2012 Budget Line Item DescriptionDate: November 14, 2012

To: Norman EcksteinFrom: Chief John G. Finkle Re: 2012 Budget Request

I have provided an explanation for each line item category listed on the budget worksheet.

25-240-002 Reserve – No Request

25-240-003 Holiday – Holiday pay for officers working on the holiday and sell back of unused vacation pay as per PBA contract.Based on Memorandum of Agreement between the Borough of Kinnelon

& P.B.A. Local #341

25-240-004 Crossing Guards S & WBased on 2011 Salary-2012 Raise needs to be added

25-240-005 Special Police – Special Officer patrol and extra duty assignments

25-240-006 College Credits – Pay stipend for officers that have an existing Associate’s Degree or Bachelor’s Degree in Criminal Justice or partial payment for officers working towards a degree as per PBA contract.Based on Memorandum of Agreement between the Borough of Kinnelon

& P.B.A. Local #341

25-240-008 New Sergeant – No Request

25-240-009 Detective – Differential pay stipend as per PBA contract. Based on Memorandum of Agreement between the Borough of Kinnelon

& P.B.A. Local #341

25-240-010 Longevity – Pay stipend for experienced officers due to length of service in law enforcement as per PBA contract.Based on Memorandum of Agreement between the Borough of Kinnelon

& P.B.A. Local #341

25-240-011 Regular S&W – This line item is covered by PBA contract for Patrolmen and Sergeants. I have attached a copy of the Municipal salary for Morris County for the position of Chief and the Lieutenant.Based on Memorandum of Agreement between the Borough of Kinnelon

& P.B.A. Local #341

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25-240-012 Overtime – Overtime rate is figured at $75.00 per hour average multiplied by 1,350 hours.

Based on Memorandum of Agreement between the Borough of Kinnelon & P.B.A. Local #341

25-240-013 Temporary Help – No Request

25-240-021 Legal Advertising - Whenever a vehicle is impounded by our officers and the vehicle remains in the possession of the impound yard for more than (14) Days, we must attempt to have this vehicle removed by the owner. If the owner fails to respond, we file the appropriate paperwork with DMV for the title. The vehicle then goes for auction and must have two separate advertisements for said public auction.

25 - 240-022 Postage – Besides normal daily postage, we utilize this line item for equipment sent out for service. This includes packaging and postage.

225-240-036 Office Supplies – This line item encompasses the normal daily needs in order accomplish the required operation of the agency and resident I.D. supplies.

Insufficient Funds in 2011

25-240-042 Schooling- As with any profession, a prudent officer needs to develop experience and knowledge during his/her career through education. Officers need to keep abreast of the changes in law enforcement and at times need to specialize in various skills. According to numerous Case Laws especially Popow v. Margate officers shall not only meet the minimum required training but must exceed the minimum standard of training or be held liable for failure to train their officers. This also encompasses courses for our dispatchers.

25-240-043 Uniforms - This line item is budgeted as per the PBA contract, as well as allowance for Dispatcher and Crossing guards.

25-240-044 Membership Dues - Organization and Associations dues for the Chief and other department members, these organizations are necessary to keep abreast of current training programs and events and activities.

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25-240-045 Travel & Misc. Expenses – The PBA contract mandates a reimbursement for officers’ lunch and expenses when out of town for Superior Court and training. It also mandates a vehicle mileage reimbursement when an officer uses their own vehicle when a Borough vehicle is unavailable. I have also added additional funds for out of area schools/training where accommodations and meals would have to be provided.

25-240-053 Office Equip & Maintenance – Yearly service contracts for existing equipment, various repair fees for non-service contract equipment and installations on computer equipment. Additionally, normal maintenance and purchase of needed equipment.

25-240-057 Police New Vehicle – We have existing leases for (2) 2011 Ford Crown Victoria Interceptors.

25-240-058 Equipment - We need to add and replace certain pieces of equipment and computer software for public safety concerns. Hydro testing is necessary this year for certain fire extinguishers and basic upkeep is necessary on other equipment. 25-240-146 Tires – We have (3) different types of vehicles that we need to maintain regular and snow tires for safety concerns as they become worn or damaged.

25-240-147 Crime Prevention – Our department is committed to bring various seminars to the residents of this community in the form of public relations. In order to achieve this goal, we need to serve slight refreshments and to hand out various pamphlets to enhance the information offered at the seminar. We also need to purchase videos and other supplies for any type of crime prevention activity.

Insufficient Funds in 2011

25-240-148 Firearms Qualifications - This line item covers costs of ammunition for all weapons, targets, cleaning supplies and proper maintenance of weapons. It also includes certain equipment necessary for training.

25-240-149 Prisoner Expense – Meals required by law when prisoners are incarcerated in our holding cells.

25-240-150 Physicals & Psychological - This line item is utilized when we hire a new officer for a physical and psychological evaluation. It would also be used for any existing officer that was deemed not fit for duty and an evaluation was needed to permit the officer to remain or return to his/her duties as required by law.

25-240-151 Chiefs Expense - Fees for the State Chiefs Conference and I.A.C.P. Conference in 2012 and other necessary supplies and allowances. Awards for officers and civilians should be purchased from this account.

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25-240-152 Detective Division - The expenses needed to assist and investigate into criminal activity, purchase routine supplies in order to effectively manage the bureau. Even though we did not utilize case transcriptions this year, I did not utilize any of those available funds.

25-240-153 Radio Service - This covers maintenance agreement for servicing our base and mobile radios, also repairs for non-covered items are paid from this line. This line item also covers the monthly cost for Verizon Wireless for the tablets in the vehicles. Contract fees have increased this year.

25-240-154 Physicals Contract – no request

25-240-155 First Aid Supplies – We have restocked our first aid supplies from last year’s budget and have also purchased long overdue response kits, but we need to address this year’s line item accordingly. Oxygen tanks need to be hydro tested, we need to purchase the remaining upgraded first aid kits and AED batteries and pads will need to be replaced due to expiration of the items.

25-240-156- Police Academy Test – No Request

25-240-157 CJIS/SPD - No Request

25-240-159 Traffic Bureau – The traffic unit is in need of certain pieces of equipment, some of it replaces existing outdated and others are new. We also need to have our tuning forks calibrated by weights and measures and need to send existing radar units out for repairs.

25-242-021 Domestic Violence Crisis Team - This line item is funding from a grant in 2001 as a mandatory program. Any balance will be used for this program

25-240-250-001 Dispatcher S&W - This line is for our full-time dispatcher. Based on 2011 Salary-2012 Raise needs to be added

Insufficient Funds in 2011 due to forgoing health benefits

25-240-250-002 Part-Time Disptacher S&W - Salary & Wages for part-time dispatchers, training and records. Due to the workload of the Department personnel, I need to increase our Record’s Clerk hours from 20 per week to 25 hours per week. This also includes salary for Dispatchers covering the desk when Robert Dyer is assigned as Court Officer.

Based on 2011 Salary-2012 Raise needs to be added

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25-240-250-020 Dispatcher O/E – No Request

25-240-250-021 Contract Service/Radio - As set by written contract with Butler with a 3% increase.

25-240-315-020 Vehicle Maintenance - The vehicle maintenance budget stabilized slightly last year, with our oldest cars costing us the most in upkeep and repair. Regular maintenance is critical to minimize major breakdowns and safety for the officers and general public.

25-240-460-020 Gasoline - This is the estimate cost for gasoline consumed by the police vehicles.

25-240-435-000 Street Lighting -This includes, bulbs, labor to replace bulbs and repairs of loops in the road or service to control boxes.

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PERSONNEL REQUEST

ADDENDUM I – NEW OFFICER

Kinnelon Borough Police Department

Staffing Study 2008

I have researched and reviewed our Departmental statistics regarding proper staffing levels. This data was compiled as to ascertain our existing staffing levels as well as anticipated reduction or growth of Departmental personnel.

The basis of this patrol workload analysis is a proven and unbiased method used and taught by the State of New Jersey Department of Law and Public Safety - Division of Criminal Justice. The course material is provided and sanctioned by the International Association of Chief’s of Police (I.A.C.P.).

There are many ways of determining proper staffing levels for a police department. Most of these methods use population as a part of a formula to determine

staffing.

The most common are as follows:

The FBI

The FBI (Federal Bureau of Investigation) makes staffing recommendations based solely on population statistics. They recommend a ratio of 2.7 officers per 1,000 residents. The Borough of Kinnelon currently has a population of approximately 10,000. Utilizing their method the Kinnelon Borough Police Department should have 27 Sworn Officers. Our present staffing level is at 15 Sworn Officers. A staffing level that is 80% lower than the FBI’s recommended staffing levels.

The U.S. Department of Justice

The U.S. Department of Justice also makes staffing recommendations based on population statistics. They recommend a ratio (depending on a variety of factors) of 2.3 – 2.7 officers per 1,000 residents. Utilizing their method the Kinnelon Borough Police Department should have between 23 and 27 Sworn Officers. A staffing level that is between 53% and 80% higher than present staffing levels.

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The Bureau of Justice Statistics

The Bureau of Justice Statistics uses the census of State and Local Law Enforcement Agencies to arrive at their statistics. According to the Bureau of Justice Statistics there is an average of 2.6 police officers per 1,000 residents in New Jersey municipal police departments. Utilizing this data the Kinnelon Borough Police Department should have 26 Sworn Officers. A staffing level that is 73% higher than present staffing levels.

Although useful as a comparison, these methods take a very basic and standard approach to determining staffing. The problem is that policing is anything but standard and basic. There are almost as many varieties of needs and operations as there are police departments. Items such as geography, traffic, climate, crime rate, level of expected service, and specialization within the department are all very important. Whether the local government has a paid or volunteer Fire and Ambulance service is also highly relevant. Simply relying on population alone (or to a large part) does not tell us what we need in the unique environment of Kinnelon. In order to accurately determine the needs of our Borough we must determine our staffing using a more scientific analysis of what the specific needs are in the Borough.

To accomplish this, the IACP (International Chiefs of Police) offer several formulas that are utilized to determine staffing needs.

The first is the IACP Workload Staffing method which uses actual call history from the department. It examines what is happening in the jurisdiction and the staffing needed for an effective and efficient patrol force. The IACP has been studying staffing for over 40 years. Through research they have determined that the work of a patrol officer can be divided into three equal parts.

Calls for Service – Crimes, Disputes, Alarms, Ambulance Calls, Traffic Crashes, and general service calls. The IACP studies have determined that it takes an average of 45 minutes to complete a call for service.

Buffer Time – Because calls for service occur at irregular intervals, a buffer needs to be factored in to compensate for peak times and avoid a high degree of stacking. This time is also used for vehicle service/inspection, personal relief, meals, and supervision.

Routine Patrol – Preventative Patrol, Traffic Enforcement, Contact with Citizens, Business and Vacant House Checks, and other community orientated police functions.

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At the present time we have (3)3-man squads and (1)2-man squad. Our schedule now consists of 2-3 officers assigned to patrol from 06:00 - 18:00 and 2-3 officers assigned to patrol from 18:00 – 06:00 for a total of 5-6 officers in the patrol division, per day depending on the short squad’s status. At those staffing levels our calls for service account for approximately 39% of our officer’s time. To add concern, due to mandated and non-mandated training, time off for vacation, holiday, compensatory and sick time, we have difficulty in achieving those staffing levels (There are presently 11 officers assigned to patrol). We need to also take into consideration that Sergeants are being used to answer calls and are calculated in for this purpose as patrol officers. This leaves them less time to supervise and review officer’s work. Sergeants have the additional burden of being required to perform a variety of specialized duties as well as supervising civilian personnel.

Our Officer time was calculated as follows:2184 hrs(scheduled per year) X 60 (minutes) = 131,040 (minutes worked per officer)

131,040 min X 11 officers = 1,441,440 (minutes worked by patrol division)* assuming full staffing of 11 Officers

Call for service 12,543 (in 2008) X 45 (average minutes per call) = 562,995 (minutes answering calls)

564,435 ÷ 1,441,440 = .39 (39% of our officer’s time on calls)

The IACP Workload Study Process

The first step in the process is determining the type of calls that are handled by our department. All of the incidents generated in 2008 (12,543 down 9% from the previous year 2007) were examined and categorized. The incidents that were not handled by patrol (867 administrative) were eliminated from the call tally as well as (3,378 motor vehicle stop incidents) to ensure we are only measuring patrol calls for service. The remaining 8,298 calls were then weighted and categorized according to their scope of criticality. Weighting is necessary due to the fact that certain types of incidents are more involved and require multiple personnel; this must be accounted for to gain an accurate measure of workload.

It should be also noted that a total of $216,165 was stolen in the Borough of Kinnelon in 2008; 68% was recovered. This is a 257% increase in stolen property from the previous year, keep in mind we were short staffed in 2008 by (2) officers.

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Incident Totals 2008Type of Incident Weighting Frequency Total

Part I Crimes 4 64 256

All Other Offenses 3 99 297

Arrests 2 157 314

Traffic Accidents 2 243 486

All Other Calls 1 9239 9239

TOTAL 10592

The next step in determining the frequency of calls is by time of day. Calls were tallied within one-hour increments and weighted. Our patrol workload during the average 24-hour period can then be analyzed for variations in call volume. This step is necessary to determine what our coverage needs are at various times of the day. This was done utilizing our present 12-hour shift schedule, with the following breakdown:

Call Volume (weighted) 12- hour Schedu le

Day Shift Night ShiftTIME PERCENT TIME PERCENT

06:00 – 07:00 1.1 18:00 – 19:00 4.807:00 – 08:00 1.7 19:00 – 20:00 4.208:00 – 09:00 6.7 20:00 – 21:00 4.709:00 – 10:00 7 21:00 – 22:00 4.610:00 – 11:00 6.4 22:00 – 23:00 4.711:00 – 12:00 5.4 23:00 – 24:00 5.112:00 – 13:00 4.4 24:00 – 01:00 4.213:00 – 14:00 5.1 01:00 – 02:00 2.514:00 - 15:00 6.7 02:00 – 03:00 1.815:00 – 16:00 7 03:00 – 04:00 1.216:00 – 17:00 5.5 04:00 – 05:00 .6

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17:00 – 18:00 4 05:00 – 06:00 .5Total 61.1 Total 38.9

As the above chart indicates our day shift accounts for approximately 61% of the weighted call volume and maintains a fairly steady call volume throughout the shift. The night shift accounts for approximately 39% of the call volume. This hasn’t changed from the previous year.

As previously stated, the IACP studies have shown that approximately one third of an officers time should be spent handling calls for service, one third on preventative patrol and the other third used as a buffer time for an effective and efficient patrol force.

Using the present two-shift 12-hour rotation I divided our 10,592 (only a .3% decrease from 2007) weighted calls for service as 61% on day shift and 39% on night shift and entered it into the following formula:

Year 2008

Workload Method of Determining Staffing Levels12- Hours

DAY Shift(06:00–18:00) Night Shift(18:00–06:00)Number of Incidents (after

weighting)6,472 Number of Incidents (after

weighting)4,120

Multiplied by .75 (45 minutes) 4,854 Multiplied by .75 (45 minutes) 3,090Multiplied by 3

(to provide buffer and Preventative patrol time)

14,562 Multiplied by 3 (to provide buffer and Preventative patrol time)

9,270

Divided by 4,380 (number of hours requiredto staff one basic 1-officer patrol beaton one shift for one year)

3.32 Divided by 4,380 (number of hours requiredto staff one basic 1-officer patrol beaton one shift for one year)

2.12

Rounded off to: 3 (beats)

Rounded off to: 2 (beats)

This workload method to determine staffing levels tells us that the minimum number of officers that should be working on a day shift is (3) and the minimum number of officers that should be working on a night shift is (2).

Keeping in mind that the day shift and night shift staffing is a maximum of (3) Officers scheduled and a minimum staffing requirement of (2) Officers. Our adequate need for day shift is (1) more than our present minimum allocation of personnel when fully staffed. Again, according to this workload method, our staffing on the night shift is adequate with a minimum of (2) Officers needed. The number of Officers needed did not change from 2007 with our present data.

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To obtain optimal minimum staffing, we need to determine how many personnel are needed to fulfill these minimum staffing levels. To accomplish this we must determine the assignment/availability factor for our Department. This tells us the number of Officers needed to maintain one staffing position (Beat) on a shift. This is determined by calculating the average sick, vacation, compensatory and personal time taken by our Officers and the average time devoted to training. By dividing the average number of hours available per Officer we can determine our Department’s assignment/availability factor.

PATROL WORKLOAD ANALYSISArea 19.5Population Approximately 10,000Additional Non-Resident Commuter Traffic UnknownNumber Present Homes 3,410 ResidentialRentals 1 Apt./Condo ComplexCommercial Structures 94Schools 6Present Number Roads 260Existing Borough Roads 257 119 milesExisting County Roads 2 7 milesExisting State Roads 1 5.3 milesNumber Calls for Service per Year 12511State Average Consumed Time per Call 45 minutesIndex Crimes 320Work Schedule 2 on,2 off,3 on,2 off,2 on, 3

off 12 hour shiftsDAYS HOURS

Base Year 365 4,380Scheduled Off -182 -2,184Average Sick Leave -13.5 -162Average Injury Leave -1 -12Average Compensatory Time -13 -156Average Holiday Leave -1 -12Average Personal Leave -2 -24Average Vacation Leave -6 -72Average Department Training -6 -72Average Academy Training -6 -72Total Officer Availability 134.5 1614Assignment/Availability Factor (4380/1614) = 2.7

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According to the I.A.C.P. workload method utilizing our existing schedule, we would need a minimum of (4) Officers scheduled for day shift and a minimum of (3) Officers scheduled for the night shift.

This formula represents the number of Officers needed for Patrol. It must be noted that the Sergeants are included in the workload studies, but should not be according to the I.A.C.P. The specific reason for this is that they are there to supervise the Patrol Officers and not to work alongside as peers. The I.A.C.P. states that at least 1/3 of a Police Department should be at the rank of Sergeant and above. According to the Borough Ordinance our Table of Organization is (1) Chief, (1) Lieutenant, (4) Patrol Sergeants, (8) Patrolman, (1) Detective Sergeant and (1) Detective. As you are aware, the Det/Sgt. position is vacant.

PATROL WORKLOAD ANALYSIS FORMULAShift 06:00 – 18:00 Number of Beats = Sergeant & 2 zones 3Shift 18:00 – 06:00 Number of Beats = Sergeant & 2 zones 3

Total Beats per Day 6 Multiply by Number of Hours each Shift 12 Subtotal 72 Multiply by Number of Days per Year 365 Total 26280 Divide by Officer Availability 1614

Number of Officers Needed for Patrol 16

Taking both of these 12 – hour staffing results into consideration and introducing the Command and Support staff our staffing level would require 20 officers to be minimally staffed.

I realize that the 2007 Staff Study called for (19) Officers. The 2008 Staff Study calls for (20) Officers, this is due to sick time generated by (2) officers out on leave. The workload does not diminish. We need to replace the open slot vacated by Sgt. McFadden’s disability retirement. In the near future we need to discuss additional personnel.

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Detective Bureau Workload Analysis

This study has not taken into account the workload and staffing of the Detective Bureau. Currently, we maintain a two person Detective Bureau. We have researched past and present statistics, comparing a one person Detective Bureau to our existing two person Bureau. The results were surprising but not unexpected due to the hard work dedicated by both Detectives. The results are in no way a reflection on the personnel assigned to the Bureau.

First we looked at past case loads and closure rates on a one man assigned Bureau. When only one person was assigned to the Detective Bureau, the closure rate of cases assigned was below 60%. When the Bureau was increased to two Detectives, the closure rate jumped to an average of 90% and on an average of over 40 arrests per year. In 2008 when we utilized a Detective at various times to cover open patrol shifts due to manpower shortage, our closure rate for the bureau decreased to 68% and arrests dropped to 27.

This increase of cases solved is dependant upon the Detectives ability to spend more time on their assigned case as opposed to handling cases in a triage manner.

In the past several years, our (2) person Detective Bureau has been actively investigating any and all drug related incidents. Since 2006 they have arrested (7) drug dealers within the Borough. Not only have they taken these dealers off of the streets, they have seized cash, property and vehicles.

This formula was used to determine Detective Bureau staffing levels. The table below represents this formula and the Detective workload analysis.

DETECTIVE WORKLOAD ANALYSISDays Hours

Base Year 365 3,650Scheduled Off -156 -1,560Average Sick Leave -1 -10Average Injury Leave 0 0Average Compensatory Time -10 -100Average Holiday Leave -3 -24Average Personal Leave -3 -30Average Vacation Leave -18 -180Average Department Training -5 -50Average Academy Training -6 -60Average Meetings -12 -120Total Officer Availability 151 1516

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DETECTIVE WORKLOAD ANALYSIS FORMULAShift 09:00 – 19:00 Number of Beats = Detective Supervisor 1Shift 12:00 – 22:00 Number of Beats = Detective 1

Total Beats per Day 2 Multiply by Number of Hours each Shift 10 Subtotal 20Multiply by Number of Days Scheduled per Year 209 Total 4180 Divide by Officer Availability 1516

Number of Detectives Needed for Bureau 2.7

The formula tells us that the minimum number of Officers that should be working in the Detective Bureau is (3). Keep in mind we presently have a (2) man Detective Bureau.

I realize that an addition of (1) Officer is not feasible at this time, but we need to discuss in the near future budget considerations for additional personnel.

This study has been completed to give an overall view of the department, its workload, and the demands placed on officers during an average shift.

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Conclusion

I realize that the Borough is tightening its belt to save money and cut costs. I question as to the reality as to how much the belt needs to be tightened at the expense of its employees especially the Police Department. I listen to the County Prosecutor talking about manpower issues within the County and the crime rates in Morris County. One reason he claims is a factor in our County is our Officers and the dedication they have towards Public Safety. Also by slicing Departments, towns jeopardize this safety net we all worked so hard to achieve. By lowering staffing today means chancing but probably having a direct effect on public safety tomorrow. I listen to the Council question me about how the downsizing of the borough affects public safety. Comments were made referenced to “We are still here and still safe”. That is true but what we do is preventative and proactive in this Borough. Downsizing our Department to save a few dollars may be penny wise and dollar foolish. I still question the monies funded in the budget under Salary & Wages where this line item was funded in excess of what I requested in my budget proposal. I was also questioned about how overtime was and will be impacted by losing an Officer. I have accumulated data for your review. I have listed below factors that do affect the points brought to me by the Council.

The New Jersey State Police collects data from each municipality in the State and compiles a Uniform Crime Report (UCR) regarding crime rate index.

Year Crime Index Total

Total Crime Rate per 1,000

Change Percentage

Violent Crime Rate per 1,000

Nonviolent Crime rate per 1,000

Morris County Total

Morris CountyChange Percentage

2009 57 5.9 -12% .1 5.9 5,980 -4%2008 63 6.7 -3% .1 6.6 6,220 -4%2007 67 6.9 -5.8% .3 6.6 6,474 -6.7%2006 70 7.3 -8% .1 7.2 6,908 -.1%2005 75 7.9 -21.5% .2 7.7 6,915 -3.8%2004 91 9.6 Base .6 9.0 7,148 Base

According to this data, one could say that our crime statistics have gone down each year and that this is the trend. If you look closer at this data then you will see that our statistics do not correspond with the County’s. In fact our percentage of change year to year is lower than the County’s when our Department was short staffed in 2007 (15.5% Lower) and 2008 (33% Lower). When this Department was fully staffed in 2006 and 2005 our decreases in crimes were 466% and 7,900% greater than the County’s respectively.

When I am questioned as to how being short staffed affects Public Safety, statistics show how our crime rates were affected by lowering manpower either intentionally or unintentionally (sick time). Officers will still get sick, still become injured and will still utilize sick time, sometimes for extended periods. By reducing staffing levels, there is one less Officer to pool from for covering shifts or for

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emergency response. This creates additional overtime and additional stress on our existing Officers due to increased workload and increased shift coverage with less recovery periods for rest.

Our Officers work an estimated 1,000 additional hours per year contracted by outside vendors. These vendors consist of our own Board of Education, Verizon, PSE&G and Cablevision to name just a few. These details assigned by the Lieutenant are for traffic, crowd control or security. Again this may be beneficial to the Officers for monetary reasons but add fatigue and stress when split by fewer Officers.

All these factors contribute to Public and Officer Safety. More and more our Officers are responding to serious calls without enough manpower, you cannot always depend on other jurisdictions to assist. For example Smoke Rise encompasses approximately 1/3 of our Borough. The response from another agency would be difficult due to the geographic nature of this community. We need to take responsibility for our own Borough and to become less dependant on other jurisdictions and Departments.

According to the 2008 UCR, the average number of Officer per 1,000 resident ratio is 2.2. If you calculate those numbers, for every 10,000 residents a Department should have 22 Officers. But this is an average, not mandated to our Department so let’s review our numbers in the County. As observed the table below, the Borough of Kinnelon is dead last in the County on Officer per 1,000 residents.

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  RANK DEPARTMENT

SWORN OFFICER

S POPULATION OFFICERS/10001 RIVERDALE 18 3,000 62 CHESTER 8 1,625 53 HARDING 14 3,500 44 MORRIS PLAINS 17 5,300 3.215 MORRISTOWN 59 18,500 3.196 LONG HILL 25 8,600 2.917 NETCONG 10 3,500 2.868 BOONTON TOWNSHIP 14 5,000 2.89 CHATHAM 24 8,600 2.8

10 MOUNTAIN LAKES 14 5,000 2.811 EAST HANOVER 34 12,500 2.7212 FLORHAM PARK 33 12,300 2.6813 MOUNT ARLINGTON 14 5,500 2.5514 BOONTON 22 8,600 2.5

15MENDHAM TOWNSHIP 15 6,000 2.5

16 HANOVER TOWNSHIP 32 13,000 2.4617 CHATHAM TOWNSHIP 24 10,000 2.4

18ROCKAWAY BOROUGH 15 6,300 2.38

19 DENVILLE 35 15,000 2.320 LINCOLN PARK 25 11,000 2.2721 MENDHAM 12 5,300 2.2622 WHARTON/MINE HILL 21 10,000 2.123 MADISON 35 17,000 2.0624 CHESTER TOWNSHIP 16 8,000 225 MORRIS TOWNSHIP 44 22,000 226 MOUNT OLIVE 54 27,000 227 PARSIPPANY 107 55,000 1.9528 RANDOLPH 39 20,000 1.9529 ROXBURY 48 25,000 1.9230 PEQUANNOCK 31 16,200 1.9131 BUTLER 17 9,000 1.932 DOVER 36 19,000 1.8933 JEFFERSON 39 22,000 1.77

34WASHINGTON TOWNSHIP 32 20,000 1.6

35 MONTVILLE 41 21,150 1.5536 KINNELON 16 10,000 1.6

Again, according to the FBI, they recommend a ratio of 2.7 officers per 1,000 residents. Utilizing their method the Kinnelon Borough Police Department should have 27 Sworn Officers. The U.S. Department of Justice also recommend a ratio of 2.3 – 2.7 officers per 1,000 residents. Utilizing their method the Kinnelon Borough Police Department should have between 23 and 27 Sworn Officers. According to the Bureau of Justice Statistics there is an average of 2.6 police officers per 1,000 residents in New Jersey municipal police departments. Utilizing this data the Kinnelon

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Borough Police Department should have 26 Sworn Officers. By the workload analysis I have provided our Department’s staffing should be at 20 Sworn Officers.

Overtime has been an issue since I began my career with the Borough in 1988. Since we began the 12 hour pitman schedule our overtime has been consistent.

CAPITAL IMPROVEMENTS REQUEST

The Explorer I am requesting would replace an unmarked vehicle we currently utilize. Usually these vehicles are recycled through patrol each year or so but the cost for transition is extensive and a waste of money. If this vehicle is purchased, this will eliminate the need to expend funds within the operating budget and we should expect a life expectancy of eight to ten years.

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