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BUDGET AND COST CONTROL TIPS

1 Abstract

TIPS FOR SHIFT SCHEDULING AND FLEET OPERATIONS Some municipalities disbanded their police departments and have agreed to contract law enforcement services with other departments, such as the sheriff or state police agencies. Mark Compton and Mike Hogan, feet managers for the City of La Habra, Calif., found a cost-effective way to replace some high-mileage patrol vehicles in the police departments feet.

2 Introduction

Over the past few years, police managers have been forced to do more with less. Some changes have been creative, while others, such as disbanding existing police departments and replacing the patrol force with private security guards hinges on the extreme. Here are some positive ideas.

Some municipalities disbanded their police departments and have agreed to contract law enforcement services with other departments, such as the sheriff or state police agencies. Heading toward the extreme is the notion of replacing sworn officers with private security guards, which potentially creates severe liability issues. While private security can supplement law enforcement, they cannot replace law enforcement.

3 Conclusions

One way to lower costs, especially reduce overtime expense, is the use of compressed work schedules. Sometimes these new schedules are popular, sometimes not. One solution to cost control is to contract law enforcement services from the county. Another is to merge the city and county police into a metro department. Another is to join police and fire into a public safety department. The in-house service versus out-source service is a serious budget-busting issue. Consider having your police vehicles repaired outside, but by a neighboring police agency.

Some departments are successful in aggressively pursuing at-fault drivers and insurance companies for damage to city vehicles and/or property.

In many situations, to save money, departments allow reserve officers to assist sworn officers. Some situations, however, simply require active duty, sworn officers.

4 Reference point of views

Work Shifts

In the past, 'traditional' law enforcement scheduling has been five days on, two days off. Many agencies have moved toward Compressed Work Schedules, (CWS) such as four 10-hour days, or three 12-hour days. This can be a morale-booster, especially for personnel who are assigned to work different shifts as it offers more days off and reduced commuting times and mileage.

The concept of take-home cars is controversial and policies vastly differ between departments. Some departments limit take-home vehicles to motorcycles, higher-ranking staff officer, K-9, and on-call detectives. Other departments may individually issue the vehicle and allow the officer to take their vehicle home. Some advantages to take-home vehicles include instant mobilization in the event of a disaster, and vehicles do last longer as they receive better care and less abuse than the typical feet vehicle.

Reserve Officers

Many departments allow the option of retired officers to function as active reserve officers, to supplement patrol, investigations, staff special events, and other functions within the department. This can reduce overtime and benefits expenses. Keeping retired officers active retains valuable manpower, and more importantly, retains the accumulated skills and knowledge, which might have walked out the door along with their retired badge and I.D. card.

Some agencies rely heavily on reserve officers, which can have positive and negative benefits, depending on the type of reserve program in place. Reserve officers can range from the unarmed auxiliary, useful for traffic control, writing parking citations, special events, working as a desk officer or as a jailer. On the other end of the spectrum is the fully certified reserve with 24/7 police powers. The law enforcement manager needs to be careful about how reserves are deployed as saturating patrol divisions with reserves to the point where regular officers are displaced will bring about howls from the regular officers and/or their bargaining associations.

Income-Generating Ideas

Many departments are generating some additional income from various services such as conducting and submitting fingerprints for individuals requiring security clearances, the releasing of impounded vehicles, providing copies of reports, subpoena service, issuance of various licenses, and citation sign-offs for equipment violations. When was this policy last updated, and are the costs in line with current price schedules?

Instead of contracting to outside vendors, such as car washes, some feet managers utilize trusty labor from the jails to wash their vehicles and provide other custodial duties. Care must be taken that weapons, computer terminals, and other sensitive information cannot be accessed by the trustees.

Some fleet managers often source low-mileage used vehicles for administrative and undercover use from dealer auctions, or rental feet returns. This practice is far cheaper than buying new vehicles, saving the cost of depreciation. Additionally, some returned rental vehicles often come with their own warranty from the rental company. These types of vehicles would be ideal for undercover applications as they appear as 'stock' vehicles without the 'plain-wrapper' appearance. Another advantage is these vehicles can easily be rotated-or resold, if a variety of vehicles are required.

Salvage Parts

Many agencies cannibalize parts and components from decommissioned or wrecked vehicles. The LAPD completely strips all of their collision-damaged vehicles of useable parts and stockpiles fenders, doors, seats, engines, transmissions, differentials, and other viable components. With the stockpile of parts, if a vehicle co

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