Montgomery County Taxpayers League

The Voice of Taxpayers of Montgomery County, Maryland

Questions for the meeting of April 19, 2017

Topic:   ” The Montgomery County Police Department and Performance-Based Budgeting”

Speaker:  J. Thomas Manger, Chief of Police, Montgomery County

April 19, 2017  — Free and open to the public — 7-9 pm. —  Council Office Building

The following questions have been sent to Chief Manger in advance of the meeting

1. Almost every police department in the country has performance targets to reduce crime.  We assume that such targets do exist for the Montgomery County Police Department.  However they are not included in the budget or strategic plan (except for strategy 1.3.2- traffic safety).  How do these targets compare, over the last 5 years, with those in Fairfax County where you were the Chief of Police prior to your current appointment?

2. Other than crime reduction, many police departments use performance measures such as clearance rates, response times, and enforcement productivity (#of arrests, citations, “stop and frisk” searches, etc).  Are these useful measures for the Montgomery County Police Department?  How do you measure whether the department is working intelligently, using appropriate methods and having a positive impact? 

3. How much of the $115 million for Patrol Services goes for Community Policing?  The research shows that unreported crimes such as crimes against youth ages 12-17 and crimes committed by someone the victim knows well, for example, are 2-3 times higher than reported crime rates.  Would these and “invisible” crimes such as crimes within the family, white collar crime, crimes involving intimidation, etc. be covered by community policing? 

4. The $43 million budget for Strategic Direction 1, “Reduce and Prevent Crime and Create Safer Communities”, is allocated to Field Services.  What are the performance measures for this category; more specifically, by how much will this $43 million reduce crime?

5. The budget for Investigative Services is $46 million.  What are the performance measures for this category inasmuch as they relate to reduction in crime? 

6. Management Services- How much of this $73 million budget relates to Strategic Direction 1 (e.g. body cameras), and how much relates to the other 4 strategic directions?  How does the cost of overhead functions compare to other police departments such as those in Fairfax and Howard counties?

7. How large is the fleet and what is the budget for operating and maintaining this fleet?  How does this compare to other police departments such as those in Fairfax and Howard counties?  What are some of the metrics used to make these comparisons?

8. Last year, personnel of the Police Department received a 4% pay raise,; at the national level the increase was 2.3% as reported by the Bureau of Labor Statistics.  This year’s budget includes a general wage increase of 2%, service increase of 3.5%, and longevity increase of 3.5%.  Are these pay increases linked to the productivity of the Police Department?  How does the average annual compensation (salary plus overtime) compare to police departments in   Fairfax and Howard counties?

9. The retirement plan for county government workers is a defined contributions plan.  The retirement plan for the Police Department is a much more generous and expensive defined benefits plan.  Can you give us some reasons for the discrepancy between the two?  Also, what percentage of those retiring this year are retiring on a disability?

10. Are there initiatives that longer term would make your department more efficient and save taxpayers money that are not in your budget due to belt tightening?

11. What is your process for identifying cost savings?  What cost savings are included in this budget?  Other police forces have implemented cost saving measures, have you considered or implemented any of these: 

– eliminating land line phones for officers that have department-issued cell phones

redesigning patrol deployment and creating shorter shifts to optimize coverage during periods of high call volumes and reducing coverage during times of low call volumes

– fleet reduction measures

 

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