HomeMy WebLinkAboutCC WS PACKET 09132022CITY OF SAINT ANTHONY VILLAGE
WORKSESSION AGENDA
Tuesday, September 13, 2022 at 5:45PM
Join Meeting via Zoom
There is also a dial -in option available. Members of the public who wish to attend the meeting may do so
in person.
Minutes
WS 8 -8 -22.PDF
Worksession Topics
Police Department Staffing Structure
Captain Jeff Spiess and Sergeant Mike Huddle presenting.
PRESENTATION.PDF
Future Worksession Dates, Times And Agenda Items
Next Worksessions:
October 11th 5:45 -
2023 Long Term Capital Budget Plans
Single Family Home Rentals
Adjournment
If you would like to request special accommodations or alternative formats, please contact the City
Clerk at 612 -782 -3313 or email city@savmn.com . People who are deaf or hard of hearing can
contact us by using 711 Relay.
Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and
safe.
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Documents:
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CITY OF SAINT ANTHONY VILLAGEWORKSESSION AGENDATuesday, September 13, 2022 at 5:45PMJoin Meeting via ZoomThere is also a dial -in option available. Members of the public who wish to attend the meeting may do so in person. Minutes WS 8 -8 -22.PDFWorksession TopicsPolice Department Staffing StructureCaptain Jeff Spiess and Sergeant Mike Huddle presenting.PRESENTATION.PDFFuture Worksession Dates, Times And Agenda ItemsNext Worksessions:October 11th 5:45 - 2023 Long Term Capital Budget Plans Single Family Home RentalsAdjournmentIf you would like to request special accommodations or alternative formats, please contact the City
Clerk at 612 -782 -3313 or email city@savmn.com . People who are deaf or hard of hearing can
contact us by using 711 Relay.
Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and
safe.
1.Documents:2.A.Documents:3.4.
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City of St. Anthony
CITY COUNCIL WORK SESSION
Minutes
August 8, 2022
Present:
Mayor & Council
Randy Stille, Mayor, Thomas Randle, Councilmember, Jan Jenson, Councilmember, Bernard Walker,
Councilmember
Staff:
Charlie Yunker, City Manager and Shelly Rueckert, Finance Director
Call to Order:
Mayor Stille called the Work Session to order at 5:45 p.m.
2023 Budget And Levy:
Finance Director Rueckert presented the preliminary 2023 budget and levy and described the
methodology in determining the budget and levy, as well as the major cost drivers. Preliminary base levy
increase is proposed to be 4.93% with additional provisions for planned and possible increases in
personnel costs, bringing the proposed levy increase to 5.39% for 2023.
Council discussed the preliminary budget and the drivers, and the proposed transfer of $275,000
transfer from the Liquor Fund. Staff is proposing to take modest steps in increasing the transfer so
future possible reductions would not cause major levy pressure.
Council and staff discussed the additional provisions on personnel costs relating to the medical skillset
expansion in the Fire Department and reserves for unexpected personnel costs due to the challenging
job market for recruiting and retaining talent.
Council was comfortable with the preliminary budget and levy and Staff will integrate any additional
changes that may need to be made in the meantime into the final proposed 2023 budget and levy, and
will bring to the regular City Council Meeting on August 23, 2022.
Future Work Sessions:
Next Work Sessions will be held on September 13th, 2022, at 5:45pm in the Council Chambers.
Adjournment:
The meeting adjourned at 6:29 p.m.
Respectfully submitted by Charlie Yunker, City Manager.
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9/7/2022
1
POLICE DEPARTMENT STAFFING
PRESENTATION
St. Anthony City Council Work Session
September 13, 2022
Captain Jeff Spiess and Sergeant Mike Huddle
Presenting
GOAL:
Continue our commitment with the community to fulfill
and advance the Department’s Strategic Plan.
Achieved through developing a more resilient and
operationally capable police agency.
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3
SAPD STRATEGIC PLAN
•Initiated with DOJ Site Team
members as part of Technical
Assistance
•Every SAPD officer provided input
•Community Sessions to collect input
from community
•Validated by Industry Leaders
•SAPD participated in recent
roundtable session in Washington DC
with DOJ COPS Office for use in
“Evidence-based implementation
guidance resource for other police
agencies” nationwide.
WHY THE NEED FOR ADDITIONAL OFFICERS
•Fulfillment of Strategic Plan
•Increasing crime rate
•Decreasing case clearance rate
•Increase in complexity of calls and investigations
•Increasing population and development
•Increase in administrative demands
•Increasing training demands
•Consistent deficit in patrol staffing
4
Increased demand on entire department
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NEEDS:
•Administrative Lieutenant
•VCET Investigative Officer
•Open discussion on patrol staffing
5
INCREASING CRIME RATE
•PART 1 Crimes have
risen drastically since
2019.
•Severity has
increased.
6
0
50
100
150
200
250
300
350
400
2017 2018 2019 2020 2021
Part I Part II
Goal 5: Enhance focus on Crime
Prevention, Intervention, and
Suppression
Goal 4: Increase
partnerships with city and
county to remedy problem
areas.
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CRIME INCREASE – ST. ANTHONY
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2017 2018 2019 2020 2021
Robbery 6 7 2 12 15
6
7
2
12
15
0
2
4
6
8
10
12
14
16
Robbery
2017 2018 2019 2020 2021
Theft 166 172 167 200 271
166 172 167
200
271
0
50
100
150
200
250
300
Theft
2017 2018 2019 2020 2021
Vehicle Theft 16 13 15 20 32
16
13
15
20
32
0
5
10
15
20
25
30
35
Vehicle Theft
Goal 5: Enhance focus on
Crime Prevention,
Intervention, and Suppression
Goal 4: Increase
partnerships with city and
county to remedy problem
areas.
CRIME INCREASE – ST. ANTHONY
8
2017 2018 2019 2020 2021
Assault 23 29 12 32 35
23
29
12
32
35
0
5
10
15
20
25
30
35
40
Assault
2017 2018 2019 2020 2021
Damage to Property 39 37 28 44 65
39 37
28
44
65
0
10
20
30
40
50
60
70
Damage to Property
Goal 5: Enhance focus on
Crime Prevention,
Intervention, and Suppression
Goal 4: Increase
partnerships with city and
county to remedy problem
areas.
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CRIME INCREASE – NE MINNEAPOLIS
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2019 2020 2021
Robbery 107 169 268
107
169
268
0
50
100
150
200
250
300
Robbery
2019 2020 2021
Theft 1963 2403 2452
1963
2403 2452
0
500
1000
1500
2000
2500
3000
Theft
CRIME INCREASE – NE MINNEAPOLIS
10
2019 2020 2021
Assault 731 912 926
731
912
926
600
650
700
750
800
850
900
950
Assault
2019 2020 2021
Vehicle Theft 416 633 761
416
633
761
0
100
200
300
400
500
600
700
800
Vehicle Theft
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DECREASE IN CLEARANCE RATE
11
59%
54%53%
49%
43%
56%
49%48%
41%
0%
10%
20%
30%
40%
50%
60%
70%
2013 2014 2015 2016 2017 2018 2019 2020 2021
Clearance Rate
INCREASE IN COMPLEXITY OF CALLS AND
INVESTIGATIONS
•Video Collection and Analysis
•Multiple Witness Interviews
•Multiple Search Warrants
•Cell Phones
•Vehicle
•Apartment Complex in Mpls.
•Crime Analysis through
outside agencies to assess
evidence collected
•Assistance from Ramsey Co
VCET in serving search
warrant in Mpls and in the
apprehension of violent
suspects.
•2 guns recovered and large
quantity of ammunition.
•Multiple shots fired into
apartment complex during
the day.
•Multiple Search Warrants
•Cell phones
•Stolen vehicle
•Apartment Complex
•Control and safety of
multiple occupants, including
children
•Containment of the scene
•Recovery of 1 gun and
ammunition
•3 arrests made
•Fleeing from a shooting that
had just occurred in
Maplewood.
•3 armed suspects crashed in
St. Anthony in a stolen
vehicle
•Ties to St. Anthony
•Recovered 5 + guns, some
modified to fully automatic
fire
•All apprehended by SAPD
officers in residential area
during the day
•One gun discovered to be
same as used in Lauderdale
shooting 12
Shots Fired Outside
City Hall
Shots Fired into
Apartment Complex
Shooting Suspects
Captured in SA after
Foot Pursuit
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INCREASE IN POPULATION
13
7600
7800
8000
8200
8400
8600
8800
9000
9200
9400
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
St. Anthony Population
INCREASE IN ADMINISTRATIVE DEMANDS
•Body Worn Camera Program
•Equipment Maintenance
•Monthly Audit
•Biennial Audit
•Redaction
•Squad Car Equipment
•Cameras and Interface
•Laptops, docks, Ticketwriter
•Lighting
•Lexipol
•Daily trainings
•Policy updates
•Facility Cameras
•Community Engagement
•Community Academy
•Social Media
•Summer Survival
•Records Management System
•Transition to new technology
•Records dissemination
•Grant Management
•Field Training Program
•Several new officers
•Increased requirements
•Transparency and Statistical
Reporting
•Annual Traffic Report
•Use of Force
•Officer Wellness
•Check up from Neck up
•Early Warning System
•Chaplain Program
•Fleet Management
•Evidence Audit
•Certifications, tracking,
documentation, etc.
•Forfeitures
•New requirements
•Documentation throughout long
process
•Predatory Offender Tracking
•Training
•Documentation
•Facilitation
•Certifications
•Budgeting and Scheduling
•Reserve Program
•Recruiting, Training,
Backgrounding
•Officer Recruitment
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TRAINING
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POST Mandated Training (2018)
- 48 hours of CE per 3 year cycle
- Use of Force training annually
- Pursuit driving course per 5 year cycle
- 16 hours of CE per 3 year cycle in
- Crisis Intervention and Mental
Illness Crisis
- Conflict Management and
Mediation
- Recognizing and Valuing
Community Diversity and
Culture Differences, to include
Implicit Bias.
0
200
400
600
800
1000
1200
1400
1600
2018 2019 2020 2021 2022
Mandated Professional Development
Goal 3: Enhance Training –
Internal and External.
Goal 7: Restructure
Professional Development
Process
Goal 9: Strengthen
Recruitment, Hiring, and
Retention
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CONSISTENT DEFICIT IN PATROL STAFFING
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•Nationwide challenge to retain police officers
•Challenges in recruiting new, well qualified officers
•Short staffing risks:
•Difficulty in meeting goals of Strategic Plan
•Quality of Service Reduced
•Decrease in responding to crime and employing crime
prevention techniques
•Increase risk of losing officers
•Decrease in Professional Development
•Taxing on ability for time off
•Increase workload
•Ability to absorb the loss of officers is more difficult
RULE OF 60 GUIDELINES. AS A GENERAL GUIDELINE, ICMA
APPLIES A “RULE OF 60” TO EVALUATE POLICE DEPARTMENT
STAFFING ALLOCATION AND DEPLOYMENT. THIS RULE OF 60
APPLIES TO THREE CRITICAL VARIABLES:
1. There should be approximately 60 percent of the total number of sworn officers in a department
assigned to the patrol function. According to the table, the mean patrol percentage is 66.1 percent.
In other words the average department in this study (ICMA) assigns about two-thirds of its officers
to patrol.
2. The average workload for patrol staffing should not exceed 60 percent. In the ICMA analysis, less
than one-third of the available patrol resources are committed to demands from the community in
the average department. The highest reported means in the sample of communities studied does not
exceed the 60 percent threshold. In other words, the busiest communities in the ICMA analysis
do not dedicate more than 60 percent of their patrol resources towards workload (which
includes public initiated CFS, police-initiated CFS, administrative and out-of-service time, as well
as directed patrol time).
3. The Total Service Time (officer-minutes) should not exceed a factor of 60.
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CHIEF
CAPT
LT
CSO
DET.SGT SGT SGT
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
DET.
Current Structure / Staffing
PERF Standard: 25% staff unavailable
(training, court, sick, PL, etc.)
LDL Officers
ICMA Rule of 60 Comparison: 80% of
agency assigned to patrol function.
CHIEF
CAPT
LT
SGT
CSO
VCETDET.SGT SGT SGT
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
Ofcr
DET.
Proposed Structure / Staffing
PERF Standard: 25% staff unavailable
(training, court, sick, PL, etc.)
LDL Officers
ICMA Rule of 60 Comparison: 77% of
agency assigned to patrol function.
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Table 4: SA Staffing Deviation
Time Needed Sample Schedule Deviation Needed Current * Deviation
12:00 AM 4 3 1 3 2
1:00 AM 12 4 -8 12 3 -9
2:00 AM 4 4 0 4 3 -1
3:00 AM 3 4 1 3 3 0
4:00 AM 6 4 -2 6 3 -3
5:00 AM 7 4 -3 7 3 -4
6:00 AM 1 1 3 1 3 2
7:00 AM 3 4 1 3 3 0
8:00 AM 4 4 0 4 3 -1
9:00 AM 2 4 2 2 3 1
10:00 AM 2 4 2 2 3 1
11:00 AM 2 4 2 2 3 1
12:00 PM 2 4 2 2 3 1
1:00 PM 2 4 2 2 3 1
2:00 PM 8 4 -4 8 3 -5
3:00 PM 2 4 2 2 3 1
4:00 PM 2 4 2 2 3 1
5:00 PM 2 4 2 2 3 1
6:00 PM 10 4 -6 10 3 -7
7:00 PM 2 4 2 2 3 1
8:00 PM 2 4 2 2 3 1
9:00 PM 2 4 2 2 3 1
10:00 PM 3 4 1 3 3 0
11:00 PM 1 4 3 1 3 2
Total Deviation 11 -13
Vairance
* Current staffing includes LT and SGTs in patrol figures
Table 4: Combined Staffing Deviation
Time Needed Sample Schedule Deviation Needed Current * Deviation
12:00 AM 1 5 4 1 4 3
1:00 AM 9 5 -4 9 4 -5
2:00 AM 4 5 1 4 4 0
3:00 AM 3 5 2 3 4 1
4:00 AM 3 5 2 3 4 1
5:00 AM 1 5 4 1 4 3
6:00 AM 1 5 4 1 4 3
7:00 AM 3 5 2 3 4 1
8:00 AM 4 5 1 4 4 0
9:00 AM 2 5 3 2 4 2
10:00 AM 2 5 3 2 4 2
11:00 AM 2 5 3 2 4 2
12:00 PM 2 5 3 2 4 2
1:00 PM 6 5 -1 6 4 -2
2:00 PM 8 5 -3 8 4 -4
3:00 PM 1 5 4 1 4 3
4:00 PM 2 5 3 2 4 2
5:00 PM 2 5 3 2 4 2
6:00 PM 7 5 -2 7 4 -3
7:00 PM 1 5 4 1 4 3
8:00 PM 1 5 4 1 4 3
9:00 PM 2 5 3 2 4 2
10:00 PM 2 5 3 2 4 2
11:00 PM 1 5 4 1 4 3
Total Deviation 50 26
Vairance
* Current staffing includes LT and SGTs in patrol figures
Staffing Deviation (SA vs. Combined SA & LDL)
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NOT REFLECTED IN THE DATA:
•Report writing time
•Court time
•Training time
•Routine patrol
•Any investigative work
•Administrative duties
•BWC review/audits
•Training development / records
•Community engagement & program
development/coordination
•Policy
•Maintaining evidence / property
•Reserve Program
•FTO Program
•Social media
•Statistics
THANK YOU
Questions?
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