Public Safety Feasibility Study
COOPER CITY, FLORIDA
DRAFT
August 31, 2018
Table of Contents
1. Introduction 1
2. Current Delivery of Police Services 4
3. Current Delivery of Fire Rescue Services 8
4. Proposed Staffing and Operational Costs for Providing 12 Police and Fire Rescue Services
5. Analysis of Police and Fire Rescue Equipment and 34 Capital Start-Up Requirements
6. Implementation Plan for Assuming Public Safety 43 Services
DRAFT Public Safety Feasibility Study COOPER CITY, FLORIDA
1. Introduction
This document provides our factual understanding of the current staffing and
organization of police and Fire Rescue services in Cooper City followed by analysis of the
costing for the City to assume the responsibilities for providing these services as
municipal departments of the City. Information and data contained in these sections have been gathered as a result of the on-site data collection and interviews conducted to this point with BSO and Cooper City staff as well as meetings with the Public Safety Advisory
Board (PSAB). This report is intended to further the discussion with the PSAB to allow the project team to develop a final draft report that can be used to meet their mandate of making a recommendation to the City Commission and ultimately a final report after approval by the City Commission.
1. Background and Scope of Work
The Matrix Consulting Group was engaged to provide governance planning consulting services to Cooper City regarding the impacts, costs and operational opportunities of providing municipal police and fire rescue services. This study specifically focuses on options regarding the provision of law enforcement and fire rescue services if the decision were made to provide these services internally as compared to contracting with the Broward County Sheriff’s Office (BSO) for providing police and fire rescue services for the City. The study is designed to comprehensively evaluate current operations and service levels in Cooper City and outline the options for providing police and fire rescue services internally that are equal to or exceed current service levels provided by the BSO.
In doing so, it develops options for future police and fire rescue services including costs for staffing, equipment, capital and start-up of stand-alone municipal departments.
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Cooper City has seen strong growth in its population in recent years, with the
population growing by just over 25% since the 2010 Census when the Population was
28,547. For the most recent five-year period from 2013 to 2017, the population has
increased 4.3%. Although the majority of this growth occurred between 2010 and 2013
the population continues to increase steadily, as illustrated in the following table.
Population Growth in Cooper City, 2013 - 2017
Year Total Pop Change 2013 34,204 2014 34,923 2.10% 2015 35,176 0.70% 2016 35,405 0.60% 2017 35,732 0.90% 5 YR Change 4.3% Avg. Annual Growth Rate 1.1%
As the City’s population continues to grow, it is likely that the public safety needs
of the community will change as well, influencing both its law enforcement and fire rescue
staffing and resource capability needs.
2. Methodologies Utilized
To accomplish the work, the project team conducted various on-site work to
identify priorities, collect data, and to better understand the current services provided to
Cooper City by the BSO. These activities included:
• Interviews with leadership of the police and fire rescue leadership from the BSO assigned to Cooper City.
• Interviews with management personnel of Cooper City.
• Interviews with representatives of the Public Safety Advisory Board.
• Interviews with representatives of the City Commission.
• Review and evaluation of performance, budgetary and other relevant data related to existing service delivery.
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From these efforts, the project team developed the model and methodologies necessary to provide future police and fire rescue service. In conducting this assessment, a number of base assumptions were utilized that include the following:
• Operational costs are based on the FY 2018/19 proposed BSO budget.
• Staffing costs are based on a competitive compensation package in line with the average compensation of BSO personnel currently assigned to Cooper City in order to facilitate recruitment and retention.
• Regional services provided by the BSO as part of the County tax will continue to be provided by the BSO (Jail, Emergency Communications, Air Support, etc.)
• Internal police and fire rescue support services will be provided either in the departments or by adding additional City support staff.
• Where applicable, significant differences in expected operational protocols will be noted (e.g. additional civilianization, as applicable).
These assumptions were utilized to provide a framework for the feasibility analysis described throughout the following chapters.
The level of services provided is designed to be equivalent to current standards with no reduction in police or fire rescue services to the community.
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2. Current Delivery of Police Services
The following sections outline the organization and staffing of law enforcement
services in Cooper City, as well as how the roles of the locally assigned staff are
delineated between those of the regional organization.
1. Organization of Law Enforcement Services in Cooper City
The chart on the following page reflects the current organization of police services provided to Cooper City by the Broward County Sheriff’s Office.
2. Division of District and Locally Provided Services
The table following the organization chart provides an outline of the division of roles
and responsibilities between the locally and regionally provided functions in the BSO
service delivery model. It is important to note that the table constitutes a ‘working’ general
summary of the division of these functions and should not be considered a
comprehensive account of all services provided at either level.
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BSO Sheriff, Undersheriff
Dept. of Dept. of Dept. of Law Investigations Detention Enforcement
Countywide Patrol and Regional Mgt. Bureau Support Services
Patrol Region Patrol Region North South
CC District Chief (Captain)
Admin. Support Lieutenant Lieutenant Specialist (1)
Sergeant – Sergeant – Sergeants (5) Sergeant Community Detectives Engagement
Community Patrol Code Detective Involvement Deputies (35) Deputies (5) Inspector (3) Specialist
Motor Admin. CSAs (8) Support Crime Analyst Deputies (3) Specialist (1)
School Resource Officers (5)
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Division of Roles and Responsibilities Between Local and Regional Services
Functional Area Key Roles and Responsibilities
BSO District 16 • Provides patrol services throughout Cooper City. (Local) • Responds in a backup capacity as needed in surrounding BSO districts. • Organizes, facilitates, and runs all community policing programs and crime prevention activities. • Compiles crime statistics and provides periodic as well as on-demand reports to the City Manager, BSO regional staff, and other groups. • Investigates most types of misdemeanor crimes. • Enforces Cooper City code ordinances. • Provides traffic enforcement services. • Assigns dedicated School Resource Officers (SROs) to Cooper City public schools.
BSO (Regional) • Investigates felony crimes, as well as certain misdemeanors. • Provides emergency communications/dispatch services. • Responsible for major DUI enforcement activities. • Organizes and administers task forces to proactively address specific crime patterns. • Responsible for on-call specialized response services, such as SWAT, • Provides victim advocate and compensation services as outlined by state regulations. • Provides a number of centralized support and administrative services, such as human resources, finance, and crime analysis, among many others.
The project team examined each of the regional services currently provided in
Police Services and determined that all these services with the exception of emergency communication and dispatch services, task forces, Major DUI enforcement and specialized response would become the responsibility of the City if they were to assume police services internally.
3. Law Enforcement Staff Assigned to Cooper City
While the regional services of the Broward Sheriff’s Office include a number of non-dedicated staff, the contract with Cooper City additionally sets a pre-determined number of staff that are assigned locally to the area. The number of staff assigned by position have been revised multiple times, with the most recent changes being made in
2016.
Currently, the contract calls for the following number of full-time positions to be
Matrix Consulting Group Page 6 DRAFT Public Safety Feasibility Study COOPER CITY, FLORIDA assigned to Cooper City for Law Enforcement Services:
BSO Law Enforcement Staff Assigned to Cooper City
Category # Classification
Sworn 1 Captain 2 Lieutenants 8 Sergeants 5 Detectives 35 Deputies (Patrol) 5 Deputies (SRO) 3 Deputies (Traffic)
Non-Sworn 8 Community Service Aides 3 Code Inspectors 1 Crime Analyst 1 Sr. Technical Analyst 1 Community Involvement Spec. 2 Records Clerks 2 Administrative Support
Barring any future addendums, these staffing numbers will be current through the remaining duration of the contact between Cooper City and the Broward Sheriff’s Office as well as in the FY 2018/19 contract and are being used as the basis for determining the base staffing levels in a stand-alone police department.
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3. Current Delivery of Fire Rescue Services
This section provides summary information regarding the current organization, staffing and operation of Fire Services in Cooper City as provided by the Broward County
Sheriff Office (BSO), which serves as the context for developing staffing assumptions for a stand-alone Fire Rescue Department in the City. Various types of data were collected and developed through interviews with BSO management and personnel and City staff.
1. Organization of Fire Rescue Services in Cooper City
The chart on the following page illustrates the organizational structure of staffing levels in the Fire Rescue Department with the blue boxes being those positions assigned to Cooper City.
2. Division of District and Locally Provided Services
The table following the organization chart provides an outline of the division of roles and responsibilities between the locally and regionally provided functions in the BSO service delivery model. It is important to note that the table constitutes a ‘working’ general summary of the division of these functions and should not be considered a comprehensive account of all services provided at either level.
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BSO Fire Chief
EMS Medical Executive Assistant Director
Administration Special Services Operatios Section Planning Section Section Deputy Section Deputy Deputy Chief Deputy Chief Chief Chief
Fire Marshal, Finance, Budget, Logistics, Fleet, Operations, PIO, Cooper City District Public Ed, Personnel, Facilities, EMS, Airport, Chief (1) Accreditation, Contracts Warehouse Special Teams Trainnig
Admin Specialist (1)
BSO Battalion Fire Inspector (1) Fire Captain (4) Chief(1)
Fire Lieutenant (13)
Driver / Engineer (9)
Firefighter / Firefighter Paramedic (26)
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Division of Roles and Responsibilities Between Local and Regional Services
Functional Area Key Roles and Responsibilities
BSO District 16 • Provides fire protection services in Cooper City. (Local) • Provides EMS advanced life support transport services in Cooper City. • Responds in automatic and mutual aid request in surrounding communities. • Organizes, facilitates, and runs all fire prevention and community events. • Compiles response statistics and provides periodic as well as on-demand reports to the City Manager, BSO regional staff, and other groups. • Conduct plan reviews and Inspect commercial occupancies • Enforces Cooper City code ordinances.
BSO (Regional) • Provide a Battalion Chief to run incident command on large incidents. • Investigates suspicious fires. • Provides emergency communications/dispatch services. • Responsible for coordinating and providing training to personnel. • Provide Medical Direction and Medical Control services. • Provide fleet and equipment maintenance services. • Provide community risk reduction services. • Operate a juvenile fire setters program. • Provides a number of centralized support and administrative services, such as human resources, finance, and EMS billing, among many others.
The project team examined each of the regional services currently provided in Fire
Rescue and determined that all these services with the exception of emergency
communication and dispatch services would become the responsibility of the City if they
were to assume fire rescue services internally.
3. Fire Rescue Staff Assigned to Cooper City
While the regional services of the BSO include a number of non-dedicated staff, the contract with Cooper City additionally sets a pre-determined number of staff that are assigned locally to the area. The number of staff assigned by position have been revised multiple times, with the most recent changes being made in 2016.
Currently, the contract calls for the following number of full-time positions to be assigned to Cooper City for Fire Rescue Services:
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BSO Fire Rescue Staff Assigned to Cooper City
Category # Classification
Sworn 1 District Chief 4 Captains 13 Lieutenants 9 Driver / Engineers 26 Firefighter/Paramedics 1 Fire Inspector
Non-Sworn 1 Administrative Specialist II
Barring any future addendums, these staffing numbers will be current through the remaining duration of the contact between Cooper City and the Broward Sheriff’s Office as well as in the FY 2018/19 contract and are being used as the basis for determining the base staffing levels in a stand-alone fire rescue department.
The table below shows the response units operating from Station 28:
Station Address Equipment Staffed Daily Staffing 28 10550 Stirling Road, Engine 28 Lieutenant Cooper City Driver Firefighter Quint 28 Captain Driver Firefighter Rescue 28 Lieutenant Firefighter Paramedic Firefighter Paramedic Rescue 228 Lieutenant Firefighter Paramedic Firefighter Paramedic
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4. Proposed Staffing and Operational Costs for
Providing Police and Fire Rescue Services
In order to maintain the current service levels provided by the Broward County
Sheriff’s Office to Cooper City, there will need to be adequate staffing to handle the current service delivery needs and performance expectations of the community. The following sections discuss the assumptions proposed by the project team for the deployment and staffing needs for police, fire rescue and City positions that will be required to operate in a stand-alone environment.
1. General Assumptions
There are a number of general assumptions that need to be addressed to ensure appropriate staffing levels can be determined. The following are the general assumptions of the project team regarding the municipal police and fire rescue departments.
Common Assumptions
• Existing direct service levels are targeted.
• Police and Fire Rescue will operate from the same facilities as currently used.
• High levels of community engagement will need to continue.
• Both departments will work toward achieving accreditation.
• Fleet services will be provided by the City with heavy fleet services (fire) provided through contract services.
Police
• Police will deploy the same number of officers in the field as are currently deployed.
• Sworn police personnel will be issued take home vehicles.
• Jail and dispatch services will be continued to be provided by the BSO.
Fire Rescue
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• Fire Rescue will staff and deploy one aerial ladder company, one engine company and two rescue companies.
• Medical Director services will be a contracted service.
• EMS billing services will be a contracted service.
Specific assumptions for each public safety service follow.
2. Police Department Staffing Assumptions
The following table describes the current and proposed staffing levels for a municipal police department in Cooper City which meet the general service delivery assumptions described above:
Law Enforcement Staffing BSO Count Cooper City Count Captain 1 Chief 1 Lieutenant 2 Captain 3 Sergeant 8 Sergeant 8 Detective 5 Detective 8 Patrol Deputy 35 Patrol Officer 35 SRO Deputy 5 School Resource Officer 5 Traffic Deputy 3 Traffic Officer 3 Code Inspector 3 Code Enforcement Officer 4 Crime Analyst 1 Crime Analyst 1 Senior Technical Analyst 1 Senior Technical Analyst 1 Community Involvement Specialist 1 Crime Prevention Officer 1 Records Clerk 2 Records Clerk 2 Administrative Assistant 2 Administrative Assistant 2 Community Service Aide 8 Community Service Officer 8 Deputy Chief 1 Property Room Custodian 2 Training Officer - Lieutenant 1 Crime Scene Investigator 2 1 Accreditation Manager Total 77 Total 89
As illustrated above, there are an additional 12 positions needed in the police department in a stand-alone situation. Changes to the current staffing include the addition
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of the following positions and the general duties that would be required of each. There is also an additional detective position included due to the fact that Cooper City would need now be responsible for the investigation of felonies as well as the general crimes currently investigated.
Position Duties
Deputy Chief Would serve as 2nd in command in the department and supervise the 3 lieutenants. Serves as Chief in the absence of the Chief.
Lieutenant Internal Affairs Investigations Policy Development Public Information Supervise Accreditation Manager Supervise Analysts
Accreditation Manager Would serve as the Accreditation Manger for both the Police and Fire Departments and oversee the accreditation process to allow achievement and retention of accredited status.
Training Officer – Lieutenant Responsible for developing and delivering training to personnel ensure all licenses and certifications are maintained as required by departmental policy or state statutes.
Major Crime Detectives Responsible for the investigation of felonies and other major crimes currently investigated by the BSO.
Property Room Custodian Responsible for the care and control of property and evidence in the Department.
Crime Scene Technician Responsible for processing crime scenes for the collection of evidence.
The following organizational chart illustrates the structure of the stand-alone
police department in Cooper City:
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Chief of Police
Administative Assistant
Captain Deputy Police Acministrative Chief Services
Captain Captain Field Lieutenant Accreditation Records Investigative Services Training Manager Supervisor Services
Sergeant Patrol Administrative Community Records Clerk Sergeants Assistant Engagement
Sergeant Crime Property Room Traffic Officers Crime Analysts Investigations Prevention Custodian
Community Patrol Officers Detectives Serviice Aids
Code Crime Scene Enforcement Investigators
3. Fire Rescue Department Staffing Assumptions
The following table describes the current and proposed staffing levels for a municipal fire rescue department in Cooper City which meet the general service delivery assumptions described above:
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Fire Rescue Staffing BSO Count Cooper City Count Deputy Chief 1 Fire Chief 1 Captain 4 Captain 3 Lieutenant 13 Lieutenant 9 Driver / Engineer 9 Driver Engineer 6 Firefighter / Paramedic 26 Firefighter / Paramedic 33 Fire Inspector 1 Fire Inspector 1 Administrative Specialist II 1 Administrative Assistant 1 Fire Marshal / Deputy Chief 1 Battalion Chief 1 Training Officer - Captain 1 EMS Coordinator - Captain 1 Total 55 Total 58
As illustrated above, there would be three (3) additional position needed in the Fire
Department than are currently staffed. The increase in Firefighter/Paramedic positions is due to the fact that the BSO staffs to ensure vacancies are filled by personnel of the same rank. We propose a system where personnel are trained to “step up” into a position and serve in an acting capacity when vacancies occur. Therefore, only the Firefighter /
Paramedic positions have extra staffing to ensure shift staffing levels can be maintained.
Changes to the current staffing include the addition of the following positions and the general duties that would be required of each
Position Duties
Fire Marshal / Deputy Chief Internal Affairs Investigations Policy Development Public Information Investigation of Suspicious Fires Supervise Fire Inspector
Battalion Chief Supervise the Shift Captains, EMS Captain and Training Captain Provide administrative support to the Chief Provide incident command at critical scenes
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Position Duties
Training Officer – Captain Responsible for developing and delivering training to personnel ensure all licenses and certifications are maintained as required by departmental policy or state statutes.
EMS Coordinator - Captain Responsible for the oversight of emergency medical services in the City. Conduct quality assurance reviews of patient care reports and serves as the liaison with the billing company, Medical Director and Medical Control Physicians.
The following organizational chart illustrates the structure of the stand-alone fire rescue department in Cooper City.
Fire Chief
Administrative Assistant
Deputy Chief / Fire Battalion Chief Marshal
Fire Inspector Shift Captains EMS Captain Training Captain
Driver / Engineer
Firefighter / Paramedic
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4. Additional City Required Positions Assumptions
The following table illustrates the proposed additional staffing levels that would be needed in the City to support the additional personnel, fleet and equipment in the police and fire rescue departments.
New City Positions Position Count Human Resources Analyst 2 Information Systems Technician 2 Payroll Clerk 2 Mechanic 2 Total 8
As shown above, there would be an additional eight (8) positions needed to effectively support the police and fire rescue departments in the City. These personnel would be dedicated to:
• Human Resources Analyst recruitment, benefits, HR issues, etc.
• Information Technology to provide support for mobile data terminals and other related information technology.
• Payroll – to process payroll and routine accounting needs to support the departments.
• Fleet – to provide preventative and required maintenance for the police and administrative vehicles.
• Legal – contracted services for legal matters, employee negotiations, and litigation.
• Medical Director – contracted services to provide medical direction and control and provide a license for paramedics to operate under.
The new and contracted positions as described above will ensure the stand-alone departments will be able to operate effectively and provide high service levels to the community.
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5. Pay Rates for Positions
As part of the process for determining pay rates for positions in the project team
conducted research regarding the current pay scales for positions needed in the police
and fire departments as well as current pay and benefit rates for BSO personnel assigned to Cooper City. It is important to note that not all cities had each position, which is why some positions have fewer cities listed. The average salary for like BSO positions was used as applicable with other salaries adjusted based on the deviation from the average
BSO salary for the comparative cities, this amount average 19.9% above the comparative salaries.
The following tables illustrate the results of this research.
(1) Police Department Positions
Police Chief City Starting Top Midpoint Coconut Creek $109,096 $169,104 $139,100 Davie $93,227 $124,933 $109,080 Coral Springs $115,000 $184,000 $149,500 Hallandale Beach $93,000 $174,996 $133,998 Plantation $102,996 $169,656 $136,326 Average $102,664 $164,538 $133,601 BSO Adjustment $160,187
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Police Deputy Chief City Starting Top Midpoint Coconut Creek $94,515 $146,494 $120,505 Davie $80,153 $107,413 $93,783 Coral Springs $97,000 $155,000 $126,000 Hallandale Beach $74,004 $138,000 $106,002 Plantation $98,004 $161,700 $129,852 Average $88,735 $141,721 $115,228 BSO Adjustment $138,159
Police Captain City Starting Top Midpoint Coconut Creek $87,630 $135,844 $111,737 Davie $75,884 $101,692 $88,788 Coral Springs $92,000 $147,000 $119,500 Margate $129,879 $129,879 $129,879 Hallandale Beach $66,000 $123,996 $94,998 Plantation $83,004 $136,956 $109,980 Average $89,066 $129,228 $109,147 BSO Adjustment $134,946
Police Lieutenant City Starting Top Midpoint Coconut Creek $85,874 $122,346 $104,110 Davie $71,299 $100,364 $85,832 Coral Springs $88,043 $128,639 $108,341 Margate $119,954 $119,954 $119,954 Plantation $78,648 $129,768 $104,208 Average $88,764 $120,214 $104,489 BSO Adjustment $125,656
Police Sergeant City Starting Top Midpoint Coconut Creek $65,874 $108,567 $87,221 Davie $64,084 $98,296 $81,190 Coral Springs $76,288 $110,896 $93,592 Plantation $61,272 $102,096 $81,684 Average $66,880 $104,964 $85,922 BSO Adjustment $109,449
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Police Officer City Starting Top Midpoint Coconut Creek $57,024 $90,876 $73,950 Davie $54,303 $88,209 $71,256 Coral Springs $56,455 $86,745 $71,600 Lighthouse Point $64,800 $89,959 $77,380 Hallandale Beach $56,597 $83,658 $70,128 Lauderhill $55,344 $55,344 $55,344 Plantation $52,704 $90,324 $71,514 Average $56,747 $83,588 $70,167 BSO Adjustment $75,501
Crime Analyst City Starting Top Midpoint Coconut Creek $56,680 $87,838 $72,259 Davie $39,140 $55,073 $47,107 Coral Springs $47,476 $73,587 $60,532 Hallandale Beach $48,000 $77,004 $62,502 Plantation $41,304 $68,148 $54,726 Average $46,520 $72,330 $59,425 BSO Adjustment $64,876
Senior Technical Analyst City Starting Top Midpoint Coconut Creek $70,429 $109,200 $89,815 Coral Springs $49,990 $77,484 $63,737 Hallandale Beach $44,004 $69,996 $57,000 Plantation $55,260 $91,164 $73,212 Average $54,921 $86,961 $70,941 BSO Adjustment $80,904
Community Services Officer City Starting Top Midpoint Davie $37,933 $53,831 $45,882 Hallandale Beach $34,404 $51,996 $43,200 Lauderhill $33,120 $48,024 $40,572 Plantation $34,188 $56,412 $45,300 Average $34,911 $52,566 $43,739 BSO Adjustment $53,306
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Code Enforcement Officer City Starting Top Midpoint Coconut Creek $45,510 $70,554 $58,032 Davie $45,831 $64,490 $55,161 Coral Springs $39,000 $59,000 $49,000 Hallandale Beach $39,000 $59,000 $49,000 Lauderhill $44,616 $45,528 $45,072 Plantation $41,304 $68,148 $54,726 Average $42,544 $61,120 $51,832 BSO Adjustment $70,076
Accreditation Manager City Starting Top Midpoint Coconut Creek $55,141 $85,446 $70,294 Davie $59,137 $83,211 $71,174 Coral Springs $47,476 $72,000 $59,738 Hallandale Beach $44,004 $69,996 $57,000 Plantation $46,836 $77,292 $62,064 Average $50,519 $77,589 $64,054 BSO Adjustment $76,801
Property & Evidence Custodian City Starting Top Midpoint Coconut Creek $34,340 $53,296 $43,818 Davie $34,020 $46,956 $40,488 Coral Springs $33,000 $50,000 $41,500 Hallandale Beach $39,000 $59,004 $49,002 Lauderhill $36,732 $53,268 $45,000 Plantation $28,308 $46,704 $37,506 Average $34,233 $51,538 $42,886 BSO Adjustment $51,420
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Records Clerk City Starting Top Midpoint Coconut Creek $34,340 $53,296 $43,818 Davie $34,020 $45,956 $39,988 Hallandale Beach $29,604 $45,000 $37,302 Lauderhill $34,954 $50,657 $42,806 Plantation $28,308 $46,704 $37,506 Average $32,245 $48,323 $40,284 BSO Adjustment $51,066
Civilian Supervisor City Starting Top Midpoint Coconut Creek $48,963 $75,899 $62,431 Davie $41,718 $58,702 $50,210 Hallandale Beach $48,000 $77,004 $62,502 Lauderhill $46,548 $67,452 $57,000 Plantation $53,124 $87,660 $70,392 Average $47,671 $73,343 $60,507 BSO Adjustment $72,548
Administrative Assistant City Starting Top Midpoint Coconut Creek $40,955 $63,503 $52,229 Hallandale Beach $34,404 $51,996 $43,200 Plantation $43,992 $72,576 $58,284 Davie $39,288 $55,513 $47,401 Lauderhill $42,684 $61,860 $52,272 Average $40,265 $61,090 $50,677 BSO Adjustment $55,855
(2) Fire Department Positions
Fire Chief City Starting Top Midpoint Davie $91,135 $122,130 $106,632.50 Coral Springs $115,000 $184,000 $149,500.00 Hallandale Beach $93,000 $174,996 $133,998.00 Plantation $102,996 $169,956 $136,476.00 Average $100,533 $162,771 $131,652 BSO Adjustment $157,850
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Fire Deputy Chief City Starting Top Midpoint Davie $78,581 $105,306 $91,944 Coral Springs $97,000 $155,000 $126,000 Hallandale Beach $84,996 $159,000 $121,998 Plantation $98,004 $161,700 $129,852 Average $89,645 $145,252 $117,448 BSO Adjustment $140,821
Fire Marshal City Starting Top Midpoint Coconut Creek $81,619 $126,506 $104,063 Davie $80,794 $113,622 $97,208 Coral Springs $92,000 $147,000 $119,500 Hallandale Beach $74,004 $138,000 $106,002 Plantation $98,004 $161,700 $129,852 Average $85,284 $137,366 $111,325 BSO Adjustment $124,573
Fire Battalion Chief City Starting Top Midpoint Davie $68,557 $96,528 $82,543 Coral Springs $67,823 $109,000 $88,412 Hallandale Beach $79,452 $105,156 $92,304 Plantation $78,648 $129,768 $104,208 Average $73,620 $110,113 $91,867 BSO Adjustment $121,603
Fire Captain City Starting Top Midpoint Davie $96,121 $111,471 $103,796 Coral Springs $75,764 $119,900 $97,832 Hallandale Beach $66,000 $124,000 $95,000 Plantation $83,000 $136,950 $109,975 Average $80,221 $123,080 $101,651 BSO Adjustment $121,879
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Fire Lieutenant City Starting Top Midpoint Davie $68,279 $96,130 $82,205 Coral Springs $60,636 $99,090 $79,863 Plantation $65,328 $91,656 $78,492 Average $64,748 $95,625 $80,187 BSO Adjustment $107,073
Driver Engineer City Starting Top Midpoint Davie $65,028 $91,533 $78,281 Coral Springs $51,944 $84,790 $68,367 Average $58,486 $88,162 $73,324 BSO Adjustment $103,209
Firefighter Paramedic City Starting Top Midpoint Davie $53,495 $83,041 $68,268 Coral Springs $55,005 $88,827 $71,916 Hallandale Beach $58,560 $86,064 $72,312 Lauderhill $57,072 $57,072 $57,072 Plantation $48,504 $72,756 $60,630 Average $54,527 $77,552 $66,040 BSO Adjustment $85,762
Fire Inspector City Starting Top Midpoint Coconut Creek $52,416 $81,182 $66,799 Davie $68,249 $100,896 $84,573 Coral Springs $53,688 $88,393 $71,041 Hallandale Beach $53,556 $78,564 $66,060 Plantation $53,124 $87,660 $70,392 Average $56,207 $87,339 $71,773 BSO Adjustment $86,056
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Administrative Assistant City Starting Top Midpoint Coconut Creek $40,955 $63,503 $52,229 Hallandale Beach $34,404 $51,996 $43,200 Plantation $43,992 $72,576 $58,284 Davie $39,288 $55,513 $47,401 Lauderhill $42,684 $61,860 $52,272 Average $40,265 $61,090 $50,677 BSO Adjustment $55,855
(3) City Required Positions
Human Resources Generalist Starting Top Midpoint Cooper City $52,000 $73,475 $62,738 IT Technician Starting Top Midpoint Cooper City $45,000 $63,584 $54,292 Payroll Clerk Starting Top Midpoint Cooper City $52,000 $73,475 $62,738 Mechanic Starting Top Midpoint Cooper City $45,000 $65,384 $55,192
6. Salary and Benefit Costs for Stand-Alone Departments
The following tables illustrate the salary and benefit costs for the stand-alone police and fire departments and additional positions needed for the City to support the departments. Benefit rates were obtained from the City of Cooper City for both sworn and civilian positions. For sworn positions the benefit rate was factored at $25,937 plus 38% of salary costs. For civilian positions the benefit rate was factored at 25,896 plus 38% of salary. The benefit calculations include the following elements
• Health Insurance • Retirement / Pension • Dental Insurance • Vision Insurance • Life Insurance • Medicare • Social Security • Workers Compensation
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• ER Standard and Limited Coverage
For all positions the average of the current BSO incumbent pay or 19.9% above mid-point average salary from the cities in the salary research is used for budgeting purposes as the City will have to hire a mix of experienced and new personnel to fill positions to ensure there is adequate experience and expertise in a stand-alone environment. This also ensures the City will be competitive in recruiting efforts.
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Police Department Positions Position QTY Salary Benefits Salary and Benefits Total Police Chief 1 160,187 86,808 246,995 246,995 Deputy Chief 1 138,159 78,437 216,596 216,596 Captain 3 134,946 77,216 212,162 636,487 Lieutenant 1 125,656 73,686 199,342 199,342 Sergeant 8 109,449 67,528 176,977 1,415,813 Detective 8 75,501 54,627 130,128 1,041,027 Patrol Officer 35 75,501 54,627 130,128 4,554,493 School Resource Officer 5 75,501 54,627 130,128 650,642 Traffic Officer 3 75,501 54,627 130,128 390,385 Code Enforcement Officer 4 70,016 52,502 122,518 490,072 Crime Analyst 1 64,876 50,549 115,425 115,425 Senior Technical Analyst 1 80,904 56,640 137,544 137,544 Crime Prevention Officer 1 53,306 46,152 99,458 99,458 Crime Scene Technician 2 64,653 50,464 115,117 230,234 Records Clerk* 2 51,066 45,301 96,367 192,734 Administrative Assistant 2 55,855 47,121 102,976 205,952 Community Services Officer 8 53,306 46,152 99,458 795,666 Property Room Custodian 2 51,420 45,436 96,856 193,711 Accreditation Manager* 1 76,801 55,080 131,881 131,881 Total 89 11,944,460
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Fire Department Positions Position QTY Salary Benefits Salary and Benefits Total Fire Chief 1 157,850 85,920 243,770 243,770 Deputy Fire Chief / Fire Marshal 1 140,821 79,449 220,270 220,270 Battalion Chief 1 121,879 72,251 194,130 194,130 Captain 5 121,603 72,146 193,749 968,746 Lieutenant 9 107,073 66,625 173,698 1,563,280 Driver /Engineer 6 103,209 65,156 168,365 1,010,193 Firefighter / Paramedic 33 85,762 58,527 144,289 4,761,522 Fire Inspector 1 86,056 58,638 144,694 144,694 Administrative Assistant 1 55,855 47,121 102,976 102,976 Total 58 9,209,581
City Positions Position QTY Salary Benefits Salary and Benefits Total Human Resource Generalist 2 62,738 49,736 112,474 224,949 Information Systems Technician 2 54,292 46,527 100,819 201,638 Payroll Clerk 2 62,738 49,736 112,474 224,949 Mechanic 2 55,192 46,869 102,061 204,122 Total 8 855,658
As illustrated above, the total salary and benefit costs associated with having stand-alone police and fire departments in Cooper City totals $21,539,641.
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7. Operating Costs
The project team researched current cost for BSO as well as similar sized police and fire agencies in South and Central Florida, including Hallandale Beach, Riviera Beach and Winter Park, to examine their budgets and operating expenses to allow us to project potential operating expenses for stand-alone police and fire departments in Cooper City.
The following tables illustrate the projected operating costs for the stand-alone departments. For these similar agencies the budget figures were adjusted based on the staffing levels of the departments to allow a realistic estimate of costs to be determined.
Police Department Operating Costs Line Item Cost Post-Employment Benefits $171,000 General Liability $500,000 Legal $50,000 Special Pay $38,000 Overtime $420,000 Cell Phone Supplement $3,600 Clothing/Uniforms $37,100 Professional Services $17,000 Contract Services $51,000 Investigation Supplies $8,200 Phone & Communication $15,500 Office Equipment $18,600 Postage $2,850 Travel & Training $29,500 Equipment $7,400 Building Maintenance $10,950 Vehicle Maintenance $210,000 Printing $2,500 General Supplies $60,250 Fuel $265,000 Office Supplies $31,700 Memberships $5,100 Utilities $59,000 Medical Testing $41,000
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Aircards $33,595 Mobile Communication $21,250 Vehicle Insurance $15,750 Equipment Maintenance $16,500 Photography $500 Informant Fees $750 Promotional Material $5,000 Total Operating $1,977,595 Capital Costs Vehicles $435,000 Equipment $54,000 Communications $53,000 Computers $95,000 Total Capital $637,000 Total Expenditures $2,614,595
Fire Department Operating Costs Line Item Cost Post-Employment Benefits $70,450 General Liability $500,000 Legal $75,000 Medical Director $35,000 Overtime $450,000 Special Pay $15,000 Step Up Pay $450,000 IAFF - BIVA $192,000 Clothing/Uniforms $100,000 Professional Services $37,950 Contract Services $25,550 Debt Payment $57,000 Investigation Supplies $500 Phone & Communication $10,000 Office Equipment $9,800 Postage $500 Travel & Training $21,000 Equipment $35,000 Maintenance Contracts $10,750 Vehicle Maintenance $175,000 Building Maintenance $30,000
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Printing $250 Medical Supplies $14,000 General Supplies $23,000 Fuel $65,000 Office Supplies $3,000 Memberships $4,500 Utilities $20,000 Medical Testing $24,000 Aircards $4,500 Mobile Communication $7,200 Vehicle Insurance $31,850 Equipment Maintenance $21,750 Photography $200 Promotional Material $2,500 Total Operating $2,451,800 Capital Equipment $7,000 Computers $1,200 Total Capital $8,200 Total Expenditures $2,460,000
As illustrated above, the annual operating and capital costs for both departments are estimated at just over $2.6 million for police and $2.4 million for fire rescue.
The following tables provide a summary of the annual operating costs for the police and fire departments and required City support staff for the two departments.
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Summary of Costs Police Department Personnel $11,944,460 Operations $1,977,595 Capital $637,000 Total $13,922,055 Fire Department Personnel $9,208,541 Operations $2,451,800 Capital $8,200 Total $11,668,541 City Positions Personnel $855,658 Total $855,658 Grand Total $26,446,254
As illustrated above the total annual salary, operating and capital costs to provide police and fire rescue services in Cooper City with stand-alone departments and providing like services to those currently provided by the BSO will be approximately $26.4 million.
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5. Analysis of Police and Fire Rescue Equipment and Capital Start-Up Requirements
This chapter provide our analysis relative to the required police and fire rescue equipment and capital requirements for assuming police and fire rescue services in the
City of Cooper City.
1. Overview of the Analysis
To start a full-service police and fire rescue department in Cooper City would require the purchase of significant capital and operating equipment to replace the capital and equipment owned by the Broward County Sheriff’s Office. It is important to note that the SO has been charging the City annually for computers, equipment and materials used in providing services to the City, therefore for budgeting, these items will be factored for new positions only. The contract is not clear on who owns this equipment and supplies so this chapter is intended to provide the costs for purchasing capital and operating equipment typical with operating municipal police and fire rescue departments. The contract is clear that vehicles and apparatus transferred to the BSO at the time of initial service would be returned to the City with like vehicles and apparatus. This has been interpreted to mean that a 3-year-old vehicle would be replaced with a current 3-year-old vehicle.
2. Fleet Costs
The police and fire rescue departments will require a fleet of vehicles to operate.
It is assumed that all sworn police personnel will be issued a take home vehicle, which will require a significant investment in police vehicles. The City current owns one (1) rescue ambulance, which is being on a lease-purchase program.
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(1) Police Fleet Costs
The proposed police fleet would include 130 vehicles in two different configurations depending on the requirements of each assignment. The calculation is based on take home vehicles and continuing with 12-hour work shifts. For command and patrol functions the project team used a fully loaded Chevy Tahoe as the base vehicle. For investigative and pool vehicles we used a sedan equipped with only lights, siren and radio. The project team also factored the number of vehicles assumed to be “returned” to Cooper City by the BSO to offset some start-up costs. In total there were 10 marked patrol units 2 years old or newer, three (3) motorcycles 2 years old and seven (7) unmarked vehicles 5 years old or newer that could be usable if returned to the City. The following series of tables provides detailed breakdowns of the various costs associated with the purchase and outfitting of each type of vehicle:
Marked Patrol Vehicles
2018 Chevy Tahoe 2WD $32,519 Mobile Computer with mounting $4,700 Police Radio $4,062 Computer modem $600 Vehicle GPS $408 Ticket Equipment/Software $2,900 Radar Gun $2,500 Vehicle Cameras $7,225 CAD Software $500 Up fitting to include partitions, sirens, lights and misc. equipment. $14,217
Cost Per Unit $69,631 Total Vehicles Needed 49 Cost $3,411,919 Minus Existing Fleet (10 BSO Vehicles) $696,310 Total New Costs $2,715,609
Detective / Pool Vehicles Chevy Impala $27,000
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Mobile Radio $4,062 Additional grill, rear and side warning lights $300 Light and siren controller $400 Siren $200 Labor and Installation $1,000
Cost Per Unit $32,962 Total Vehicles Needed 37 Cost $1,219,594 Minus Existing Fleet (7 BSO) $230,734 Total Cost $988,860
As illustrated above there would be a total of approximately $3.7 in fleet purchase
requirements to form the stand-alone police department.
(2) Fire Rescue Fleet Costs
According to the original contact with the BSO, there were a total of 12 vehicles and apparatus transferred to the BSO from Cooper City. Three (3) engines were 14 years or older so it is only practical for one of these to be returned to serve as a reserve apparatus. There were also two (2) rescue ambulances, but there is no indication of a date of manufacture. Therefore, we recommend one ambulance be reserved for use as a reserve and the purchase of an additional front-line rescue ambulance. There were no staff vehicles that were newer than nine (9) years old and therefore they would not be considered usable. The Department also uses new Self-Contained Breathing Apparatus
(SCBBA) that was purchased as part of grant and it is assumed the SCBA’s will remain in Cooper City.
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Marked Command Vehicles
2018 Chevy Tahoe 2WD $32,519 Mobile Computer with mounting $4,700 Mobile Radio $4,062 Computer modem $600 Vehicle GPS $408 Ticket Equipment/Software $2,900 CAD Software $500 Up fitting to include partitions, sirens, lights and misc. equipment. $14,217
Cost Per Unit $59,906 Total Vehicles Needed 3 Cost $179,718 Minus Existing Fleet (0 BSO Vehicles) $0 Total New Costs $179,718
Inspector / Pool Vehicles Chevy Impala $27,000 Mobile Radio $4,062
Cost Per Unit $31,062 Total Vehicles Needed 2 Cost $62,124 Minus Existing Fleet (0 BSO) $0 Total Cost $62,124
Fire Engine
Base Engine Price $600,000 Mobile Computer with mounting $4,700 Mobile Radio $4,062 Computer modem $600 Vehicle GPS $408 Ticket Equipment/Software $2,900 CAD Software $500 Up fitting to include partitions, sirens, lights and misc. equipment. $110,000
Cost Per Unit $723,170 Total Vehicles Needed 3 Cost $2,169,510 Minus Existing Fleet (1 BSO Vehicles) $723,170 Total New Costs $1,446,340
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Fire Rescue Ambulance
Base Rescue Ambulance Price $100,000 Mobile Computer with mounting $4,700 Mobile Radio $4,062 Computer modem $600 Vehicle GPS $408 Ticket Equipment/Software $2,900 CAD Software $500 Up fitting to include partitions, sirens, lights and misc. equipment. $90,000
Cost Per Unit $203,170 Total Vehicles Needed 1 Cost $203,170 Minus Existing Fleet (0 BSO Vehicles) $0 Total New Costs $203,170
Fire Ladder Truck
Base Ladder Truck Cost $1,200,000 Mobile Computer with mounting $4,700 Mobile Radio $4,062 Computer modem $600 Vehicle GPS $408 Ticket Equipment/Software $2,900 CAD Software $500 Up fitting to include partitions, sirens, lights and misc. equipment. $160,000
Cost Per Unit $1,373,170 Total Vehicles Needed 1 Cost $1,373,170 Minus Existing Fleet (0 BSO Vehicles) $0 Total New Costs $1,373,170
As illustrated above there would be a total of approximately $3.3 million in fleet and apparatus purchase requirements to form the stand-alone fire rescue department.
3. Uniform and Equipment Costs
The proposed Cooper City police and fire rescue departments would include typical personally issued equipment. These prices reflect the current retail costs for these
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uniforms and equipment, but lower prices may be available through cooperative
purchasing agreements. Non-sworn uniforms and equipment were included in the
operational costs.
(1) Police Uniform and Equipment Costs
The following table provides detailed cost breakdowns of outfitting each officer in the police department:
Item Description Cost Sidearm – 9 MM Glock, Model 17, w/ Three Magazines $540 Tricon Night Sites $80 Protective Vest – Level IIIA $499 Portable Radio + Lapel Microphone + Radio Belt Holder (Motorola) $6,200
Flashlight – Stream light, “STIRONr”, 7 inches, W/ AC Charger, 40,000 Cdl $118
2 Long Sleeve Shirts, 5.11 -Wash & Wear ($51.99 ea.) $104 2 Short Sleeve Shirts, 5.11 Wash & Wear (51.99 ea.) $104 2 Pants, Wash & Wear, ($51.99 ea.) $104 Patrol Jacket $150 Safariland level III Holster $125 Baton Ring $7 Bianchi Double Cuff Case $32 Bianchi Double Magazine Pouch $26 Duty Utility Belt -5.11 (Outer belt) $50 Uniform Pant Belt (Inner belt) $12 Sabre Red Pepper Spray $15 Pepper Spray holder- 5.11 $18 Riot Helmet (Ballistic) $656 Belt “Keepers”, (4) $13 Badge Shield, Gold Plate (1) $76 Name Bar (2) $15 ASP expandable Baton – 26” $105 ASP expandable Baton holder $45 Smith and Wesson Handcuffs, (2) - $23.99 ea. $48 Helmet face shield $125 Gas Mask- Advantage 1000 w/filter $544
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Equipment Bag $50 Taser X2 $1,399 Taser X2 Holster $90 Taser X2 Cartridges (2) $80 IPhone $800 Camera, extended no fault warranty, license $1,200 Colt AR15 w/ EOTEC red dot sites $1,625 Protech Mighty Mike Entry Shield $1,705 Total Sworn Equipment Costs per Officer $16,760 X 65 sworn officers $1,089,400
As illustrated above, it will require approximately $1.1 in uniform and equipment
costs to outfit the sworn personnel in a stand-alone police department.
(2) Fire Rescue Uniform and Equipment Costs
The following table illustrates the costs for uniforms and equipment for outfitting the sworn personnel in the fire rescue department. Non-sworn uniform and equipment costs were included as part of the operational budget.
Item Description Cost Portable Radio + Lapel Microphone + Radio Belt Holder (Motorola) $6,200 Flashlight – Stream light, “STIRONr”, 7 inches, W/ AC Charger, 40,000 Cdl $118 4 Short Sleeve Shirts, 5.11 Wash & Wear (51.99 ea.) $208 4 Pants, Wash & Wear, ($51.99 ea.) $208 2 Full sets of turnout gear (($1,800 ea.) $3,600 Turnout boots (300 ea.) $300 2 Fire Gloves (100 ea.) $200 2 Nomex hoods ($50 ea.) $100 Fire Helmet ($300) $300 Equipment Bag $150 Total Equipment Costs $11,384 X 56 Sworn Personnel $637,504
As illustrated above, it will require approximately $638,000 in uniform and
equipment costs to outfit the sworn personnel in a stand-alone fire rescue department.
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4. Infrastructure Costs
While the City of Cooper City owns both the police and fire stations used by the
BSO to provide services in the City, there will be required modifications if the City were
to assume public safety services. Additional personnel will require computers and office
furniture. There is also a need to build an addition to the police department to allocate an
area for property and evidence storage that is currently stored at the BSO. The previous
property room was converted to office space for the department.
The following table illustrates the estimated office equipment costs for the
additional personnel in the public safety departments as well as needed property and
evidence storage equipment:
Estimated Office Equipment Cost
Item Type Quantity Unit Price Total Price Office Furniture / Workstation 13 $3,500 $45,500 Desktop Computers 13 $1,500 $19,500 Property and Evidence Shelving 1 $12,500 $12,500 Property and Evidence Lockers 8 $8,000 $64,000 Total Cost $144,500
As illustrated above, the approximate cost of providing office furniture and computers in the public safety agencies is $144,500.
The cost for building out the evidence processing and property and evidence
storage room is illustrated below:
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Property and Evidence Space Program
# of Total Space Type NSF Notes Spaces NSF Shared office, close proximity to Property & Evidence Custodian 2 80 160 P&E storage Separate areas for Money, Property & Evidence Storage 1 1,000 1,000 Drugs, Jewelry, and Biological.
Table to bag evidence with pass Evidence Processing (For Officers) 1 100 100 through lockers.
Evidence Processing (P&E Custodian) 1 100 100 Intake area
Total NSF 1,360 Circulation Factor - 40% 544 Total Useable Square Feet 1,104
The 2018 RS Means Construction Cost Estimates Guide for Police facilities ranges from $200 - $250 per square foot. Considering this is an addition and additional demolition and site preparation costs will be required a cost of $350 is used for estimating this addition. This would make the total estimated renovation cost $386,400 for adding property and evidence storage.
5. Summary of Operational, Start-up, Capital and Capital Replacement Costs
This section provides a summary of the costs discussed during the report regarding Cooper City providing internal public safety services. The annual operational impact is illustrated in the table below:
Summary of Costs Police Department Personnel $11,944,460 Operations $1,977,595 Capital $637,000 Total $13,922,055 Fire Department Personnel $9,208,541 Operations $2,451,800 Capital $8,200
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Total $11,668,541 City Positions Personnel $855,658 Total $855,658 Grand Total $26,446,254
Ongoing annual capital costs related to planning to replace the police and fire
rescue fleet and apparatus should also be considered. This is projected based on a five-
year life of patrol vehicle, eight-year life of administrative vehicles, 15-year life of fire
engines, 20 yeas on ladder trucks and eight years on rescue ambulances.
Annual Capital Replacement Costs Patrol Vehicles $700,000 Police Admin Vehicles $153,000 Fire Command Vehicle $22,500 Fire Staff Vehicles $7,800 Fire Engines $150,000 Fire Ladder Truck $75,000 Rescue Ambulance $78,750 Total Annual Capital Replacement $1,187,050
As illustrated above when the personnel, operating, capital and vehicle
replacement costs are factored together the total annual funding required for operating
the police and fire rescue departments is approximately $27.63 million dollars.
The immediate one-time start-up costs for beginning services total approximately
$9.23 million. This figure is in addition to the annual costs listed above.
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6. Phased Implementation Plan for Assuming Public
Safety Services
In an ideal situation, Cooper City would be able to end contracted services with
BSO and immediately begin providing public safety services internally. For a variety of reasons, it is not a simple process of just flipping a switch between contracted services and providing services internally services. First of all, it is unlikely that all personnel will transfer employment from the BSO to the new created agencies and secondly there is considerable administrative work and training that must occur before the departments will be functionally prepared to assume services. In order to properly implement a new service model, it takes significant up-front planning to provide critical public safety functions for a jurisdiction. As a result, the project team has developed a phased approach to providing public safety services internally for respective law enforcement and fire rescue operations.
This chapter of the report provides the narrative related to the phased approach to providing public safety services internally. It should be noted, that all timelines associated with the implementation plan are based on the City’s fiscal year, which begins in October.
The timelines can be accelerated if high numbers of existing BSO employees transfer employment to Cooper City as they will require less training than newly hired employees.
It will be critical for the City of Cooper City to negotiate with the BSO for how the transition will occur and at which milestones there should be a reduction in services by the BSO and to what degree the cost to Cooper City should be lowered as the BSO service obligations decline. For example, when the City assumes coverage of a police shift, what reduction in staff costs should be applied to the agreement in place at the time of that milestone? Also determining at what point command and administrative positions
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transition to Cooper City and certain command and administrative positions are no longer
required is critical to minimize the duplication in costs the City will incur during the
transition from BSO to providing public safety services internally.
1. Implementation Plan for the Creation of a Cooper City Police Department
With the intent of creating an independent Cooper City Police Department as
effectively and efficiently as possible, the project team developed a phased in approach
over a three-year period.
Understanding that current conditions provide several challenges associated with
the hiring of law enforcement personnel, such as recruiting new officers, competitive pay,
and lateral transfers. Furthermore, due the lengthy training time associated with new
hires, it is important to incorporate adequate time to hire and train new recruits for the
Cooper City Police Department. Incorporating a combination of new recruits and lateral
transfers will help mitigate some salary cost associated with hiring only lateral transfers,
although the salary structure developed earlier will fully fund 100% lateral transfers. An additional benefit of having a mix of new and tenured personnel would be reducing the number of staff who are tenured and may retire around the same time.
The implementation plan of the Cooper City Department should be phased over a three-year period. Full law enforcement services provided by the Cooper City Police
Department should commence on day one of the fourth fiscal year after the City decides to provide law enforcement services internally.
(1) Fiscal Year 1 of the Implementation Plan
As with any organization, it is important to hire the department head, or Chief in this case to lead the creation and implementation of law enforcement services. As such,
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the chief should be the first position that is filled in the Police Department. Typical Chief recruitment takes between two and three months, to recruit, interview, hire, and begin serving the community. The recruitment process of hiring a Police Chief should begin day one of the new fiscal year, to allow for maximum time to build a department.
The next positions to be hired in the Police Department relate to other command and administrative staff. Within the fourth month, the positions of Administrative Assistant and Deputy Chief should be advertised, and hiring should be concluded in the fifth month of the first fiscal year.
Upon the conclusion of selecting a Deputy Chief, the four Captain positions should be advertised in the sixth month and hiring completed in the seventh month. Upon the conclusion of the seventh month the department’s command staff should be on board and development of a police department should fully commence. During this time, command staff should begin to develop policies and procedures, develop a recruitment and hiring plan for additional staff, and create an in-service training program. Each effort will take considerable time to develop and review before law enforcement services can be provided to the community.
Beginning in month 10 of the first fiscal year, recruitment efforts should begin to hire additional staff to support command staff in the development of policies and procedures, recruitment efforts, and training programs. To effectively developed these internal documents, it is important to hire individuals with prior law enforcement experience. A total of three Sergeants, one Detective, and one Code Enforcement Officer should be hired to assist in these efforts. These positions should start at the beginning of the 12th month of the fiscal year.
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The following table provides a summary of the positions that should be hired in the first year of implementation. This table shows the month in which each employee classification should be hired. It is important to note that recruitment efforts should begin
2-3 months prior to the expected hiring date.
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Month of Hire for New Employees
Month Position 1 2 3 4 5 6 7 8 9 10 11 12 Chief 1 Deputy Chief 1 Admin Assistant 1 Lieutenant 4 Sergeant 3 Detective 2 Code Enforcement Officer 1 Total Positions 0 0 1 0 2 0 0 4 0 0 0 6
Overall a total of 13 employees should be hired in the first year of implementation.
During the first fiscal year, the employees hired will primarily develop policies and
procedures, develop and begin implementation of a recruitment plan, and begin drafting
a training plan for the department. All activities are administrative in nature and these
staff will not provide law enforcement services in the first year of the plan, the BSO will
continue to provide these services in the City.
(2) Fiscal Year 2 of the Implementation Plan
At the beginning of the second fiscal year, staff will continue to develop policies
and procedures as well as training guidelines and programs. Recruitment planning
should be finalized within the first two months of year two, to allow large scale recruitment
for the remainder of positions to begin. Due to the best practice of hiring a mix of lateral
transfers and new recruits, it is important for command staff to have a plan in place related
to police academy training and the onboarding of lateral transfer officers.
The main goal of year two is to finalize policies and procedure development and the in-service training plan so that the department is prepared to provide law enforcement services at the beginning of year three. At the end of year two, the department should be
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adequately staffed to provide one-fourth to one-third of the law enforcement needs of
Cooper City in conjunction with BSO.
As recruitment efforts begin in earnest, the department should hire its first class of new recruits for the department. A total of four new recruit police officers should be hired in month three of this year. Based on a police academy length of six months and field training program of an additional six months, this approach will provide new recruits that are fully trained and ready to deploy independently between the 4th and 6th month of the
third year.
An additional 15 police officers should be hired later in year two in order to provide
partial law enforcement services beginning in year three. All 15 of these officers should
be lateral transfers in order to provide a team of personnel that are immediately ready to
assume field duties. A total of six officers should be hired in the 9th month, followed by
an additional 6 officers in the 10th month, followed by three officers in the 11th month.
Bringing in officers before the end of year two will allow ample time for them to develop
proper knowledge of the new departmental policies and procedures, receive training as needed, acquaint themselves with the field training officer program, and develop a relationship with internal Cooper City and BSO staff.
To provide proper oversight of law enforcement field staff, it is important to have proper first line supervision staff. In law enforcement, this falls to staff who are classified as Sergeants. While a total of three sergeants were hired at the end of year one, in order to develop and review policies and programs, an additional three sergeants should be hired in year two, month nine. This will allow sergeants adequate time to familiarize themselves with Departmental procedures, policies, and training programs. In month 12,
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it is important for sergeants and patrol officers to begin working in conjunction with BSO
officers in the field as two-person units. This will allow for a smoother transition when partial law enforcement services start at the beginning of the third fiscal year and ensure
personnel know the City and customer service expectations of the community. One of
the sergeant positions should be assigned to Investigations to provide oversight of this
operation.
In month nine, a total of three detectives should be hired to allow some
investigative work to be completed in year three of the phase approach. This will require
coordination with BSO to determine the type of investigations that each agency will
investigate when dual law enforcement services are provided (e.g. property crimes,
person crimes, financial, etc.). Recruitment efforts should focus on staff with prior
investigative experience to ensure staff have prior experience and the skill sets to perform
their duties.
With the deployment of approximately half of the detectives at the beginning of
fiscal year three, it is important to have crime scene technicians hired to process crime
scenes that are worked by the Cooper City detectives. Considering no crime scenes will
be processed before the start of fiscal year three, these positions do not need to be hired
until the 12th month. However, due the unique training and skill sets of crime scene
technicians, the recruitment efforts should begin at least three months prior to their
expected hire date.
The position of property and evidence custodian should be hired in month 9 of this
year. This will allow this person the ability to implement a records management system
for property and evidence. Furthermore, this will ensure that proper procedures are in
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place and officers are trained related to the cataloging of evidence and how to properly
tag and secure it before it is turned over to the custodian. This will also allow adequate time and planning for any property or evidence that will be transferred from the BSO to
Cooper City. Any transferred property should receive a complete audit to ensure all listed property and evidence has been transferred with a proper chain of custody completed prior to Cooper City accepting the property and/or evidence.
In month 12, the crime and senior technical analysts should be hired with the intent to provide these important administrative functions to the department beginning in year three. Additionally, the two records clerks should be hired in month 12, to ensure operations are available to begin at the start of fiscal year three. Both record clerk positions are needed to ensure that records are reviewed and uploaded in a timely manner, and to provide coverage when staff are on vacation, sick leave, in training, etc.
Also, this will allow for robust public counter hours when law enforcement services begin.
The second administrative assistant position should be hired in the sixth month of fiscal year two. Hiring at this point in the implementation plan will provide the department with much need administrative support and allow this position to understand the organization in advance of beginning to provide law enforcement services. The timing of this hire will allow sworn personnel the ability to focus on providing law enforcement services, and reduce the amount of time dedicated to handling routine administrative tasks.
Due to the practice of Cooper City utilizing community service officers in a supporting role for non-emergency call response, it is important to incrementally increase staffing of these positions in correlation with patrol officers. Three community service
Matrix Consulting Group Page 51 DRAFT Public Safety Feasibility Study COOPER CITY, FLORIDA officers should be hired in month 11 of the second fiscal year. This will allow for one month of training and acclimation to the new service environment. Considering that lateral hire patrol officers may not have worked with these or other community service officers previously, it is important for each group of employees to clearly understand each other’s role in the agency.
Currently, the BSO provides a total of three code enforcement officers to Cooper
City. Based on the complexity of code enforcement cases, it is recommended to hire three code enforcement officers in the 10th month of fiscal year two. This will allow time for BSO and current Cooper City code enforcement officers to share information related to current caseload, habitual offenders, and problem areas. Code enforcement operations should begin at the start of fiscal year three for Cooper City, and the BSO would be phased out at this time. Consideration should be given to providing financial support to BSO to see the active caseload completed after the switch to Cooper City, or transition of the caseload over to Cooper City. This will provide a total of four code enforcement officers for the City, aligning with pre-recession staffing levels.
Finally, the accreditation manager should be hired in month six of fiscal year two.
Due to the significant due diligent period required for obtaining accreditation, this will allow the manager 3.5 years to develop the necessary criteria and requirements to achieve accreditation in the third year of providing full law enforcement services internally. After law enforcement accreditation is achieved the focus will shift from monitoring compliance and beginning to work toward achieving fire accreditation.
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The following table provides a summary of the positions that should be hired in the second fiscal year of implementation. This table shows the month in which each employee classification should be hired.
Month of Hire for New Employees
Month Position 1 2 3 4 5 6 7 8 9 10 11 12 Sergeant 3 Police Officer 4 6 6 3 Detective 3 Code Enforcement Officer 3 Crime Analyst 1 Senior Technical Analyst 1 Records Clerk 2 Administrative Assistant 1 Community Service Officer 3 Property Room Custodian 1 Crime Scene Technicians 2 Accreditation Manager 1 Total Positions 0 0 4 0 0 2 0 0 13 9 6 6
Overall, a total of 40 positions should be hired in the second fiscal year of the implementation plan. This is a significant increase in onboarding of personnel compared to year one, due to the fact that when year three begins, staff will begin to provide partial law enforcement services. Due to the goal or providing partial law enforcement services, all support functions must be in place to support law enforcement operations. Thus only
25 of the 40 positions are sworn positions, while 15 are civilian positions.
(3) Fiscal Year 3 of the Implementation Plan
On day one of fiscal year three of the implementation plan, the Cooper City Police
Department will be staffed, have policies in place and have personnel with the proper training to begin providing partial law enforcement services in conjunction with BSO. The
BSO utilizes a 12-hour shift schedule and a total of four squads. The recommended method for providing patrol services in conjunction with BSO is for Cooper City to replace
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one of their patrol squads with Cooper City personnel and allow BSO to cover the other
three squads. Fully replacing one squad will ensure consistent service delivery on each
shift. Also, this will ensure dispatchers are dispatching one agency, versus two on any
given shift. Furthermore, this will reduce conflict related to and varied operational procedures for each agency.
As the police department continues to work toward providing full law enforcement services to Cooper City, the remainder of the staff must be recruited, hired, and trained to perform their respective duties in the third fiscal year.
With an overall authorized staffing level of 35 patrol officers, an additional 16 officers will need to be hired in fiscal year three to provide a full contingent of officers.
While the plan is that many of the patrol officers will be lateral transfers, the department should hire a total of six new recruits in month one of this year. This will allow for proper academy and field training efforts to be completed in time to ensure these officers are fully trained to deploy at the start of fiscal year four.
An additional six lateral patrol officer hires should be completed in month seven.
Finally, the last four patrol officers should be hired in month 11 of this year. It is important to hire patrol officers in month seven, so that when the six recruits that complete the basic police academy there will be a sufficient number of field training officers to deploy and train these officers in the field. Not having sufficient field training officers trained and deployed in the field will negatively impact the required field training for new officers and thus limit the number of patrol officers fully trained and ready to be deployed at the start of fiscal year four.
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In addition to patrol officers, the City has a desire to provide a traffic enforcement unit. The traffic unit is comprised of three officers. Traffic officers should be hired in month 11 of this year. This will allow for one final recruitment and hiring effort of officers in conjunction with patrol officers. While three officers may be dedicated to traffic, they generally require the same certification as patrol officers in addition to specialized crash investigation/reconstruction training and certification to operate on a motorcycle. Until the start of fiscal year four, traffic enforcement and investigations will be the responsibility of both Cooper City and BSO.
Additionally, Cooper City deploy five school resource officers to schools in the City.
Based on the fiscal year starting in October, it is recommended to hire school resource officers in month eight (May). This will allow school resource officers sufficient time to familiarize themselves with the Cooper City Police Department and develop a strategy for the upcoming school year in conjunction with school administrators. This will ensure a smooth transition from BSO to Cooper City personnel at the beginning of the new school year.
In order to maintain similar service levels, a crime prevention officer should be hired. The crime prevention officer should be hired in month seven of year three. This will coincide with the recruitment and hiring of patrol officers in this fiscal year. Also, it will allow adequate time for the officer to begin developing crime prevention programs that will begin in earnest at the start of fiscal year four.
The final two sergeant positions should be hired in month seven of this year. This will allow for a full contingent of front-line supervisors for all operational areas at the beginning of fiscal year four.
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A total of 8 detective positions are authorized for the department. The final three
detective positions should be hired in month 11. Hiring in month 11 for detectives will
coincide with the final recruitment and hiring push for sworn personnel in patrol and traffic.
The second property custodian position should be hired in the 6h month of this
fiscal year. Hiring at this point in the fiscal year will allow for adequate coverage due to
the increased number of patrol officers and detectives deployed in subsequent months.
It will also ensure the final items transferred from the BSO can be properly processed and
stored in Cooper City.
A total of five community service officers are needed to complete the authorized
staffing level of eight to serve the City. In order to provide onboarding and training for this position, hiring should occur in the 11th month of the fiscal year. Providing adequate time
for staff to train and begin working in the field before the transition to providing full law enforcement services.
The following table provides a summary of the positions that should be hired in the third fiscal year of implementation. This table shows the month in which each employee
classification should be hired.
Month of Hire for New Employees
Month Position 1 2 3 4 5 6 7 8 9 10 11 12 Sergeant 2 Patrol Officer 6 6 4 Traffic Officer 3 School Resource Officer 5 Detective 3 Crime Prevention Officer 1 Community Service Officer 5 Property Room Custodian 1 Total Positions 6 0 0 0 0 1 9 5 0 0 15 1
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A total of 36 employees are required to be hired in the third fiscal year of implementation. The majority of new positions should be hired in the second half of the fiscal year, as the department moves toward providing all law enforcement services beginning on the first day of next fiscal year. 25 of the 35 new positions hired during this fiscal year are sworn officer positions, noting that six officer positions are assumed to be required to attend the basic police officer academy.
(4) Summary of Phased Implementation Plan
As discussed in previous sections, the police department should phase their development and implementation of an internal police department. In order to properly prepare for the creation of a police department, the project team phased the hiring of employees over the three-year plan. The phased approach provides staff adequate time to develop policies and procedures, recruit and hire new employees, and training to provide partial law enforcement services in fiscal year three of this plan and full service on day one of fiscal year four. During each fiscal year, hiring is staggered to coincide with the appropriate timing for onboarding and training of all positions.
The following table summarizes the number of positions hired each year by employee classification / rank as discussed previously.
Employee Hiring by Implementation Year
Position Year 1 Year 2 Year 3 Total Chief 1 1 Deputy Chief 1 1 Administrative Assistant 1 1 2 Captain 4 4 Sergeant 3 3 2 8 Patrol Officer 19 16 35 School Resource Officer 5 5 Traffic Officer 3 3 Crime Prevention Officer 1 1 Detective 2 3 3 8
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Code Enforcement Officer 1 3 4 Crime Analyst 1 1 Senior Technical Analyst 1 1 Records Clerk 2 2 Property Room Custodian 1 1 2 Crime Scene Technicians 2 2 Accreditation Manager 1 1 Community Service Officer 3 5 8 Total 12 40 35 89
The following are the salary, benefit and equipment costs associated with funding
each year of the implementation plan:
• Year 1 = $2,530,040 • Year 2 = $5,486,325 • Year 3 = $5,013,534
2. Fire Department Implementation Plan
Similar to the implementation plan for law enforcement services, it is
recommended to phase in fire and emergency medical services over 2.5 years. A phased
approach will provide adequate time to hire command staff, develop policies, procedures,
medical protocols and training materials. Fire rescue staff will be hired over a two-year
timeframe.
It is recommended that Cooper City utilize similar employee qualification standards as other agencies in the region. Generally, this requires new applicants to possess a
Florida paramedic license (or be in the process of finalizing paramedic school or testing) as well as a firefighter II certification, and other applicable required certifications.
Incorporating these qualifications and requirements will reduce the training time required for new hires and only require field training as part of their orientation (12 to 16 weeks).
As a result, the phased implementation plan will incorporate these general parameters to ensure a consistent and efficient startup of fire and emergency medical operations.
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Furthermore, consideration should be given to hiring both new and experienced personnel.
The implementation plan of the Cooper City Fire Department should be phased over a 2.5-year period. While partial field operations will begin in earnest at the 1.5-year mark, full takeover of operations in Cooper City will begin at 2.5 years. It should be noted each “year” is based on the fiscal year in Cooper City which begins on October 1.
(1) Fiscal Year 1 of the Implementation Plan
The first year of the implementation plan will focus on the efforts of hiring command staff for the Fire Department and subsequently developing applicable policies and procedures, training materials, and developing a recruitment plan.
The first order of business is the hiring of the Fire Chief. The hiring process generally takes two to three months to advertise, interview, hire, and for the Chief to start the position. Recruitment efforts should begin at the start of the new fiscal year, and the
Chief should begin working for Cooper City in month three.
Immediately after the Chief is hired for the department, the job descriptions and advertisement for the Chief’s second in command and administrative support personnel should be developed. Recruitment and hiring efforts should include the positions of deputy chief / fire marshal and administrative assistant. Both positions should be hired in month five of this year.
Shortly after the deputy chief position is hired, the positions of training officer and
EMS coordinator should be hired in month seven. Each of these positions should have prior policy development and training experience, as they will be the primary individuals
Matrix Consulting Group Page 59 DRAFT Public Safety Feasibility Study COOPER CITY, FLORIDA responsible for the development of policies and procedures and training manuals for the department.
Also, in month seven, the fire inspector position should be hired and begin developing proper fire inspection procedures. Duties may include working with Planning and Development on coordinating application review, inspection process / scheduling, and other internal operating procedures. Fire inspection services should go live at year
1.5 of this implementation plan, in conjunction with the phased firefighting / EMS services.
The final two positions that will be hired in fiscal year one of the implementation plan are a shift captain and lieutenant. Both positions should be hired in month 11 of the first fiscal year to allow proper time for them to acquaint themselves with internal policies and procedures, training requirements, and developing a field training program.
In sum, a total of eight positions will be hired in the first fiscal year of the implementation plan. The following table summarizes the positions that should be hired and the timing of when they will be hired in the first fiscal year.
Month of Hire for New Employees
Month Position 1 2 3 4 5 6 7 8 9 10 11 12 Chief 1 Deputy Chief / Fire Marshal 1 Administrative Assistant 1 Training Officer - Captain 1 EMS Coordinator - Captain 1 Battalion Chief 1 Captain 1 Lieutenant 1 Fire Inspector 1 Total Positions 0 0 1 0 2 0 4 0 0 0 2 0
The majority of the tasks completed in fiscal year one are focused on the development of policies and procedures, training materials, and other administrative
Matrix Consulting Group Page 60 DRAFT Public Safety Feasibility Study COOPER CITY, FLORIDA duties. At the conclusion of year one, all command staff will be hired along with the critical support roles of fire inspection and first line supervisors for the first shift to be deployed.
(2) Fiscal Year 2 of the Implementation Plan
In fiscal year two of the implementation plan, the Fire Department will begin providing partial fire and EMS services beginning on the first day of the seventh month
(April 1). To facilitate this the City will need to contract with a Medical Director to begin development of EMS protocols and medical control services.
In order to effectively and efficiently integrate with the BSO in providing fire and
EMS services in Cooper City, the project team proposes that Cooper City take over one of the three shifts from BSO at the mid-point of year two. This would include replacing all staff assigned to the fire station, including shift command staff on one shift. Furthermore, beginning in month seven, the fire inspector would take over all fire plan review and inspection duties.
With a start date at the beginning of month seven, respective staff must be hired and complete field training in the first half of the year. In month one of this fiscal year, the second and third lieutenant positions should be hired. This will complete the hiring of all shift supervisory positions and allow for team building and finalization of the field training program for shift personnel.
In month two of the year, a total of two driver / engineer and 11 firefighter / paramedic positions should be hired. Hiring in month two provides a total of four months for completion of the field training program and development of a coordination plan with the BSO. While a four-month field training program may be robust for lateral transfers, it is imperative that both Cooper City and BSO staff are comfortable working with each other
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and understand respective operating procedures for smooth transition between shifts.
Sharing the same fire station may pose logistical challenges and a four-month transition
period will allow adequate time to resolve potential issues.
Additionally, in fiscal year two, staff for the second shift will need to be hired in
order to provide additional services beginning in fiscal year three. Similar to the hiring
and onboarding of the first shift, hiring will be staged over three months. In month seven,
the shift Captain will be hired. Followed by the three shift lieutenants in month eight.
Finally, the two driver / engineer and 11 firefighter / paramedic positions should be hired in month nine. Providing a total of three months for field training and other applicable
training and administrative opportunities. This second shift team will work in conjunction
with both Cooper City and BSO staff for field training.
In summary, during fiscal year two the Fire Department will begin partial operations
in conjunction with BSO. Beginning in the seventh month, Cooper City will take over the
staffing and operation of one of the three BSO shifts to provide fire and EMS services.
Additionally, all fire plan review and inspection services will be conducted by Cooper City.
The following table provides a summary of the positions hired in fiscal year two.
Month of Hire for New Employees
Month Position 1 2 3 4 5 6 7 8 9 10 11 12 Captain 1 Lieutenant 2 3 Driver / Engineer 2 2 Firefighter / Paramedic 11 11 Total Positions 2 13 0 0 0 0 1 3 13 0 0 0
Overall, a total of 32 positions will be hired in fiscal year two for the Fire
Department. A total of 15 positions will be hired to staff the shift that will begin service in
the seventh month. As the Fire Department works toward being prepared to take over an
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additional shift at the beginning of fiscal year three, an additional 17 positions will be hired between months seven and nine.
(3) Fiscal Year 3 of the Implementation Plan
In fiscal year three of the implementation plan, Cooper City will increase the number of shifts they staff, until they take over full operation of the Fire Rescue
Department in month seven.
At the start of month one of the third fiscal year, the Cooper City will take over a second shift from BSO. When the second shift begins service, Cooper City will provide
2/3 of the staffing and shift coverage for the Fire Department.
With the goal of taking over all Fire Department operations beginning in month seven, personnel for the final shift will need to be hired and trained. Incorporating the same phased hiring approach for the previous two shifts, the Captain will be hired first, in month one of fiscal year three. In month two, the three lieutenant positions will be hired.
In month three, the two driver / engineer and 11 firefighter / paramedic positions will be hired. This hiring approach will provide three months of field training with existing Cooper
City Fire Department personnel. Consideration may be given to hiring fewer lateral transfers and more less experienced personnel as there will be two Cooper City shifts to conduct field training exercises.
At the start of month seven of fiscal year three, Cooper City will be fully prepared to takeover all Fire Department operations from the BSO. When full service Fire
Department operations begin internally in Cooper City, the Fire Department will have to reassign firefighter / paramedics to the third shift in order to balance out experience and
Matrix Consulting Group Page 63 DRAFT Public Safety Feasibility Study COOPER CITY, FLORIDA staffing needs. During the phased implementation, it is imperative to have an adequate number of staff available to backfill positions for training, vacation, sick leave, etc.
In sum, starting on the first day of fiscal year three, Cooper City will begin operating a second shift at the Fire Department. Followed by taking over all Fire Department operations starting in month seven of fiscal year three. Based on this implementation plan, the following table summarizes the hiring requirements in fiscal year three.
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Month of Hire for New Employees
Month Position 1 2 3 4 5 6 7 8 9 10 11 12 Captain 1 Lieutenant 3 Driver / Engineer 2 Firefighter / Paramedic 11 Total Positions 1 3 13 0 0 0 0 0 0 0 0 0
A total of 17 positions will be hired in fiscal year three. Additionally, at the start of month seven, shift personnel will need to be reassigned to equalize the experience and training of personnel assigned to each shift.
(4) Summary of Phased Implementation Plan
As detailed in previous sections, the fire department should phase their development and implementation of an internal fire department over 2.5 years. The phased approach provides staff adequate time to develop policies and procedures, protocols, recruit and hire new employees, and provide field training. This phased approach will gradually increase staffing and services over the implementation plan.
Providing partial services (one shift) beginning in month seven of fiscal year two, covering two shifts at the start of fiscal year three, and full service in month seven of fiscal year three. During each fiscal year, hiring is staggered to coincide with the appropriate time for onboarding and training of all positions and to be as most cost efficient as possible.
The following table summarizes the number of positions hired each year by
employee classification / rank as discussed previously.
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Employee Hiring by Implementation Year
Position Year 1 Year 2 Year 3 Total Chief 1 1 Deputy Chief / Fire Marshal 1 1 Administrative Assistant 1 1 Training Officer - Captain 1 1 EMS Coordinator - Captain 1 1 Fire Inspector 1 1 Battalion Chief 1 1 Captain 1 1 1 3 Lieutenant 1 5 3 9 Driver / Engineer 4 2 6 Firefighter / Paramedic 22 11 33 Total 9 32 17 58
The following are the salary, benefit and equipment costs associated with funding each year of the implementation plan:
• Year 1 = $1,558,108 • Year 2 = $5,274,345 • Year 3 = $2,836,735
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