1. Audit of the Metropolitan Nashville Police Department
May 31, 2002

2. Outline of Presentation
Overview of Project
Description of MNPD
Findings
Recommendations
Fiscal Impact
Conclusions

3. Overview of Project MGT retained to conduct performance audit of MNPD.
Study included operation, policies, practices, use of technology, planning & budgeting, resource allocation and use of performance measures
Compared MNPD performance to that of Peer Agencies
Specific recommendations were developed to enhance effectiveness and/or efficiency

4. Description of MNPD
Primary law enforcement agency for all of Davidson County - main station and five sector stations and various other facilities
In excess of 1200 sworn officers, over 600 non-sworn personnel
Current budget exceeds $109 million annually
Nationally accredited

5. Commendations
Accredited by Commission on Accreditation for Law Enforcement (CALEA)
Many high quality staff members
Dept. is implementing second generation Automated Fingerprint Identification System
The SWAT team has received numerous awards

6. Major Findings Overall Budget was within expected range
Overall Staffing was consistent with peers
Percentages of sworn and non-sworn close to peers
High percentage of officers in “specialized assignments” - non-Patrol uniformed assignments (Bikes, Mounted, K-9, Aviation, Traffic, School Services)

7. Findings - Patrol
Lowest percentage of officers assigned to actual Patrol duties of the peers
MNPD has about 32% of it’s officers on patrol - the average was 46% - as high as 60% for Memphis

8. Findings - Crime
Although homicides have declined significantly over 4 years, Nashville’s major crime rate has been consistently high when compared to the peer agencies
The only significant difference between Nashville and the peers is the low percentage of officers assigned to Patrol

9. Findings - Other Areas Each area of the department was reviewed
Specific findings were developed for each area
A common deficiency was the lack of useable performance measures
Many findings had to do with opportunities for more effective use of technology, space needs, or the need to study staff utilization

10. Findings - Planning, Budgeting, Staffing
A major issue is the lack of an integrated planning and budgeting process
Strategic planning has not been occurring
Sworn officers are being used in several areas where arrest powers are not needed

11. Recommendations
Support philosophy of Community Oriented Policing by beginning decentralization
Increase Patrol Division staffing by reassignment of existing personnel
Study all areas of the department to determine where shifts in officers and staff can occur
Absorb the current Traffic Division into Patrol

12. Additional Recommendations
Assign Sector Stations responsibility for all Traffic Enforcement in their area
Assign Sector Stations responsibility for all School related activity in their areas (DARE, GREAT, School Crossings, etc.)
Transfer some detectives to the sector stations to begin decentralization of investigations

13. Additional Recommendations (Continued)
Reorganize department to increase focus on field operations
Reduce the number of direct reports to the Chief to allow him greater operational involvement
Balance responsibility among command personnel so that duties are comparable
Formal Strategic Planning effort should be conducted

14. Recommendations (Continued)
Planning and budgeting processes should be integrated
Internal staffing adjustments should be made prior to any requests for additional staffing
Conduct department wide space needs study

15. Fiscal Impact
Capital budget recommendations of $1,845,000 (includes technology, space study, vehicles, driving simulator)
Operating budget recommendations of $1,371,500 (includes training funds, some personnel costs, magistrates, audit implementation support)

16. Conclusions
The department has a positive attitude about improvement and was supportive of this audit
The recommendations made by the audit are consistent with the existing focus on Community Oriented Policing
Based on our interaction with MNPD staff, the department has a pool of developing talent that can serve it well in the future