hartford, Connecticut 06103 "Telephone (860) 757-9500 aesimite (860) 722-6606INTRODUCED BY: COURT OF COMMON COUNCIL, Pediro E. Segarra, Mayor City of Hartford, June 24, 2013 WHEREAS, The United States Depariment of Justice, Comimunity Oriented Policing Services (COPS) Office awards grants to municipalities for hiring new police officers, and WHEREAS, the staffing levels of the Hartford Police Department are below optimal levels and the Department is projecting that more than 50 current officers will become eligible to retire in Fiscal Year 2013-14, and WHEREAS, The City has been advised that it is eligible to apply for a 2013 COPS Hiring Grant in the amount of $1,250,000, and WHEREAS, The City proposes to hire ten new officers and the cost of full pay and benefits for three years is estimated to be $1,794,000, and WHEREAS, The grant agreement requires that the City maintain the ten officers one additional year beyond the three-year grant petiod and provide a match of at least 25% over the three years of the grant, now, therefore, be it RESOLVED, That the Mayor is hereby authorized to apply for and accept the 2013 COPS Hiring Program Grant in the estimated amount of $1,250,000 from the United States Department of Justice, COPS Offiee, and be it further RESOLVED, That tho Mayor is authorized to accept such further sums as may be additionally awarded by the grantor under the same program, for the same authorized contract period, and for the same purposes, and be it further RESOLVED, That the Mayor is authorized to execute any and all manner of other documents and to take such other actions as he and the Corporation Counsel may deem appropriate and in the best interests of the City in order to receive, contract and ‘expendithe above referenced grant funds, and be it further RESOLVED, That no person or entity shall be entitled to rely on, of otherwise jelaim Any benefit by reason of this resolution should the Mayor fail to execute the aforementioned agreement or other documents, or to take any of the aforesaid actions, and be it further (RESOLVED, That all approvals and authorizations provided hereby are contingent upon, and only shall be effective on and by means of, the parties executing such documents, and taking such actions, all of which shall be, in form and substance, acceptable to the Mayor and the Corporation Counselgsutl ot Common Coune;/ 2] CITY OF HARTFORD | S60 MAN STREET HARTFORD, CONNECTICUT 06103 ‘Shawn. Wooden, Council President Kyle K. Andeeson, Coneinan ‘Alexandar Aponte, Majority Lender Joel Cruz, 3, Comedians Leny Deutsch, Minority Leader Rail De ests, ir, Councinan Cynthia R. Jennings, Coonetwoinan John V. Bazzano, Ton and City Clerk emeth H. Keoned ir, Coonan ‘David MasDoval, Cometinan August 13, 2013 This is to certify that at a meeting of the Court of Common Council, August 12, 2013, the following RESOLUTION was passed. Whereas, The United States Department of Justice, Community Oriented Policing Services (COPS) Office awards grants to municipalities for hiring new police officers, and ‘Whereas, The staffing levels of the Hartford Police Department are below optimel levels and the Department is projecting that more than 50 current officers will become eligible to retire in Fiscal Year 2013-14, and ‘Whereas, ‘The City has been advised that it is el Grant in the amount of $1,250,000, and ible to apply for a 2013 COPS Hiring ‘Whereas, The City proposes to hire ten new officers and the cost of full pay and benefits for three years is estimated to be $1,794,000, and ‘Whereas, The grant agreement requires that the City maintain the ten officers one ‘additional year beyond the three-yeat grant petiod and provide a match of at least 25% over the three years of the grant, now, therefore, be it Resolved, ‘That the Mayor is hereby authorized to apply for and accept the 2013 COPS Hiring Program Grant in the estimated amount of $1,250,000 from the United States Department of Justice, COPS Office, and be it further Resolved, That the Mayor is authorized to accept such further sums as may be additionally awarded by the grantor under the same. program, for the same authorized contract period, and for the same purposes, and be it fucther Resolved, That the Mayor is authorized to execute any and all manner of other documents and to take such other actions as he and the Corporation Counsel may deem ‘appropriate and in the best interests of the City in order to receive, contract and expend the above j referenced grant finds, and be it farther !Resolved, That no person or entity shall be entitled to rely on, or otherwise olaim any benefit by reason of this resolution should the Mayor fail to execute the aforementioned ‘agreement or other documents, or fo take any of the aforesaid actions, and be it further Resolved, That ail approvals and authorizations provided hereby are contingent upon, and only shall be effective on and by means of, the parties executing such documents, and taking such actions, all of which shall be, in form and substance, acceptable to the Mayor and the Corporation Counsel, ana ol! ‘Tohn V. Bazzano, City Clerk,CITY OF HARTFORD Hartford Police Department 253 High Street Hartford, Connecticut 06103 JAMES C. ROVELLA P: (860) 757-4000 Chief of Police police.hartford.gov PEDRO E. SEGARRA MAYOR February 21, 2014 Mayor Pedro E. Segarra CIO Office of Management and Budget 550 Main Street Hartford, CT 06120 Dear Mayor Segarra: Attached to this document please find the Hartford Police Department's submitted budget for the fiscal year 2014-2015. As requested, | have provided a “flat” budget from the current year. Though this budget takes into consideration contractual obligations for salary such as COLA and step increases, it does not allow for inflation of the costs of non- personnel expenses. You will see in this budget that | have continued to maintain the Community Policing Model and hope to build on success in the coming fiscal year, In addition to this Current Services Budget, | find it necessary to submit eight (8) business cases to allow me the resources necessary to accomplish the mission of keeping the City safe and to increase the quality of life within the City. ‘* The first of these is a request to reinstate $200.000.00 to the Uniforms and clothing budget. This was previously removed from the FY13-14. This is a contractual obligation to supply uniforms and clothing to officers and crossing guards. © The second request is also a reinstatement request; $190,000.00 to the Equipment budget. This obligation is directed at non-capital expenditures to include lethal and non-lethal equipment. * The third request is twofold in nature. One facet is the reinstatement of $16,000.00 for the care and maintenance of the animals in the Mounted Unit while the second facet is directed towards hiring two part-time civilian stable workers for $32,919 (No benefits as they are part-time). The stable workers would address the care and maintenanee of the horses allowing the Police Department to utilize the three remaining Police Officers in other areas until needed for their Mounted Unit details. © The fourth request addresses the move of the Police Department though the accreditation process. The expenditure is estimated at $150,000.00 which allows for the hiring of an outside expert to guide the department through the process. | am aware that other Police Departments often attempt this endeavor on their ownutilizing officers. More often, that utilization wastes officers time when they can be used elsewhere and is often fatal in the execution of the plan. Additionally, with the current attrition rate, 'm running out of officers that would be available to be taken away from their regular duties to perform this function. © The fifth request is funding for the Summertime Quality of Life plan for $90.000.00. In previous years the Police Department was able to fund the effort with budgeted overtime monies and compensatory time. This funding will be split three ways between the district commanders to cover our recreation areas, motor cycle abuse and other areas. Those areas and activities occur mostly on the weekends while our staffing is directed to details late in the evenings or are off-duty. + The sixth request is RECRUIT class. Since July 1 21 officers have left the department as of this date. We project an additional 88 officers are eligible to leave between now and June 30, 2015 with an additional 14 officers eligible to leave in FY16. Itis imperative that not only do we implement funding for a Recruit class of 30 for FY15, but | highly recommend that instead of having to present a business case for these classes every year, that the City plan on budgeting a minimum of one class of at least 30 recruits each year for the next four (4) years just to regain the strength we will lose in that time. © The seventh request is part of our continuing effort to civilianize areas of the department and release sworn officers from those duties. This request addresses the hiring of a part-time civilian expert fingerprint examiner for $40,000.00. «The eighth request is again, a two-fold request that addresses both overtime funding removed from our budget during the last budget process and the need for additional funding of overtime specifically directed to Project Longevity in the amount of $100,000. In conjunction with the staff at Management and Budget we are working to analyze and project how loss of personnel will impact our future operations and what efforts need to be taken to address these formidable potential losses. Part of the mitigation efforts are addressed by the implementation of a class in the submitted budget, as well as the business case for an additional class in the event the original submitted budget is reduced to not include that class. Thank you for your consideration of our efforts to meet your goals and objectives and we look forward to meeting with you in the future to discuss them in person. Sincerely, James C. Rovella Chief of PoliceBusiness Case Priority 6 of 8 Request for Allocation Adjustment Submitted Budget for Fiscal Year 2014-2015 Department Name: Hartford Police Department Program number and Name: Funding for an additional class of 30 Recruits Total Requested Amount: $1,139,642 (salaries, benefits and cost to outfit ~ 6 months) Will this request affect the amount of General Fund revenue collected, or the amount of grant funding? Yes _X No If Yes, which one, and how will it be affected and by how much? SERVICE IMPACT: How will service be affected, if approved? If not approved? Please be specific. Since July 1, 2013 the department has lost 21 officers to retirement and other reasons. It is projected that between March 2014 and June 2015 the department may lose as many as an additional 88 officers. Currently, there are 13 officers that have over twenty ‘years of service and can retire at any time. During the remainder of the 2014 calendar year, an additional 36 officers will reach their 20 year anniversary date and will be eligible to retire (14 in March, 6 in April, and 16 in September). In addition, a class of 39 officers will reach their 20 year anniversary in November 2015. This class has an average accrued time of 101 days with the ‘opportunity to accrue more days as the year progresses. This will allow a large number of officers from the November 2015 class to leave well before the end of FY 14-15. By June next year, the Department could possibly lose 88 officers to retirement alone. This figure does not include any dismissals, resignations, or other circumstances culminating in separation of service. Over this same period of time, the Department will only dd, at the most, 30-35 officers, and, in reality, this number will likely be considerably lower due to the attrition rate of reeruits that enter the Academy. At this rate, the Department could lose more than twice as many officers as it hres over the next year. The following year, FY15-16, will add another 14 officers eligible to retire in August of 2016. Also of considerable note is the looming effect of the next contractual raise on the Department budget. If appropriate budgetary measures are not taken, the Department could potentially be forced to lay off police officers. Given all of the aforementioned information, this occurrence would only further overwhelm an already diminished police force. Failure to at least maintain an adequate sworn count has a number of ramifications. Fist as we are recipients of DOJ COPS office Hiring Grants, we have already been told that we are in jeopardy of having violated the Supplanting prohibition through a “RIF” (Reduction in Force) process of supplanting, Should we continue to go down in our headcount, we could face the problem of having to re-pay grants. Secondly, what gains we have made in tying to make Hartford a safer and more desirable place to workin, visit and live in will probably be lost due to our inability to maintain the current levels of service, Community Policing is a very ‘personnel intensive process and would have to be set aside as our numbers continue to decrease. The other by-product of failing to at least maintain our level of staffing is an ever increasing amount of overtime dollars required to pay for the services we will try to maintain as our numbers drop. Approval of this request wil atleast help us move inthe correct direction to keep the department properly staffed, In addition to this specific request | would recommend thatthe City, ata minimum budget classes of 30-40 Recruits each year for the next 4 years in an attempt to recover from the lag we will endure due to the current attrition facts ‘What performance measures do you, or will you, use to measure the impact on service? What do you estimate to be the impact (please quantify) on your performance measures based on the decision? FINANCIAL IMPACT: Total Position(s): 30 ‘Total Annual Salary(ies): $1,007,131 ion Title(6):_ Police Officer mn(3): 30 FTE's: 18 ‘Annual Salary(ies): $1,007,131Non-Personnel Operating Costs: Account: Uniform and Equipment $132,511 Non-Personnel Capital Outlay Costs: Account: Account: Total Requested Amount: $1,139,642Business Case Priority of Request for Allocation Adjustment Submitted Budget for Fiscal Year 2014-2015 Department Name: Hartford Police Department Program number and Name: Overtime Expense Total Requested Amount: $750,000 Will this request affect the amount of General Fund revenue collected, or the amount of grant funding? Yes _XX_No If Yes, which one, and how will it be affected and by how much? SERVICE IMPACT: How will service be affeeted, if approved? If not approved? Please be specific. Due to budget reductions in the FY 14 budget, $650,000 of funding ($150,000 from Special Events and $500,000 from Regular OT) for Police Overtime was removed from our budget by Council. As noted in our request for funding of a new recruit class, our attrition rate is currently quite high and is projected to inerease until FY 17, which will result inthe need for more Overtime 10 continue filling in for the work that was done by those leaving. Failure to fund these items will eripple the department's ability to perform its assigned duties of protecting and serving the residents of the City of Hartford. Additionally, the Department has been involved in a new effort to curb gun violence entitled “Project Longevity”, a grass roots effort to aditess and deter group violence in our City, with a focus on Gun Violence. In this project, the State partially funds a project coordinator's regular hours, but does not provide any additional funding to cover the Overtime costs related to ‘implementing the program. Currenly the department has 2-3 individuals dedicated to the project on a part-time basis who, collectively putin time equivalent to 2 fulltime positions. ‘This isin addition to the officers in Community Services who assist the program to identify and work with various street groups getting them to buy into the program, Its anticipated that in FY15 this program alone will account for approximately $100,000 in overtime. ‘What performance measures do you, or will you, use to measure the impact on service? What do you estimate to be the impact (please quantify) on your performance measures based on the decision? ‘The performance measures reported in the Quarterly reports will not be affected by the approval; however the Crime Statistics and the ability of the sworn personnel to perform their assigned duties will be severely impacted by failure to approve this request. FINANCIAL IMPACT: ‘Total Position(s): Total Annual Salary(ies): Position Titles): Position(s): FTE?s: ‘Annual Salary(ies): Non-Personnel Operating Costs: ‘Non-Personnel Capital Outlay Costs: Account: Account: Total Requested Amount: $750,000(This will be printed out on letterhead) April 30, 2014 Shawn T. Wooden, President Members of the Court of Common Couneil City of Hartford 550 Main Street Hartford, CT 06103 RE: FY 2014 COPS Hiring Program Grant Dear Council President Wooden: Attached, for your review and action, is a resolution authorizing the Mayor to apply for and accept the 2014 COPS Hiring Program Grant in an estimated amount of $2,995,480 from the United States Department of Justice. ‘The purpose of this grant is to fund the hiring of ten (15) new hire officers including at least one veteran. Upon our acceptance by the COPS Office we will be advised of the effective dates of the grant and the final granted amount. As with other COPS Hiring grants the City has a requirement to maintain all 15 officers for at least one year after the three years paid for by the grant and to provide a local match of $748,870 over the 3 year life of the grant. Upon notification of our application's acceptance by the COPS Office we will advise you of the specifics as to the final awarded amount and duration of the grant. urge favorable action on the resolution. Staff and I are available to answer any questions you may have. Respectfully Submitted, Pedro E, Segarra Mayor AttachmentINTRODUCED BY: ‘COURT OF COMMON COUNCIL Pedro E. Segarra, Mayor City of Hartford WHEREAS, The United States Department of Justice, Community Oriented Policing Services (COPS) Office awards grants to municipalities for hiring new police officers; and WHEREAS, the staffing levels of the police department are below optimal levels; and WHEREAS, the police department is projecting in excess of 80 current officers Decoming eligible to retire in FY15; and WHEREAS, this grant will fund 15 officers for full pay and benefits for three years; and WHEREAS, the only obligation that the City will incur is that it maintain those fifteen officers one additional year and pay a total local match of $748,870 over the three years, therefore, be it RESOLVED, That the Mayor is hereby authorized to apply for and accept the 2014 COPS Hiring Program Grant in the estimated amount of $2,995,480 from the United States Department of Justice, COPS Office.%SS P+ ‘%98°CT- WELT ‘BIS dea JOj1d Woy a8ueyd et0z zr0z Ttoz oroz 600z @ @ ad = a ie ve ve = o €T0Z-6002 SABAA § ISEd SAPINWOH puoyueH 30 Ar ComdHy we 7s - 1 39S hnoz\s|s = Were) lug WWYLN ISIN’, sw%t6v- enz or %9B7T- WEL TZ- %12'8- znoz rte oroz zr | ovr eat €10Z-6007 auyung Aq 9nUyg suossed IY puopueH Jo Aud seek oud wos aBueyd 6002 ser%E ‘ SPO'SEL'LS ‘S]S0D J@UUOSIeq-UON WS‘ SZO'vHL'Z$ ‘LO %I- “(000'009)$ e61e1 uojonpey |joukeg - ‘(006‘6s0'L)$ uonLAY %L‘ZL9'zZvS sijouER~ %z‘ 000'SS8S spieng Bulssoi9 joys %58 “geo'los'res Auejes 1350N@ GIGNAWINOD3Y ST-PTAd dHla (isi be crrre speseaq ee *gessaueg tbl] | i de Le feta mr deenanas aasgaq/? ait eat fy |) | sesneesai a apeaaat pata ; ead A iteensee eb] i tems} r i “dil ir HARTFORD POLICE MPD 2013 WEEKLY REPORT actoa || a I a=) [Ee] Le eee ia waen| [ae | [eens Se = vt0z/t/S quaunsedag a2!jog ploy weH[aa | etree Bupjoa genus quawniedag aijog pioyeH6L 1 s © or sr 9 9% OF oO o oO e er or er st ° © ° z © z s ve 1 3 © s z v “ smoL Sv oa sumde5 sueusnerT suieadieg Seana =—_ S109. WEST SrOr %B9'S9 — %SO'TT 8 06 ost es € 91 $e 2 s +L soz iy uvisy raed sha ona spe PUL or 9s SE Toe seas ree Bae THOL 8 1 L 2 Wr we PMS av Sra PApNISUL 6 --= _%S"TO rer ~eprel ST LO s oLz +8 6s 1 € ° z oO ° oO ° ° r oO U ° ° ° 61 ° 1 S ° ° vr ° e ° 1 ° ar ° s € ° ° ° z It zi ° ° ° zs or 1 ° s bet oO Lz € ie a BeWO Taped SiwsksS TuETomery TaTEdES PLozs/s 40 SV STOz AoqUIDAON LOZ soqurandos AupoL amou o satin ova StoquinN wopEDy doug [OL JO WesIEa racL route t ore panna Sopa Sore, aepus5 SOMMAVADOWAG WALI S199IO SANDY JO SBE WMIRIOg FS1e20.L, Aurapesy ur en AAP amnfarPPrs: sromenbpeon, seorars proddns oso/aaD JPMD 9 Jo 22050 neoing OAnEsHSOAUT 1enea(iseols ‘PSeols ‘ISe0Is) ‘TVLOL SNIAOW H.LNOW ZT SILL AAO UVTNOTA ADITOd 00°05" 00'000"ECITY OF HARTFORD Hartford Police Department 253 High Street PEDRO E. SEGARRA Hartford, Connecticut 06103 JAMES C. ROVELLA MAYOR P: (860) 757-4000 Chief of Police police.hartford.gov February 19, 2015 Mayor Pedro E. Segarra CIO Office of Management and Budget 550 Main Street Hartford, CT 06120 Dear Mayor Segarra: Please find attached the Hartford Police Department's submitted budget for fiscal year 2015- 2016. As requested, | have provided a budget that reflects the cost of current services. Though this budget does take into consideration on-going contractual services and contractual obligations for salary such as COLA and step increases, it does not allow for inflation of non- personnel costs. You will see in this budget that | have continued to maintain the Community Policing Model and hope to build on its success in the coming fiscal year. In addition to this Current Services Budget, | find it necessary to submit six (6) business cases to allocate the necessary resources to accomplish the missions of keeping the City safe and increasing the residents’ quality of life. The first of these is a recruit class. Since last year’s budget request, thirty-three (33) officers have left the department as of this date. An additional seventy-four (74) officers are eligible to leave between now and June 30, 2016, and current projections show approximately forty two (42) will actually leave. It is imperative that we not only implement funding for a Recruit class of 30 for FY16, but | highly recommend that the City plan on budgeting a minimum of one class of at least 30 recruits each year for the next four (4) years just maintain our already depleted numbers. ‘* The second request is for promotional dollars to be made available. In prior years this request would be contained as part of the salary line item, but in view of the implementation of the new Position Management Application, we are now required to submit this as a business case. As you are aware, with all of the attrition, a large number of my leadership and supervision in the department has, and will be departing. This requires that those positions be filled by upcoming officers, but promotional dollars will be required to complete this process. ‘© The third request addresses the Police Departments advancement though the accreditation process. In view of the recent extension of time granted in regards to the Order to Show Cause stipulated under the Cintron v. Vaughn settlement agreement; and the fact that the Hartford City Council requested, in part, that the court not dismiss the consent decree in the case until the Hartford Police Department attains nationalaccreditation; | feel compelled to request sufficient additional funding to implement this, program per the City Counci’s wishes. + The fourth request is also a result of the Cintron v. Vaughn settlement agreement. We have found that many years ago, the department reduced the number of rounds being fired for qualification from the stipulated 120 rounds to 60 rounds per officer due to budget concems. As the judge in this case has agreed not to sunset this stipulation and ‘we are now aware of the change made that is contrary to the decree, we must adequately fund this line item to comply with the decree. © The fifth request is funding for the Summertime Quality of Life plan for $90,000.00. In previous years the Police Department was able to fund the effort with budgeted overtime monies and compensatory time, but it is not realistic to consider that this fiscal year. This funding will be split three ways between the district commanders to cover our recreation areas, motor cycle and quad abuse, and other areas. Those areas and activities occur mostly on the weekends while our staffing is directed to details late in the evenings or are off-duty. © The last request is funding for both fitness for duty evaluations and drug testing. The need for these two services is self-evident. Both of these areas can negatively impact performance and create a dangerous situation for the officer, the public, and his/her peers and family. The Hartford Police Department does not currently have active programs for fitness for duty analysis or drug testing, Attrition continues to be a concer for the department. As noted in my business case for an additional class of Recruits, we have lost thirty-three (33) officers year to date in the current fiscal year with another seventy-four (74) officers eligible to leave in FY 15-16. Of those seventy-four (74) officers, we project that forty-two (42) of those are likely to actually depart The risk to community policing, overtime, and public safety from this outflow of personnel is great. In coordination with the staff at Management and Budget, we are working to analyze and project how loss of personnel will impact our future operations and what efforts need to be taken to address these formidable losses. Part of the mitigation efforts are addressed by the implementation of a class in the submitted budget, which is a carry-over of the class from FY14-15. Itis obvious that there are no short-term, quick fixes for the situation we find ourselves in, but hopefully we can recover over the next few years to a sustainable level. This can be achieved by continuing our annual efforts to replenish the level of staffing. Thank you for considering our efforts to meet your goals and objectives and we look forward to ‘meeting with you in the future to discuss them in person: Sincerely, James C. Rovella Chief of PoliceBusiness Case Priority 1 of 6 Request for Allocation Adjustment Submitted Budget for Fiseal Year 2015-2016 Department Name: Hartford Police Department Program number and Name: Funding for an additional class of 30 Recruits Total Requested Amount: $1,711,337 (salaries and cost to outfit, not including benefits) Will this request affect the amount of General Fund revenue collected, or the amount of grant funding? _Yes _X No If Yes, which one, and how will it be affected and by how much? SERVICE IMPACT: How will service be affected, if approved? If not approved? Please be specific. In 1994, 1995, and 1996 the Department ran a number of police recruit classes. These classes began retiring in late 2013. On February 19, 2014, in preparation for the FY 14-15 budget, the Police Department conducted an analysis of potential attrition rates. Going into the FY 14-15 budget year, thirteen (13) officers were already eligible to retire and thirty-six (36) more would reach there anniversary date during that fiseal year. As of February 18, 2015 (one year later), three (3) of the thirteen (13) officers (23%) that were already eligible to retire had, in fact, retired. OF the thirty-six (36) that became eligible to retire in FY 14-15, twenty-five (25) of them (69%) had already retired by February 18, 2015, only three-quarters of the way through the fiscal year. In addition, two (2) officers retired early, two (2) officer resigned, and one (|) officer failed Field Training. In all, thirty-three (33) officers separated from service between February, 2014 and February, 2015, ‘The attrition analysis for FY 15-16 is much more aggressive. The Department currently has twenty-one (21) officers eligible to retire. An additional fifty-three (53) will become eligible to retire during FY 15-16, fora total of seventy-four (74) officers. Using last year’s percentages, 23% of the twenty-one (21) officers currently eligible to retire, and 69% of the fifty-three (53) officer that will become eligible to retire will leave. This equates to a projected forty-two (42) more officers leaving the Department in FY 15-16. With current staffing at 416 officers, the Department would be left with 374 active officers. This reduction has a number of ramifications. First, as we are recipients of DOJ COPS Office Hiring Grants. We have already been told that we are in jeopardy of having violated the Supplanting prohibition through a “RIF” (Reduction in Force). ‘The Cops Office has set our General Fund funded minimum staffing level at 482 officers. Should we continue to go down in our headcount, we could be forced to re-pay grants. Secondly, what gains we have made in trying to make Hartford a safer and more desirable place to work, visit, and live in will probably be lost due to our inability to maintain the current levels of service. Community Policing is a very personnel intensive process and would have to be set aside as our numbers continue to fall. The last by-product of failing to maintain our level of staffing is an ever increasing amount of overtime dollars required to pay for the services we will try to maintain as our numbers drop. Paying officer that have achieved higher pay grades time-and-a-half to fill the gaps will prove extremely expensive when compared to adequately staffing the Department with lower paid, new officer at their regular pay rate. To simply maintain our current strength of 416 officers, we would need to have approximately forty-two (42) officers ready to serve by the end of FY 15-16. This mumber does not account for other types of employee separation. It takes in excess of 9 months to produce an officer that can fill a vacancy. This includes successful completion of the Training Academy and the Field Training Period. On average, the recruitment process calls for roughly 700 candidates to fill a class of forty (40) recruits. With current recruitment efforts providing far fewer candidates, and quality lateral transfers at premium, this would be difficult task regardless of even the most aggressive efforts. Bridging this gap will take several years, however, the longer we delay implementing classes, the more of a problem this becomes.‘What performance measures do you, or will you, use to measure the impact on ser impact (please quantify) on your performance measures based on the decision? By cot jee? What do you estimate to be the wing to hire officers, the Department will mitigate overtime expenditures, show a concerted effort to meet grant requirements, and continue to provide the necessary public safety service to reduce crime and make the City a safe place to live, work, and visit. FINANCIAL IMPACT: Total Position(s): 30 ‘Total Annual Salary(jes): Position Title(s): Police Officer Position(s): 30. RTE’s: 30 Annual Salary({es): $1,518,180 Non-Personnel Operating Costs: Account: Uniform and Equipment $193,157 Non-Personnel Capital Outlay Costs: Account: ‘Account: Total Requested Amount: $1,711,337Business Case Priority 2 of 6 Request for Allocation Adjustment Submitted Budget for Fiscal Year 2015-2016 Department Name: Hartford Police Department Program number and Name: Police Department Promotions Total Requested Amount: $118,456.70 Will this request affect the amount of General Fund revenue collected, or the amount of grant funding? Yes _XX_No If Yes, which one, and how will it be affected and by how much? SERVICE IMPACT: How will service he affected, if approved? If not approved? Please be speci In the mid-1990s, the Department ran several recruit classes. The officers that were hired during that time began retiring, at the end of 2013. In February of 2014, as part of an ongoing effort, the Department conducted an analysis to project, potential attrition rates as a result of the pending retirements. From March 1, 2014 until February 18, 2015, thirty (30) officers have retired from the department and three (3) officers have separated from service for reasons other than retirement. As of February 18, 2015, twenty-one (21) officers are eligible to retire at any time they wish. ‘The attrition projections for FY 15-16 is much more aggressive. As mentioned above, the Department currently has twenty-one (21) officers eligible to retire, During FY 15-16, an additional fifty-three (53) officers will become eligible to retire. Therefore, the total number of officers that could potentially retire during FY 15-16 is seventy-four (74). Based ‘on past percentages, the Department projects that forty-two (42) of the seventy-four (74) officers will retire during FY 15-16. The Department currently has 416 sworn officers. With the projected attrition rate, the Department will be left vith 374 sworn officers. This number does not include officers that will separate from service for various reasons other than retirement, ‘The projected retirements will have a significant effect on the supervision and management of the Department. ‘The current rank structure of the seventy-four (74) officers that are, or will become, eligible to retire in FY 15-16 is as, follows: Deputy Chiefs: Captains: Lieutenants: Sergeants: Detectives: Officers: Total ‘The thirty-seven (37) officers at the rank of Sergeant or above that will be eligible to retire in FY 15-16 represent 42.5% of all of the officers at the rank of Sergeant or above in the Department. Accordingly, the Department can potentially lose 42.5% of all current supervisors and managers in FY 15-16, In order to both maintain and improve upon the gains the Department has accomplished in making Hartford a safer and ‘more desirable place to live, work, and visit, the Department will have to hire dozens of officers in the next few years to keep up with the staffing levels at the projected rate of attrition, The hiring of new officers creates an inherent liability because of their lack of experience in law enforcement. To curb this liability, the Department must have enough experienced supervisors and managers to appropriately monitor, guide, and train new officers. To fill the vacancies in the supervisor and upper management ranks created by attrition, the Department projects that the following promotions will be necessary:‘One (1) Assistant Chief ‘Two (2) Deputy Chiefs Two (2) Captains Nine (9) Lieutenants Twenty (20) Sergeants Six (6) Detectives Due to the nature of promotions, filling a vacancy at one rank creates a vacancy in the rank or ranks below the rank being filled. For instance, Assistant and Deputy Chief Ranks can be filled by either Captains or Lieutenants. However, a Captain position can only be filled by a Lieutenant, a Lieutenant Position can only be filled by a Sergeant, and Sergeant Position can only be filled by a Detective or Officer. Although the nine (9) Lieutenant positions seem to stand out from the five (5) Lieutenant positions that are eligible to become vacant in FY 15-16, the aforementioned nature of promotions must be taken into account. The vacancies created at the Assistant Chief, Deputy Chief, and Captain Ranks are all eligible to be filled by Lieutenants. Considering that there are currently only sixteen (16) Lieutenants in the Department, the Lieutenant rank will be hardest hit by attrition and subsequent promotion. ‘The most troubling retirements are in the twenty (20) sergeant positions, representing one-third of the first-line supervision in the Department. ‘What performance measures do you, or impact (please quantify) on your performay il you, use to measure the impact on service? What do you estimate to be the -e measures based on the decision? ‘Through promotions, the Department will be able to appropriately supervise, monitor, and train newly hired officers and contain overtime costs created by attrition. Additionally, the Department will continue to provide the level of ‘management necessary to improve upon the accomplishments made by the Department in making Hartford a safer and more vibrant city. 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