IBM Smarter Cities Challenge - St. Louis Report

8/3/2019 IBM Smarter Cities Challenge - St. Louis Report

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IBMs Smarter Cities Challenge

St. LouisReport


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Contents

3 1. Acknowledgments

5 2. Executivesummar y

7 3.Introduction

7 A. IBMsvisionforSmarterCities

8 B.TheSmarterCitiesChallenge

8 C.Contextandobjectives

9 D.Approachtakenbytheteam

11 4.Overallfndingsandthemes

11 A.Discovery/observations

12 B.Areasforimprovement 13 C.Recommendationsoverallecosystem

18 D.RecommendationsMayor

23 5.PoliceDepartment


23 B.Areasforimprovement

24 C.Recommendations

29 6.CircuitAttorney




32 7.Courts




35 8.Probationandparole




37 9.Costconsiderations

39 10.Long-termrecommendations

39 A.Preventingyouthcrimeandrecidivismthrougheducation

44 B.Neighborhood/WardCommunityGrantInvestmentFramework

47 C.Economicdevelopment

49 D.HOPESt.Louis

50 E.Wholecostmodel

5 1 11. Conclusion

53 12.Appendix

53 A.Keyperformanceindicators(KPI)

59 B.Additionalresources

60 C.Customercasestudies


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Manythankstotheollowingpeople,whowereso

welcomingandcooperativeduringourtimeinSt.Louis:

MayorFrancisG.Slay,CityoSt.Louis

JefRainord,ChieoStaf,CityoSt.Louis

RobbynWahby,DeputyChieoStaf,CityoSt.Louis

SteveGregali,SpecialAssistant,CityoSt.Louis

BillSiedhof,DirectoroHumanServices,CityoSt.Louis

CharlesBryson,DirectoroPublicSaety,CityoSt.Louis

GeneStubbleeld,CommissioneroCorrections,CityoSt.Louis

MelbaMoore,CommissioneroHealth,CityoSt.Louis

RonJackson,ConsultantorDepartmentoHealth,City

oSt.Louis

DonRoe,ActingDirectoroPlanning&UrbanDesign

Agency

TonyMeyersJr.,GEOSt.Louis,PlanningandUrban

DesignAgency,CityoSt.Louis

LavertaBarnes,DepartmentoCorrections,Cityo

St.Louis

JennierJoyce,CircuitAttorney,CityoSt.Louis

RachelSmith,ChieProsecutor,CircuitAttorneyOce,CityoSt.Louis

EdPostawko,ChieWarrantOcer,CircuitAttorney

Oce,CityoSt.Louis

JaneSchweitzer,CircuitClerkortheCityoSt.Louis

AlderwomanDonnaBaringer,CityoSt.Louis

AldermanJefreyBoyd,CityoSt.Louis

AldermanShaneCohn,CityoSt.Louis

AldermanFrankWilliamson,CityoSt.Louis

ChieDanIsom,St.LouisMetropolitanPoliceDepartment

CaptainSamDotson,St.LouisMetropolitanPolice

Department

MajorPaulNocchiero,St.LouisMetropolitanPolice

Department

KenHailey,DirectoroPlanningandResearch,St.Louis

MetropolitanPoliceDepartment

1. Acknowledgments

DeleOredugba,DirectoroInormationTechnology,

St.LouisMetropolitanPoliceDepartment

ChieTimFitch,St.LouisCountyPoliceDepartment

ChieRoyJoachimstaler,OFallonPoliceDepartment

CaptainJefGray,OFallonPoliceDepartment

ChieJusticeRayPrice,MissouriSupremeCourt

GeorgeLombardi,Director,MissouriDepartmentoCorrections

NancyMcCarthy,RegionalAdministrator,Missouri

DepartmentoCorrections

ToddSchwent,BoardoProbationandParole,Missouri


ArnoldCarter,BoardoProbationandParole,Missouri


JudgeStevenOhmer,PresidingJudge,22ndJudicialCircuit

CourtoMissouri

JudgeJimmieEdwards,22ndJudicialCircuitCourt

oMissouri

JudgeMichaelStelzer,22ndJudicialCircuitCourtoMissouri

JudgeJohnJackGarvey,22ndJudicialCircuitCourt

oMissouri

JudgePhilipHeagney,22ndJudicialCircuitCourt

oMissouri

KathrynHerman,AssistantCourtAdministrator,Juvenile

Division,22ndJudicialCircuitCourtoMissouri

SusanGuerra,ChieLegalCounsel,JuvenileDivision,

22ndJudicialCircuitCourtoMissouri

CatherineHorejes,SpecialServicesManager,Juvenile

Divison,22ndJudicialCircuitCourtoMissouri

LandaPoke,AssistantCaseProcessingManager,Criminal

Division,22ndJudicialCircuitCourtoMissouri

AllenIrving,SuperintendentoDetention,JuvenileDivision,

22ndJudicialCircuitCourtoMissouri


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IBMs Smarter Cities Challenge Report St.Louis

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JudgeMargaretWalsh,AdministrativeJudge,22ndJudicial

Circuit,CityoSt.LouisMunicipalDivision

CatherineRuggeri-Rea,CourtAdministrator,22ndJudicial


YvetteMayham,AdministrativeAssistant,22ndJudicial


ParimalMehta,AccountingSupervisor,22ndJudicialCircuit,CityoSt.LouisMunicipalDivision

Dr.KelvinAdams,Superintendent,St.LouisPublicSchools

ColonelLisaTaylor,HeadoSchoolSecurity,St.Louis

PublicSchools

JefKarpel,President&CEO,KarpelSolutions

Dr.BillPowell,GeneralManager,RegionalJustice

InormationSystem(REJIS)

WendellKimbrough,CEO,AreaResourcesorCommunity

andHumanServices(ARCHS)

KristyKight,VicePresidentoGrantManagementServices,

AreaResourcesorCommunityandHumanServices

(ARCHS) LesJohnson,VicePresident,GrantManagementServices,

AreaResourcesorCommunityandHumanServices

(ARCHS)

JamesClark,VicePresidentoCommunityOutreach,

BetterFamilyLie

DonMeyer,VicePresidentoMarketingand

Communications,RegionalCommerceandGrowth

Association

DebbieErickson,VicePresidentoInormationServices

andChieInormationOcer,MetroSt.Louis

Dr.RichardRoseneld,Chair,UniversityoMissouri,

St.LouisDepartmentoCriminology

2010-2011St.LouisCoroFellowsinPublicAfairs

KeithClark,FellowsTrainer,CoroLeadershipCenter

St.Louis

SandraMoore,President,UrbanStrategies

NaimGray,ProjectManager,UrbanStrategies

KateCasas,SeniorProjectManager,UrbanStrategies

AaronSwain,VicePresident,McCormackBaronRagan

KittyRatclif,President,St.LouisConventionand

VisitorsBureau

BrianHall,ChieMarketingOcer,St.LouisConventionandVisitorsBureau

KevinHorrigan,Journalist,St.LouisPost-Dispatch

PatGauen,St.LouisPost-Dispatch

MikePetetit,Owner,ParkAvenueBed&Breakast

MaggieCampbell,PresidentandCEO,Partnershipor

DowntownSt.Louis

KenGabel,Director,PublicSpaceManagement,Partnership

orDowntownSt.Louis

ShuntaeRyan,Director,Marketing&Communications,

PartnershiporDowntownSt.Louis

EdHennessy,ExecutiveDirector,WeedandSeed

JenEhlen,InterimDirector,CenterorEntrepreneurship,SaintLouisUniversity

Finally,specialthankstoRobbynWahbyandCaptain

SamDotsonortheirpatience,supportandinsight

duringthisprocess.

Sincerely,

MelissaBailey,RobDolan,JimHueser,JimLingerelt,

ThomasSheppard,andYanChingZhang


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IntroductionTheCityoSt.Louisisoneo24citiestoearnagrant

romIBMaspartothatcompanysphilanthropiceorts

tobuildaSmarterPlanet.IBMsSmarterCities

Challengeaimstocontributetotheimprovemento

high-potentialcitiesaroundtheworld.

Duringathree-weekperiodinMarch2011,ateamosixIBM

ExecutivesworkedintheCityoSt.Louistodelivertheir

recommendationsonpublicsaetytoMayorFrancisG.Slayandawiderangeostakeholders.

Challenge: improving public safetyInrecentyears,St.Louishasbeenlabeledthemost

dangerouscityinAmerica,despiteanoveralldownward

trendincrimerates.ThisperceptionhasharmedtheCitys

image,itsabilitytoretainamiliesanditsprospectsor

economicdevelopment.WeweretoldMayorFrancisG.Slays

mainconcernsweresaeneighborhoods,theprovisionoan

improvedqualityolieandbettereducationorSt.Louis

citizens.Specically,theMayoraskedtheIBMteamto

developasetorecommendationsthatheandhisextendedteamcouldimplementinordertoensuretheright

inormationgettingtotherightpeopleinthepublicsaety

extendedteam.Thiswouldenablebetterdecision-making

andhaveapositiveinuenceoncrimeratesintheCity.

Defningthepublicsaetyecosystem

Duringtheengagement,theIBMteamdenedthepublic

saetyecosystemasthecommunalreachandinteractiono

thoseparticipantsinthepublicsaetyarena:Mayor,Board

oAldermen,MetropolitanPoliceDepartment,Circuit

Attorney,CircuitClerk,CircuitJudges,Sherif,Corrections,

ProbationandParole.Duetoauniqueinstitutionalstructure,

theSt.Louispublicsaetycommunityincludesmany

autonomousactors:theCircuitAttorney,CircuitClerkand

Sherifareelected;theCircuitCourtJudgesandSt.Louis

BoardoPoliceCommissionersareappointedbythe

GovernoroMissouri.Asaresult,allefortstoimprove

publicsaetyhavetobecoordinatedacrosstheentireteam

throughacollaborativeapproach.

Overall themesThelong-termsolutionorpublicsaetyistoprovide

sucienteducation,jobsandeconomicopportunityorall

membersoacommunity.Aspublicsaetyisconnectedto

virtuallyeveryCityissueromhousingandeducationto

economicdevelopmentandthesocialsaetynet,soallthese

systemsmustbealignediwearetopreventcrimeratherthan

reacttoit.TheCitymustrenewitsocusonusingdatato

track,analyzeandpredictoutcomesacrosstherangeoCity

systems.Whiletheseproblemscannotbesolvedinthreeweeks,theollowingareasetosuggestionsthatshould

helptomovetheneedleintherightdirection.Iaddressed,

bothinthecorepublicsaetyteamandthroughoutthe

widercommunity,theywillprovidetheCitywiththeright

oundationoradeeperunderstandingotheissuesandthe

meanstomeasurethesuccessoactionstakensomething

notpossibleundercurrentsystems.Usingdatainsuchaway

willenabletheCitytobegintotacklesomeotheunderlying

issueswithgreatercertaintyandprecision.

Unied view of the individual:Eachindividualteam

currentlymaintainsseparatesystemsortrackinginormationaboutofenders.Providingauniedviewotheindividual

acrossthepublicsaetysystemwouldensurethateachactor

hastheinormationtheyneedtodrivebetteroutcomes.

Performance management framework: Toprovide

accountabilityorpublicsaetyoutcomes,theextendedteam

mustalignallprograms,budgetsandmetricstoimprove

operationalandnancialperormanceanddrivedowncosts.

Inaddition,eachmemberotheteamshouldlooktopeer

organizationsandnetworksaroundthecountrytoidentiy

anddrawuponbest-practicestoimproveexistingprograms.

Process integration:Thepublicsaetysystemmust

coordinateprocessesacrossorganizationalborderstoprevent

crimeandrecidivismefectively.

Asset management: PhysicalandITassetsarecrucialto

efortstoachievebetterpublicsaetyoutcomesanddrive

economicbenets.

2. Executive summary


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Top-priority recommendationsWebelievethattheollowingaretheinitialseto

recommendationstheCityshouldconsiderandactuponin

ordertobuildmomentumquicklyandbeginculturalchange.

Somesuggestionsocusonhowtobeginsharinginormation

moreefectively,whileothersconcentrateoncostreductionto

undthenextwaveoactions.Oneotherststepsshouldbe

togetallthekeypeopleinoneroom,identiythetop-priority

recommendationsandsecurethewholesalecommitmento

stafwithsupportromeachindividualteam.

System-wide: Inorderachieveauniedviewothe

individual,theextendedteammustworktoestablisha

commonlanguageasinormationcrossesinstitutional

boundariesandimprovedataowinindividualagencies

andacrossthesystem.

Mayor:TheMayorshouldlltheopenChieOperating

OcerpositionandappointaChiePerormanceOcer

todriveaccountabilitythroughouthisorganizationand

coordinateefortstoagreeuponacommonpublicsaety

missionandgoals.

Police Department:Toacilitateacultureoaccountability,

thePoliceDepartmentshouldestablishaperormance-based

appraisalsystemthatincludespatrolmetricsandadherence

tooperatingprocedures.Opportunitiestosharecapitalassets

withotherpublicsaetyagenciesshouldbeextendedto

achievecostsavings.

Circuit Attorney:TheCircuitAttorneyshoulddrivethe

creationoanofendercoversheetbasedoncommoncriteria

oridentiyingtop-priorityofendersandshouldsupport

broaderstrategicintelligencecollaborationacrossthesystem.

Circuit Courts:Extendingcurrenttrialsoelectronic

monitoringorlow-riskofendersandvideoarraignments

willcutcostsandimproveefectiveness.Currentpaper-based

recordsandprocessesshouldbereplacedbydigitalsystems.

Parole and probation:Scorecardsormeasuringclient

outcomesandtheperormanceoprobationandparole

ocersshouldimproveaccountabilityandefectiveness.

Funding: Toidentiyundingsourcesorcost-savingsornew

initiatives,allactorsshouldexploreederalgrants,sharedrisk

agreementswithprivatesectorpartners,operationalchanges

andreallocationoexistingunding.Underaconservative

estimate,investmentsinelectronicmonitoring,organizational

streamliningandrehabilitativeservicescouldyieldsavingso$350-$950thousandinyear1,andannualsavingso

$1.5-$5millionthereater.

ConclusionDespiteitsuniqueinstitutionalstructure,TheCityo

St.Louisacesmuchthesamechallengesasothercities.

Thesehaveimplementedsimilarsolutionswithbestpractices

thatcanandshouldbereplicatedwithintheextendedteam.

St.Louisiswellpositionedtoimproveaccountabilityand

outcomesacrossthepublicsaetycommunity.

Everyone that participated, all the dierentpieces of government and private-sectorpartners that have an impact on public safetyand the law enforcement process, really came

to the table willing to help. Everyone isinterested in doing a better job and a moreeective job, and that was something thatcame out of this which really pleased me.

Mayor Francis G. Slay


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A. IBMs vision for Smarter CitiesBy2050,citieswillbehometomorethanhaltheworlds

population,willwieldmoreeconomicpowerandhave

accesstomoreadvancedtechnologicalcapabilitiesthan

everbeore.

Simultaneously,citieswillstrugglewithawiderangeo

challengesandthreatstosustainabilityinthosecoresupport

andgovernancesystemstransport,water,energy,

communications,healthcareandsocialservices.Thesegovernanceissuesarenothoweveruniquetocities.Allover

theglobe,ederal,stateandlocalgovernmentsaswellas

privatesectorcompaniesarelookingatinnovativewaysto

reducetheproblemsosiloedanddisconnectedorganizations.

Meanwhile,trillionsodigitaldevices,connectedthrough

theInternet,areproducingavaststreamodata.Allthis

inormationromtheowomarketstothepulseo

societiescanatlastbeturnedintoknowledgebecausewe

nowhavethecomputationalpowerandadvancedanalyticsto

makesenseoit.Withthisknowledgecitiescanreducecosts,

cutwasteandimprovetheeciency,productivityandqualityolieortheircitizens.Whilethesearemammothchallenges

inatimeoeconomiccrisisandincreaseddemandor

services,wealsohaveampleopportunitiesorthe

developmentoinnovativesolutions.

InNovember2008,IBMbeganaconversationabouthowthe

planetisbecomingsmarter,meaningthatintelligenceis

beinginusedintothesystemsandprocessesthatmakethe

worldworkintothingsnoonewouldrecognizeas

computers:cars,appliances,roadways,powergrids,clothes,

evennaturalsystemssuchasagricultureandwaterways.By

creatingmoreinstrumented,interconnectedandintelligent

systems,citizensandpolicymakerscanharvestnewtrends

andinsightsromdata,providingthebasisormore

inormeddecisions.

Sincecitiesgrappleonadailybasiswiththeinteractiono

water,transportation,energy,publicsaetyandmanyother

systems,IBMiscommittedtoavisionoSmarterCitiesasa

vitalcomponentobuildingaSmarterPlanet.ASmarterCity

usestechnologytotransormitscoresystemsandoptimize

niteresources.Atthehighestlevelsomaturity,aSmarter

Cityisaknowledge-basedsystemthatprovidesreal-time

insightstostakeholdersaswellasenablingdecision-makers

tomanagethecityssubsystemsproactivelygure1.1.

Efectiveinormationmanagementisattheheartothis

capabilitywhileintegrationandanalyticsarethekeyenablers.

3. Introduction

Figure1.1ASmarterCityusestechnologytotransformitscoresystemsandoptimizeniteresources

Intelligent

Wecananalyzeandderiveinsightfrom

largeanddiversesourcesofinformation,

topredictandrespondbettertochange.

Instrumented

Wecanmeasure,sense

andseetheconditionof

practicallyeverything.

Interconnected

People,systemsandobjectscan

communicateandinteractwith

eachotherinentirelynewways.

Intelligence is being infused into the way the world works.


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B. The Smarter Cities ChallengeAsIBMalignsitsphilanthropicefortswiththegoalo

buildingaSmarterPlanet,werealizethatcityleaders

aroundtheworldaceincreasingeconomicandsocietal

pressuretodelivernewsolutionsrapidly,themoresogiven

theincreaseddemandorservices.Toaddressthis,IBM

CorporateCitizenshiphaslaunchedtheSmarterCities

Challengetohelp100citiesaroundtheworldbecome

smarterthroughgrantsoIBMtalentandtechnology.

DuringMarch2011,ateamosixIBMersworkedin

theCityoSt.Louistodeliversubmissionsonkeyissues

orMayorSlayandhisseniorleadershipteam.This

reportprovidestheiranalysisothecausesocrimeand

accompanyingrecommendationsorpublicsaetyinthe

CityoSt.Louis.

C. Context and objectivesCitiesneedtorethinktheirapproach.Theneedismore

urgentthaneverbecauseothebiggestglobaleconomiccrisis

sincetheGreatDepression.ASmarterCityisonethattakes

theurgencyothecurrenteconomiccrisisanditsdownward

pressureonbudgetsastheimpetustoovercomeresistanceto

change.Itturnsproblemsintoopportunitiestoreducecosts

improveservicestocommunitiesandmakeourcitiessmarter.

Thisnewapproachtocommunitytransormationcallsor

leaderstousetechnologytoinormandconnectpeople.Thecityisviewedasasetointerconnectingsystemsandthis

drivesintegratedsolutionsandservices,ocusedonlong-term

city-wideoutcomes.Thekeytosuccessisintegrationacross

traditionalsilosexploitingtheavailableintelligence.

Figure1.2TheSmarterCitiesframeworkandoverlappingthemes

Populationmanagement

Language

Wealth

Community Place

Wellbeing Econo

Managingcrime/publicsaety

Environmentmanagement

Education

Ofceinrastructure

Education

Retail

Housing

Trafc

Streeturniture

Broadband

Inrastructure

Securinginwardinvestment

Instrumented Interconnected Intelligent Integrated


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Publicsaetyandpubliceducationareclearlyinterconnected.

Establishingacomprehensivestrategicplantoaddressthese

issuesisundamentaltotheuturesuccessotheCityandthe

prosperityotheregion.Whetheritisthroughinnovationin

Citypublicschools,engagingthepublicincrimeprevention

andeducation,analyzingcommunitydevelopmentstrategic

planstoincreasepost-secondaryenrollment,theCityand

itssurroundingsmustadaptinordertothriveinanever

increasingglobaleconomy.Wehopethatthisstrategicplan

canlaytheoundationorurthercooperationamongstnon-protandgovernmentalbodiesintheregion.Forthe

areatoprosperintheglobaleconomy,bettercooperationis

essentialorimprovingservicesorconstituents,boosting

economicdevelopmentandrealizingincreasedeciencies

throughsynergiesingovernment.

D. Approach taken by the teamTheproposalortheCityoSt.Louisisbrokenintotwo

mainsections:

Therstaddressestheissueopublicsaetyandthecriminal

justicecommunity

Thesecondlooksmorebroadlyatthecommunityandthecausesocrimeandrecidivism.

Foreachsectionwehavedrawnoutthethemesthatspanthe

entirecommunity:ourobservationsandrecommendationsat

communitylevel.Wehavethenexaminedkeyplayerswithin

thatcommunityandocusedonobservationsandndingsthat

arerelevanttotheirrolewithintheextendedteam.Lastly,we

havelookedatpotentialundingsourcesormodelsthatcould

beappliedinordertonancechangestheMayorandhisteam

wanttopursue.

Inourapproachtothisproject,IBMusedanissue-based

consultingmethod.Thismethodreliesheavilyoninterviews

todevelopasetohypothesesandthenconductdeeper

researchinterviewstovalidatethesehypotheses.

Figure1.3Issue-basedconsultingow

Stressingtheimportanceosaeneighborhoodsandthe

provisionoanimprovedqualityolieorhiscitizens,

MayorSlayspecicallyaskedtheIBMteamtoexamine

howtheCitycantargethighriskcriminalsbyprovidingthe

criminaljusticeextendedteamwiththerelevantinormation

toallowtheCitytomakebetterpublicsaetydecisionsand

drivebetteroutcomes.

IBMapproachedtheinitialroundointerviewswith

noassumptionsandastandardsetoquestionsregarding

therespectiveagenciesoperationsandtheareaswhere

potentialimprovementscouldbemade.Weinterviewed

thetopexecutivesothepublicsaetyagencies:the

PoliceDepartment,theCircuitAttorney,theClerk

otheCourt,CircuitCourtJudges,Probationand

ParoleandtheDepartmentoCorrections.These

organizationsmakeupthecityspublicsaetycommunity.

1.Defnition Proposal

2.Structure Kick-off package

3.Datagathering Date summaries

4.Synthesis Reports

5.Buy-in Targeted reports

Overviewothefve-stageconsultingprocess


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Figure1.4Keyorganizationsmakingupthepublicsectorextendedteam

Aconsistentsetothemeshasemergedromtheseinterviews:

Lackoauniedoverviewotheindividual(i.e.asingle,

consistentviewotheindividualastheymovethroughthe

publicsaetysystem).

Aperormancemanagementrameworklackingmetricsand

clearaccountabilitythatwouldallowprogramsandoutcomes

tobeassessedobjectivelyandtherebyimproveoperational

andnancialperormance.

Absenceoawellintegratedinormation-sharingprocess

thatspansallagencies;thishascontributedtosignicant

operationalproblemsandcostswithinandbetween

theagencies.

Thesethemeshaveormedourseriesohypotheses

concerningtheCityspublicsaetyproblemsandbyextension,

therecommendationsthatcouldbemadetoimprove

collectivepublicsaetyoperationsandreduceoverallcosts.

Subsequentroundsointerviewsgathereddetailed

inormationdirectlyassociatedwithourhypotheses

soastovalidatethem.TheIBMteamlookedat:

Howinormationiscollectedaboutindividualswithin

eachagencyandhow(orwhether)itisshared

Theassessmentmethodsappliedtotheperormance

obothpersonnelandprocessesandthemetricsused

WhatITsystemsareinplace,howtheyareemployed

andthequalityotheinormationtheyprovide.

Thisinormationwasreviewedtoobtainaclearviewothe

completesystem,witheachhypothesistestedagainstthe

ndings.Ineachcaseweoundinormationandstakeholder

conrmationtosupporteachothethreehypotheses.This

hasenabledtheIBMteamtodeveloprecommendationsthat

couldbeputintopractice.Themethod,thendingsandthe

recommendationsareallpresentedinthisreport.

Mayor

PoliceDepartment

CircuitAttorney

CircuitClerk

SheriJudges

Probation

Corrections

Parole

CAD

Courtscheduling

Casemanagement

RMS

GIS


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4. Overall fndings andthemes

A. Discovery/observationsTodaymunicipalgovernmentsaceamultitudeo

challengesinensuringtheydeliverthehighestquality

oserviceatthehighestvaluetotheircitizens.

St.Louisisnoexception.

Responsibilityorcity-wideaccountability

AstheCitystopelectedocial,MayorSlayisthepublicace

oSt.Louis.Heistheheadogovernment,regardlessostate

lawsthatrestricthiscontroloversomecriticalunctions,especiallywithinthepublicsaetysystem.

Inordertoensurethepropermanagementandreporting

otheextendedteam(howeverthescopeisdened)itis

importanttohaveasmallsetopeoplewithcommon

objectives.Asateam,theyareresponsibleor:

End-to-endprocessesthatowacrossthesystem

Measurementandreportingotheeciencyoprocesses

Understandingwhoisaccountableoreachstepinthe

processandwheretheboundariesexist

Drivingcollaborationacrossthecommunitytoensurethe

smoothandecientexecutionotheprocess.

Inthediagramoppositewehighlightthreerolesthat,while

notnecessarilyull-timewithintheorganization,arecritical

inensuringthecorrectmanagementstructureisinplaceto

supportthecommunity.Theycanbeperormedbypeople

withvariousresponsibilitiesacrossthecommunitybutthekey

tosuccessisthattheyhavethecommunityspermissionand

authoritytoimplementchanges,measureandtrackprogress.

Theyneedtheauthoritytoapplyapprovedsanctionswhen

groupswithintheextendedteamdonotmeettheirobjectives,

aswellasthemechanismstorewardorganizationsthatexceed

theirgoals.

Wewilldiscusstherolesaboveinmoredetailinsubsequent

sections(orinstance,ChiePerormanceOcerinthe

Mayoralsection).

Inourdiscussionswithstakeholdersbothinsideandoutside

thepublicsaetyextendedteam,itwasthelackomeaningul

accountabilitythatwasseenasakeyactorincontributingto

theperceptionoSt.Louisasthemostdangerouscityin

theUnitedStates.

AccountabilitycanonlyexistwhenthecitizensoSt.Louis

eelthatoneindividualisresponsibleortheoverallpublic

saetystrategyortheCity.Thesuccessorailureothis

strategycanbedeterminedbymeasuringandmonitoring

thatindividualsperormanceagainstgivengoals.

Tohaveastrong,consistentocusonimprovedpublic

saetyoutcomes,itisnecessarytohaveaocalpointor

accountability;webelievethatresponsibilityshouldrest

withtheMayorsOce.

Increasingbudgetpressures

Theglobaleconomiccrisishasputseriousstrainson

thenancesoallgovernments,especiallymunicipal

governments.Taxrevenuesandotherrevenuestreams

havebeenimpactedbylowertaxcollection,highercosts

orservicesandareductioningrantmoniesavailableto

localgovernments.Thishasorcedgovernmentleaders

tomakehardchoicesaboutwhichprogramstoundand

whichtocut.WeseethisoccurringinSt.Louisaswell,

wheretheeconomyisalreadysuferinginsomewards,

exacerbatinganalreadychallengingsituation.

Figure1.5Managementsystemforgovernance,accountabilityandcollaboration

ChieOperating

Ofcer

ChiePerormance

Ofcer

ChieInormation

Ofcer

Visibility of efciencies/inefciencies

Accountabilityof ecosystem

Fostercollaboration


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GrantstodayamajorsourceoundingortheCityo

St.Louishavebeenreducedasnewcallsorausterityand

scalresponsibilityemanateromWashingtonandJeferson

City.Thelossothesegrantsputsadditionalstrainson

St.Louisanditsabilitytoundpublicsaetyprograms.

Aspressurearoundpensionliabilityandcontribution

requirementsincrease,morecitizensoSt.Louishave

oundthemselvesdependentonCityprograms.

Fragmentedspanoinuence

St.Louisisacityodividedgovernment,especiallywithin

itspublicsaetysystem.TheSt.LouisMetropolitanPolice

Departmentisastate-runorganization,governedbyan

appointedBoardoPoliceCommissioners.TheCircuit

AttorneyandtheCourtClerkareseparatelyelectedocials,

beholdenmoretovotersthantotheCitysexecutivebranch.

Thistypeodividedgovernmentblurslinesoauthority

andareasoresponsibilityandcancreateanatmosphere

oblameandrecriminationwhendealingwiththeCitys

publicsaetyissue.

Despitetremendousefortsonthepartothoseindividuals

withinthepublicsaetysystem,thesedivisionshavecreated

aragmentedspanoinuence,andpreventedacoordinated,

efectiveandconsistentapproachwhentacklingpublicsaety

intheCity.Thelackooverallmanagementandinormation-

sharinghasputhigh-riskofendersbackonthestreets,while

incarceratingofenderswhowouldnormallybereleasedback

intothecommunitytobecomeproductivemembersagain.

B. Areas for improvementAsweevaluatedtheinormationgatheredbynumerous

stakeholderinterviews,vecommonissuesclearlyemerged

aroundtheinitiativesorpublicsaety:

1. Dataquality

DataqualityisanissuethatcontinuestoafecttheCitys

abilitytomeasuretheoverallimpactoprogramsefectively,

particularlywithinthepublicsaetyarena.Dataqualityissues

betweenthediferentpublicsaetyorganizationsmakeit

diculttodeterminewithcondencewhetherornot

programsandexpendituresareefective.Theyalsocontribute

tothecultureoblameandnger-pointingwhichseemsto

permeatepartsotheorganization.

Thelackodecision-qualityinormationhasalsoafected

governmentleadersinSt.Louis.TheMayor,departmentand

agencychieshavestruggledtomeasuretheperormanceo

theirprograms.Theydonotunderstandtheefectreduced

budgetsandanincreaseddemandorserviceshas,nowandin

theuture.Thishascreatedaculturewheretransparencyandaccountabilityarelacking.

2. Eciencygaps

WithintheCitygovernmentandthebroaderpublicsaety

establishmenttherearetheollowinggaps:

Multipleanddisparatedatasources

Organizationsthatailtocommunicateefectively

Inconsistentpolicies

Duplicationoefort

Unnecessaryredundancy

Siloedanddisjointedlevelsoaccountability.

Thesegapsineciencyhavemadeitdiculttoobtaina

truemeasureoperormanceandsuccessataCity-widelevel.

Whendecision-makersoperatewithinsel-containedsilos,

theirlimitedspanocontrolresultsintheabsenceoaunied

viewoprogramsandbudgetsandignoranceastohowtheir

decisionsafectthelargerCityextendedteam.

3. Metricsandperormance

Thelackoconsistentperormancemetricsacrossthepublic

saetyspectrumhascontributedtotheongoinginabilityto

ormacomprehensivepublicsaetystrategyandroadmap.

Whilemanyorganizationsmeasuretheirperormancethe

questionis:arethosemetricsalignedtotheoverallCity

strategytoimprovepublicsaety?Theansweris:notentirely.

Perormancemetricsmustalignunderthreebroadareas:

missiongoals,operationalrequirementsandnancial

objectives.Throughthese,theCitycangaindeeperinsight

intotheefectivenessopublicsaetyinitiativesinpreventing

andreducingcrimeandrecidivism.


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13

ThegovernmentunderMayorSlayhasanumberostrategic

goalsandobjectivesthatmustbemeasuredinorderto

improvepublicsaetyandchangetheperceptionothe

Cityasunsae.

4. Accountability

Innumerousinterviews,ocialsinSt.Louishaveconsistently

citedlackotransparencyandaccountabilityasamajor

concern.ThishamperstheCitysefectivenessinmanaging

city-wideoperationsandcreatesacultureoblameandnger-pointingwithinthepublicsaetyextendedteam.Thisculture

ostersdistrustandanimosityandiletunchecked,will

onlyworsen.

AstheCitydealswithstudiesclaimingthatSt.Louisisthe

mostdangerouscityinAmericathislackoperormance-

basedmetricscontributestothisperceptionandtheideathat

thereisanunaligned,uncoordinatedstrategyorpublicsaety

withinSt.Louis.

5. Commonlanguage

TheCitylacksaconsistent,well-denedsetodenitionsandthenecessarylanguagewheninormationisshared

amongthevariousstakeholders.Thisshortcomingafects

howinormationmovesthroughthepublicsaetysystem

oSt.Louis.

C. Recommendations overall ecosystem

CityForward:benchmarkingperormanceinSt.Louis

CityForwardisasetoexplorationauthoringtoolsthatgive

expertsromacademia,governmentandbeyondtheabilityto

illustrateideasandtrendsandencouragediscussionotheir

validityandimpact.TheobjectiveoCityForwardisto

coordinateinormationaboutcitiesandcommunitiesinways

thatleadtonewperspectives.Insightgleanedromdata

analysiscanorceustorethinkthephysical,commercialand

governancestructuresthatorchestratelieincities.

Currently,Cityagenciesworkinsiloswithonlylimited

cooperationorintegrationandnoholisticviewothe

interdependencyocitysubsystems.Thereareewdecision-

supportingtoolstoenabletheCitytoassesswhatitneeds

todotobecomesmarter,eventhoughcitizensexpectto

beinvolvedinthesettingocitypriorities.TheMayor

andhisteamwanttopromotedatatransparencyand

publicengagement.

WerecommendthattheCityoSt.Louisworkswiththosegroupswithincitygovernmentandbeyondwhocanprovide

itwithdatathatispublic,open,ree,andcity-ocused.This

datacouldthenbeloadedintoatoolsuchasCityForwardin

ordertounderstandtherelationshipsandinterdependencies

withintheCityspublicsaetysystem.Itcouldalsoallowthe

involvementonon-protorganizations,academiaand

communitygrassrootsorganizations.

Wehaveincludedanexampleovisualizationrom

CityForwardtodemonstratetheconceptbuttherealvalue

isinpublicizingandencouragingexpertsromallpartso

thecommunitytocreateandsharevisualizations.

Cultureshitonaccountability

BecausetheCityoSt.Louisoperateswithinalooselyaligned

publicsaetysystem,itiscriticalthatanyrecommendations

rstandoremostinstillacultureoaccountability.Aswe

havestatedearlier,lackoaccountabilitywascitedinnearly

everyinterview.Theconclusionbothotheintervieweesand

theSt.LouisSmarterCitiesteamisthatanylong-term,

sustainedsuccessinghtingtheperceptionsandtherealities

opublicsaetyinSt.Louismustbeginwithashittoa

broadercultureoaccountability.

Thisisnottosaythataccountabilitydoesnotalreadyexist

amongmanyothepublicsaetystakeholderswithwhom

wetalked.Most,inotallotheorganizationsbelieve

stronglyinacultureoaccountability.However,that

accountabilityisinsilositstartsandstopswithinthe

boundsothespecicstakeholderorganization.Thiscreates

anextendedteamwherecommonstrategies,goals,andkey

perormancemetricsaresimilarlycontainedwithinsilos.


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14

Theresultisalossocommonpurpose,ocommonlanguage

andmetrics,alackoact-baseddecision-makinganda

tendencytopushblameouttootherpartsotheteam.This

typeoaccountabilityinsilosafectstheteamsabilityto

driveanysignicantchangeorimproveoutcomes.Wesee

thiswithinthesphereopublicsaetyinSt.Louis.

WerecommendthattheMayorsOcebetheowneroa

uniedprocessandcultureoaccountability.Asstatedearlier,

theMayoristheheadothecitycitizensexpectthataccountabilitytobeginandendwithhim.Inordertocreatea

newethos,werecommendthattheMayor,workingwiththe

publicsaetyextendedteam,developsasetocommonpublic

saetymissionandgoalsandamethodorcreatingaunied

cultureoaccountability.Allstakeholdersshouldunderstand

theirrolesandresponsibilitiesintheprocessandwouldbe

givenaorumtoraiseconcernsorchallengedecisions.

Todothis,auniedviewotheindividualastheymove

throughallphasesothepublicsaetysystemhasto

becreated,alongwithasystem-wideperormance

managementramework.

Unifedviewotheindividual

Whenanindividualmovesthroughthepublicsaetysystem,

itiscriticaltohaveauniedviewothatindividual

throughouteachstepotheprocess.Thisensuresthat

everyonewithinthesystemreceivesandsharesinormation,

creatingacomprehensiverecordoallinteractions.Not

havingthatcriticalinormationcanhaveadirectinuence

onhowthatindividualistreatedwhilemovingthroughthe

systemandwhetherornotthebestdecisionismadeonhis

orherbehal.ThelackoauniedviewhasbeencitedbyallstakeholderswithintheSt.Louispublicsaetycommunity

asasignicantgapthatmustbeaddressed.

Sinceacompleteproleotheindividualisrequiredatevery

stepothepublicsaetysystem,romarrestthroughtothe

naldispositionothecase,anintegratedviewothe

individualisundamental.Itguaranteesthateverystakeholder

hasthesamelineosightintoallrelevantcharacteristicso

theindividual.

Figure1.6Organizationsinvolvedintheowofinformation

MetropolitanPolice

CircuitAttorney CircuitCour tProbationand

Parole

ArresteeChargedOender

DeendantProbation/

ParoleClient


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15

Equallyimportantisthemannerinwhichdatamovesacross

theboundariesothepublicsectorsystem.Everyecosystemis

acollectiononaturalorganizationswhosestrategicobjective

ismostotendenedbythemissionothoseorganizations.

Asdiferentasthesemaybe,commonalityopurposedoes

existandthatcommonalitydenesabroadergoal.With

publicsaetyorganizations,thatbroaderaimmustdenehow

inormationmovesbetweenthediferentpartsothesystem.

InSt.Louis,thatcommonalityisobscuredbysilosthathavearisenwithinthediferentpartsotheextendedteam.These

silospreventtheexchangeodataacrosssystemboundaries

andareresponsibleoraailuretoproduceacoherentanalysis

otheindividual.Itisessentialthatdataandinormation

exchangeoccursseamlesslyacrossthediferentunctionsso

thatauniedviewotheindividualisavailabletoevery

decision-makerinthesystem.

Itiscleartoeveryonewetalkedtothatinordertomeet

thegoalsothepublicsaetyecosystems,St.Louiscannot

continuetooperateinthewayithasdoneinthepast.

Acultureomanagingperormancethroughouttheentirepublicsaetyextendedteammustbeembracedandcontrolled

attheMayorallevel.

Assetmanagement

Tomanageassetsandservicesefectively,municipalagencies

needasolutionthatnotonlymeetstheneedsomanagers

andusers,butalsotstheirtechnologystrategy.Theideal

solutionwouldprovideauniedplatormthatcouldtrack

andruntheullspectrumomunicipalassetsandservice

providers.Itwouldaddresscompliance,accountingand

asset-relatedchallengesacrossmultipledepartmentsand

integratesmoothlywithkeysystemssuchasgeographic

inormationsystems(GIS),assetmonitoringandenterprise

resourceplanning(ERP).Anassetandservicemanagement

applicationthatmeetsthesecriticalrequirementswouldbe

abletostreamlineoperationsandimprovemanagement

decision-makingenterprise-wide,whileullysupporting

budgetjusticationandassetaccountability.

Evaluateintegrationordataandserviceorchestration

Municipalcloud

Muchotheinormationtechnologyworldisadoptingcloud

computing.Withcloud,hardware,sotwareanddataare

movedromtheclientssiteintothecloud.Acloudoperator

canthenservemanyclients,reducingcostssubstantially

througheconomiesoscaleandimprovingeaseouse.

Ocourse,theoperatormustprotectclientsinormation

properlyprovidingtheprivacy,security,reliability,access

controletc.thatclientsexpect.Asthesearebeingdevelopedandproven,useocloudisexpanding.

Aprivatecloudkeepsthecontroloinormationwiththe

client.Ithelpsgovernmentsbyimprovingsotwaresupport

andincreasingvisibilitywithservicecompositionand

analytics.Sotware-as-a-Servicehelpsreducecapitalcosts,

riskandITmanagementexpenses.On-goingimprovements

tocloudeciency,securityandreliabilityareparticularly

attractiveormunicipalities.

Cloudprovidesthesebenetsandmore.Forexample,when

servicescomeromindependentproviders,clientsmustgureouthowtolinkthemproperly.Ialocalgovernmenthasone

servicetocollecttaxesandanotheroraccounting,itmust

manuallytransertaxcollectiondatatotheaccounting

application.Theresultingoverheadsanderrorscanbea

substantialburden.

Insightintocityoperationsisbasedondataheldbymultiple

applications.Classically,eachapplicationhasstructured

inormationoritsownpurposes,makingitdiculttocreate

anintegratedview.Withclouddeliveringtheapplications

however,areicationothemunicipalityresults.This

integratedviewpermitsanalysisandvisualizationspanning

applicationanddepartmentalboundaries.Themechanisms

thatcreateandanalyzethereicationareusedbymany

clients,makingthemafordableevenorsmallgovernments.

Furthermoretheresultingassessmentsprovideastandardized

viewocommunityoperation,allowingbestpracticestobe

identiedacrossmultiplecommunitiesanddepartments.

Cloudcaneliminateoverheadsanderrorsandaddvalue.

Itsharesdatabetweenmultipleservicesandturnsapplications

intounied,client-specicsets.


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Asanexampleothecloudmodelinpublicsaety,wewould

recommendlookingatasmartsurveillancesolution.Video

surveillanceprovidestheabilitytoanalyzeandidentiy

potentialpublicsaetyevents/issuesromclosedcircuit

television(CCTV)ootage.Thecloudsolutioncanmonitor

eedsromCCTVcamerasandsearchorpredenedevents/

issuestherebyremovingtheneedorconstanthuman

monitoring.Bybuildingastoragecloud,theuprontcapital

costsoservers,storagedevicesandotherrelatedservices

neededtobuildacity-ownedandoperatedsurveillancecenterarereduced.

ThecloudsurveillancesolutioncanplaybackCCTVeeds

toowrompointtopointateranincident.Inthecaseoa

stolencar,thesurveillancesystemcananalyzeootagerom

CCTVeedtoCCTVeedtopinpointthedirectionthecar

wasdriven.Thecloudsurveillancesolutioncanalertthe

operatorinreal-timewhenapredenedeventoccurs.This

canbedisplayedonamainscreenandtheeventcanbestored

ortrendanalysis.

CCTVcamerahardwareandinstallationsarebecomingcheapertoinstallwhilethecostownershipothehuman

monitorisstaticorincreasingincost.Technologyevolution

intheCCTVspacehascenteredonhardwareratherthan

sotwarewhenanalyzingsuspiciousactivities.

Cityleaderstodaymanageincidentsandviewkey

perormanceindicators(KPIs)andreportsthroughdisparate

systems.City-widecoordinationandcollaborationinthe

planningandexecutionoeventsincludingemergency

operationsisotenlacking.Anotherkeyreasonor

implementingacloudisthustoprovideahosteddashboard

orIntelligentOperationsCenter,throughwhichincident

reportingandtracking,aswellassituationawarenessand

reporting,canbeviewed.

Realtimecollaborationandcriticalassetmanagementare

twootherkeyCitygovernmentareasthatcanbenet.

InkeepingwithourrecommendedKPImetrics,acloud

modelcanprovideacitywithexecutive,cityoperationsand

agencydashboardsthatincludedomainKPIreportswith

trendsandanalysisoeventanddomaindata.

Itcanalsoprovideanafordablecentralizedenvironmentor

planning,organizing,monitoringandcontinuouslysharing

inormationinresponsetochangingconditions.Cloud

economiesreducebothcapitalexpenseandoperatingcosts.

Theyencourageservicesharingandcollaborationbothwithin

andbetweenlocalgovernmententities.Aprimarycauseo

slowserviceingovernmentisthehand-ofdelaywhen

responsetoservicerequestsmovesbetweendepartments.

SmarterCloudassuresthecorrectinormationoroperational

control,shortrangeplanningandstrategicmanagement.Bystructuringdatainastandardormat,SmarterCloudalso

providestheessentialbasisorsharingservicesandidentiying

operationalbestpractices.

Establishcommonlanguageasinormation

crossesboundaries

TheSt.Louispublicsaetysystemmustbeaclosedloop

systemorallinormationthatmovesacrossthestakeholders

intheextendedteam.Thiscanonlybeaccomplishedia

commonlanguageexistsaroundtypesocrimes,typeso

ofenders,etc.andisusedtobuildtheuniedviewothe

individual.Webelievethisistheonlywaytogetacompleteproleoeveryindividualwhomovesinandthrough

thesystem.

ImproveREJIScriminalreporting

REJIScontainsawealthouseulinormationonindividuals

thatmovethroughthepublicsaetysystem.Inorderto

ensurethatallmembersotheextendedteamtrustthedata,

webelieveitessentialorREJIStoenhanceitscriminal

reporting.Weeelitiscriticallyimportanttoupgradeand

improvehowREJISsharesinormationacrosstheextended

teamandtheotherapplicationsinuse.Indoingthis,weeel

REJIScansupplythecriticalinormationthatidentiesthe

top20%ofenders.Specically,theofenderreportneeds

tobemodiedtogiveanaccuratesummaryoconvictions,

arrestsandotherincidentssothedatacanbetrustedbythe

PoliceDepartmentandCircuitAttorney.


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Establishcoordinatedsetoextendedteam

dashboards

Managingperormanceacrosstheextendedteamisoneo

theoundationsoourrecommendations.Webelievemetrics

andaccountabilitywillimproveoperationalandnancial

perormancebyimplementingastrategyousingdashboards

orprogramsandbudgets.Itwillalsodrivedowncostsacross

thesystem.

AutomateprocessesacrossextendedteamWehavediscoverednumerousmanualprocessesthroughout

theSt.Louispublicsaetyextendedteam.Thesemanual

processesarebothanancialandoperationaldrainonthe

city.Westronglybelievethattheireliminationand

consolidationtogetherwiththeremovalopaperreporting

willimprovetheowoaccurateandtimelyinormation

acrossthesystem.Wealsobelievethischangewillhavea

signicantimpactontheCitysnancialperormance.

Improveintra-departmentdataow

Communicationwithinadepartmentinthepublicsaety

systemisoneothebestwaysoimprovingpublicsaety.Wehaveseenexamplesooutdatedpoliciesandlimited

accesstoinormationproducingaailureothiskindo

intra-departmentcommunicationthroughoutthenetwork.

Webelievethatimprovingthisinormationowwithin

departmentsisessentialandrecommendthatevery

departmentinthesystemundertakesanauditohow

inormationprogresses,takingstepstoimproveinormation-

sharingprocesses.

Improveinter-departmentdataowacrosssystem

Communicationamongdiferentdepartmentsinthepublic

saetysystemisanotherexcellentwayoimprovingpublic

saety.Oneoourmostuseulsessionswaswhenallmembers

othepublicsaetyextendedteamgatheredintheMayors

oce.Thatsessionhelpedallextendedteammembers

understandtheimportanceodataandinormationows

betweendepartments.Werecommendthatthosemembers

meeteveryourtosixweekswiththeCityCIOintheMayors

ocetoreviewanddiscusstheissuesaroundinormation

owandseekwaystostreamlineandimprovethatprocess.

Shareandreplicatebestpracticeswithcities

atanationallevel

TheNationalNetworkorSaeCommunities

(http://www.nnscommunities.org/)isacoalitionoprominent

citystakeholdersconcernedwiththeimpactocrimeand

currentcrimepoliciesoncommunities.Co-chairedby

ProessorDavidKennedyandPresidentJeremyTravis

otheJohnJayCollegeoCriminalJustice,thenetwork

supportsitsmembersbycreatinganationalcommunityo

practice,raisingthevisibilityoitsmemberswork,oferingtechnicalsupport,recognizingandhelpingotherslearnrom

theirinnovations,supportingpeerexchangeandeducation

andconductingresearchandevaluations.

Specically,theNetworkocusesontwoprovencrime

preventionstrategies:acommunity-widestrategytoprevent

homicideandseriousviolencetogetherwithefortsto

eliminateovertdrugmarkets.PioneeredinBoston

Massachusetts,thehomicideandseriousviolenceprevention

strategybringstogetherofenders,theiramilies,law

enorcementandcriminaljusticeocials,serviceproviders,

streetworkersandcommunityleaders,tosetclearcommunitystandardsagainstviolence.Ithelpsofendersleavethe

streetsandestablishesclear,predictableandmeaningul

consequencesorgroupswhosememberscommithomicide

andseriousviolence.FirstimplementedinHighPoint,NC,

thedrugpreventionstrategydoesthesamewithdrugdealers

toeliminateovertcommunitydrugmarkets,arrestand

prosecuteviolentdrugdealers,ofereducationtonon-violent

dealers,providejobplacementandotherassistance,setting

outthesameconsequencesorthosewhoreturntodealing.

TheCityshouldconsiderworkingwiththisnetworkand

otherjurisdictionstobenchmarkitsefortsanddrawupon

bestpractices.

Increaseuseostateandederalinormationsources

Thereareanumberostateandederaldatasourcesthat

existandcanbeusedorpublicsaety.Werecommendthat

theSt.Louispublicsaetyteamtakesadvantageothesedata

sourcesandusestheextensiveinormationavailabletoitto

improvepublicsaetyoutcomes.


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D. Recommendations MayorTheMayoroSt.Louis,asthecityshighestelectedocial,

mustbethepersonresponsibleorachievingthegoalsand

objectivesotheCity.

Establishacommonpublicsaetymissionandgoals

Todrivethecultureshitinaccountability,theCitymust

adoptamanagementrameworkaroundthestrategicgoals

andobjectivesothepublicsaetyextendedteam.That

rameworkwilldrivetheadoption,coordinationandimplementationoperormanceobjectivesby:

Establishingoneviewopublicsectorprogramsandbudgets

Managingandreducingrisk

Improvingoperationaleciency

Increasingtransparencyandaccountability.

DesignateaChiePerormanceOfcer

Tomeetthestrategicobjectivesandtodrivethatcultureo

transparencyandaccountability,werecommendthatMayor

Slaydesignateacity-wideChiePerormanceOcer(CPO).

TheCPOwillberesponsibleormanagingandcoordinating

themeasurementoallpublicsaetyactivities.Thiswilluniytheextendedteamsperormanceinitiativesunder

oneindividualwhowillreportbackandrecommend

improvementstoensurethestrategicgoalsothemayor

andthecityaremet.

Inaddition,werecommendthateachstakeholderinthe

widerpublicsaetyextendedteamdesignatesomeoneatstaf

leveltoliaisewiththeCPOtoensurecoordinationand

inter-communication.ThecitysChiePerormanceOcer

wouldbethedeactoheadandnalarbiteroperormance

recommendationsandactions.

Inthatrole,theCPOwouldhelpestablishtheperormance

goalsandmetricswithallstakeholdersintheextendedteam,

recommendactionstobetakenandworkwiththeCitys

ChieOperatingOcerandChieInormationOcerto

implementthosegoalsandreportontheprogressandresults.

HeorshewouldchairtheMayorsPublicSaetyStatmeetings

whereperormancemetricsarereviewedandactionistaken.

TheestablishmentoPublicSaetyStatmeetings

WerecommendtheestablishmentoPublicSaetyStatmeetingsasavehicletoreviewtheprogressothepublic

saetystrategyandgoalsthroughanalytics.PublicSaetyStat

willcoordinateandocusonthesecriticalareas:

Reviewingallperormancemetricsandresultsopublic

saetyextendedteam

Recommendingchangestopolicytoimproveoutcome

Managingtheimplementationopolicyandoperational

changes.

Themeetingswillbelaunchedinphases.PhaseOnewill

ocusonthepublicsaetyextendedteamintheCityo

St.LouisandPhaseTwowillexpandtoincludethepublicsaetyextendedteamintheSt.Louismetropolitanarea.

MeetingsoPublicSaetyStatmustincludeallrelevant

stakeholdersthroughouttheentireextendedteamwhohave

theauthoritytomakedecisionsandadjustmetricswhen

needed.Theywilltakeprocessandpolicyrecommendations

backtotheirleadershipordecisionanddisposition.

PublicSaetyStatworkinggroup Departmentalperormance Seniorsta Seniorleadership

Weekly

Bi-weekly X

Monthly X

Quarterly X

Semi-annually X

Annually


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Benefts:

Aligninstitutionalstrategicgoalsanddesiredcitizen

satisactiongoalswithbetterpublicsaetyoutcomes.

Integratebudgetswithpublicsaetyperormanceobjectives.

Measureandmanageperormanceoranecientand

efectiveuseoallresources.

Providevisibilityandcontroloinormationacrossthe

organization.

Increasequalityodecisionsbyprovidingmoreaccurate,

timelyaccesstoinormation. Analyzeandmanageallprogramcosts(directandindirect)

andreduceoperationalandITcostsbyprovidingsel-service

analyticstousers.

Unifedmanagementmetricramework

orextendedteam

Managingperormancetoreachthestrategicobjectiveso

thepublicsaetyextendedteamoSt.Louisiscriticalto

achievingasaerandvibrantSt.Louis.Thisalsoosters

thecultureoaccountability.

Everymemberothepublicsaetycommunityhasamissiontodenewhatoverallstrategicgoalsneedtobemanaged

andmeasuredinordertoachieveimprovedpublicsaety.

Managingthismissioniscriticalbecauseitdenestheactions

anddirectionothepoliticalleadershipanddeterminesthe

publicsaetyoutcomesdelivered.Itisvitalthatoverall

operationalrequirementslikehumancapitalandother

resourcesaremanagedtooptimizetheuseoallresources

anddeliverthebestoutcomesorthepublicsaetymission.

OverseeingthenancialperormanceotheCityinitstotality

isthekeytounderstandinghowtheCityundsandmeasures

publicsaetyprograms,andtoestablishingwhetherornot

thosebudgetedactivitieshaveachievedthedesiredoutcomes.

Perormancemanagementisdriventhroughanalyticsinour

areas:businessintelligence;advancedanalytics;nancial

perormancemanagement;governance,riskandcompliance.

PartsotheSt.Louispublicsaetyextendedteamare

employingsomeotheseanalyticcapabilities,butitisnot

acoordinatedefort.PublicSaetyStatisthevehiclethat

pullsthesedisparateperormanceprocessestogetherinto

one,uniedview.Thiswillalloworconsistentmeasurement

toenableinsightintoperormance,improveoperational

eciencyandincreasetransparencyandaccountabilitytodrivebetteroutcomes.

Perormancemanagementareas

Businessintelligence Query, reporting, analysis, scorecards and dashboards to enable decision makers to nd, analyze and

share the information they need easily to improve decision making.

Advancedanalytics Data mining, predictive modeling, what if simulation, statistics and text analytics help identify

meaningful patterns and correlations in data sets to predict future events and the attractiveness

of various courses of action.

Financialperormancemanagement Budgeting and planning, nancial consolidation, nancial scorecards and dashboards, nancial analytics

and related reporting capabilities to help simplify, structure, and automate dynamic and sustainable

nancial performance practices.

Governance,riskandcompliance Financial governance, nancial and operational risk management and compliance capabilities to help

manage and reduce risk, manage compliance requirements and nancial governance measurement and

reporting requirements.


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CreationoaPublicSaetyDashboard

WerecommendthatoneotherstgoalsotheChie

PerormanceOcershouldbethecreationoaPublicSaety

Dashboard.Thedashboardwilluniythemeasuremento

allactivitiesthatafectthegoalsandobjectivesothepublic

saetyinitiatives.Itwillreachacrossallorganizationsinthe

publicsaetyextendedteamoraconsolidatedviewothe

outcomesinthesystem.

Components: Strategymapsdenethekeygoalsandobjectivesoaspecic

areainthesystem.

Keyperormanceindicators(KPIs)helpmeasureand

monitorwhetherornottheoutcomesarebeingachieved.

KPIsormthebasisormission,operationalandnancial

planningthatgoesintounitingtheorganizations

perormance.

Scorecardswithinthedashboardhelpdenethemeasure,

monitoringtheperormanceoeachstrategicoutcomes

KPIwithtrendmonitorsthatindicatewhetherornotthe

outcomeisachieved.

Programs,nancesandoperationsarelinkedtogether

ortighterprogramexecution,streamlinedoperations

andbudgetandcostmanagementacrossthesystem.

Thesemeasureshelptoisolatetheactorsimpacting

perormanceanddeterminewhatactionsmayberequired

toimproveoutcomes. Financialreportingorbothinternalandexternal

nancialgovernanceandcompliancerequirements

tiedtotheoutcomes.

Figure1.7Flowofkeyperformanceindicatorsintotheoveralldashboard

CorrectionsPolice

Department CircuitAttorney

Parole Probation Courts

PublicSaety

Percentage of people on probation Percentage of probation violations

Recidivism rate

Percentage increase in GED/college enrolment

Percentage increase in employment

Number of felonies

Number of misdemeanors

Time to disposition

Percentage that fail to appear

Number of occurrences where thewrong person has been released

Percentage of probation violations Recidivism rate

Percentage increase in GED/college enrolment

Percentage change inemployment

Percentage increase in GeneralEducation Development tests (GED)

Percentage of identied drug populationin drug programs

Percentage change in population withhigh risk health issues

Issue rate

Conviction rate

Percentage of cases withcoversheet

The number of ofcers trainedon Circuit Attorney processes

Percentage of cases withcomplete arrest package

Percentage of CrimeLabresults complete in 24hours for high-risk cases


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ExamplesoKPIsorPolice(SeeAppendixorcompletelist)

ExamplesoKPIsorCourts

Police

Enorcethelaw Improveresponsiveness Createasecurecity Increasepublicawareness

Number of citations for non-

criminal code offences

Percentage of calls answered in

30 seconds

Citizen safety survey Number of hours of non-policing

work in building community

relations last 30 days

Total number of police/community

interactions

Percentage of calls responded to

within city guidelines

Violent crime (this week, last week,

last year)

Number of citizens reached by

public awareness campaignslast 30 days

Number of police/community

interactions that were not a result

of 911 call

Average response time to

non-emergency calls (rolling

seven days)

Non-violent crime (this week,

last week, last year)

Number of public relations

contacts with media

Number of use of force complaints

(rolling seven days, 30 days)

Number of arrests Number of hours of paid

non-policing work in building

community relations last 30 days

(e.g. security at parade paid by

third-party)

Number of hours on-duty

uniformed ofcers are performing

off-beat administrative work

Conviction rate

Courts

Typesooenses Serviceefciency Decisionmaking Operationalefciency

Number of felonies Time to disposition Percentage of cases change in

disposition

Financial penalties payment rate

Number of misdemeanors Clearance rate Number of dip in events where

wrong person is released from

the custody

Court staff efciency level

Percentage of pending cases Percentage of dip in events where

wrong person is released from

the custody

Percentage reduction in time

taken to do criminal history

background check

Percentage of trial date certainty Percentage dip in recidivism rate Average case processing time

Percentage of fail to appear


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Benefts:

Perormancemanagementsystemscanleadtothe

ollowingoutcomes:

Improvedperormanceandpositiveoutcomes

basedonpoliticalmandates.

Useopredictiveanalyticsandwhat-iscenario

planningtopredictandorecastpossibleoutcomes.

Aviableinterventionstrategybasedonthosemodels

tokeepoutcomes,programsandspendingontrack.

Institutionalstrategicgoalsalignedtodesiredcitizenpublicsaetysatisactiongoalsandbetteroutcomes.

Measurementandmanagementoperormance,

ecientandefectiveintheuseoallresources.

Visibilityandcontroloinormationacrossthe

extendedteam.

Increasedqualityodecisionsbyprovidingmore

accurate,timelyaccesstoinormation.

Unifedoperationalandfnancialprocess

Bettermanagementanduseoexistingoreasilycollected

inormationremovesblindspotsthatpreventtheCityo

St.Louismakinginormeddecisionsandachievingthebestoutcomes.TheCityneedstobeabletopredictandact

oninormation,empoweringindividualsthroughoutthe

organizationwithpervasive,predictivereal-timeanalytics.

Theycanbuildontheirabilityto:

Evolveromintuitionandinstincttoreal-time,actdriven

decisionmaking.

Buildonsenseandrespond,ratherthanreacttosituations.

Empowereveryoneatthepointoimpacttomakethebest

decisionsinthecontextothecurrentsituation.

Theresultisrapid,inormedandcondentdecisionsand

actionsoptimizedacrosstheorganization.TheMayorsoce

isthesingleentityresponsibleorensuringtheCitysnancial

andoperationalaccountabilityandintegrity.

Toachieveuniedandefectivenancialandoperational

managementothepublicsaetyextendedteam,we

believetheMayorsocemustimplementandcontrol

aperormance-basedbudgetingramework,linking

allmembersothepublicsaetyteamsnancialand

operationalperormance.

Buildingacollaborative,perormance-basedbudgeting

philosophy,requirestheollowingstepstobetaken:

Drawuplong-termplansbasedontheMayorsStrategic

PublicSaetyPlan.

Breakplansintoannualbudgetsandthenbudgetorecasts

oreachteamwithintheCity.

Measureandreportonbothoutcomesandbudget

expendituresonanongoingbasisatPublicSaetyStat

meetings.

Adjustspendtoaccountordecliningmetricsinbothoutcomesandbudgets.

Benefts

Improvementothepublicsaetybudgetperormancewith

positiveoutcomes.

Useopredictiveanalyticsandwhat-iscenarioplanningto

predictandorecastpossiblebudgetandprogramoutcomes.

Aviableinterventionstrategybasedonthosemodelstokeep

outcomes,programsandspendingontrack.

Redeploynancialandoperationalresourceseasilyto

meetobjectives.

Integratedbudgetswithperormanceobjectives.

Budgetperormancemeasuredandmanagedorecient

andefectiveuseoallresources.

Increasedqualityodecisionsbyprovidingmoreaccurate,

timelyaccesstobudgetinormation.

Its really important that decision makersand people who are on the front lines haveequal access to information. We want peopleto be able to make smart decisions, and theyneed the data in a timely way to do so. So its

both the work process and the ability to havedata and information ow through aprocess, but its also making sure that peopleknow how to be connected.

Robin Wahby Deputy Chief of Staff


24/6423

5. Police Department

A. Discovery/observationsTheCityoSt.Louishasbeenlabeledthemost

dangerouscityinAmericaoritssize.TheSt.Louis

MetropolitanPoliceDepartment(SLMPD)consists

o1,062ofcers(includingpoliceprobationofcers)

304ofcersatsergeantlevelandabove,plus

approximately500civilianemployees(Public

SaetyAnsweringPointandotherdepartments).

Around65%othecurrentpoliceorceiswhite,

ahigherratiothanthatothegeneralpopulation.

Inthepastyear,thedepartmentandcrimelaboratoryhave

beenre-accredited.Theyhaveinstalledmobileticketing

devicesincarstospeedbothissuingandprocessingotrac

tickets.LicensePlateReaders(LPRs)havealsobeenalso

ttedonsomecarstoallowpolicetoenorcewantsand

warrantsastheydrivedownstreets.Akeyadditionhasbeen

theinstallationoin-carvideotoallowocerstocapture

videoosuspectswhileallowingcitizensupervision.This

shouldreducecomplaintstoInternalAfairs.Overall,there

hasbeenareportedreductionincrimeo9.2%in2010.

Thecurrent2011PrioritiesstatedbyChieIsomareto:

AcquireundingornewlypurchasedHeadquartersbuilding

andincreasesecurityplatormsatthecurrentacilities.Bring

allacilitiesintolinewithDepartmentoHomelandSecurity

(DHS)andbringemergencypreparednessrecommendations

uptothatoalargemetropolicedepartment.(SLMPDis

partotheareawideSt.LouisAreaRegionalResponse

System(STARRS)program.)

Acquireundingorimprovingrearmsrangetoprovide

tacticaltrainingorlocalandederalagencies.

Addnewrealtimeanalysiscenter,ocerGlobalPositioning

System(GPS)programandgunshotlocationsystems.

AllowincreasedexibilityinCommunityOrientedPolicing

Services(COPS)stylegrantstoreduceretention

requirementsandnancialimpact.(Lastyearthedepartment

appliedorandreceivedUrbanAreasSecurityInitiative

(UASI)grantsoaround$8.5M,MetropolitanMedical

ResponseSystem(MMRS)grantstotaling$317K,

DepartmentoJusticeJusticeAssistanceGrant(JAG)

allocatedat$939KandCOPs(earmark)o$200Kor

in-carvideohardware.)

B. Areas for improvement1. Dataquality

SLMPDhasdirectaccesstoMissouriUniormLaw

EnorcementSystem(MULES),RegionalJusticeInormation

Systems(REJIS),NationalCrimeInormationCenter

(NCIC)andI/LEADSdatabases.Theyhavetheabilityto

shareinormationwithParoleandProbationandgeteeds

romCorrectionswhenacriminalhasbeenreleased.Timely

inormationonprisonerreleaseromparoleremainsanissue

duetoheavycaseloads.Thisiscompoundedbytimedelayingettinginormationtotheocersoutintheeld.Thereisa

lackoacommondatadictionarybetweenvariousagencies.

NotallofensesaremappedtotheUniormCrimeReporting

(UCR)orNCICdatadenitions.Thereisaneedtogoto

multipleinormationsystems,someowhichareupdated

manuallyandlessrequentlythanothers.Someinormation,

particularlycallresolutionordispositionothecall,is

simplynotcaptured.Rekeyingodatagivesrisetoerrors.

Multiplesystemsignonswiththeirinherentdelayslead

tosignicantreductionsinactivepatroltimebecauseo

administrativeduties.Weobservedmuchcuttingandpasting

inthepatrolcarandatthedistrictstation.Whileinthepatrolcarduringroutinetracstops,wenoteddelaysinsignon,

temperamentalnetworkconnectionsduetothespottynature

oVerizonWirelessaswellasdelaysotheREJISsystem,all

owhichaddedtotimetakeninroutineofense-processing.

2. Eciencygaps

Therearemultiplepartormsthatneedtobecompleted

byocersandenteredintosystems.Manyeldsinthese

ormsareidentical.Someotheeldsareautomatically

populatedinvariouselectronicsystems,somearenot.

Thearrestingocerinatracstophastoomanychoices

inhisdropdownmenuonhisMobileDataTerminal.Itis

easierorhimtokeyintheentirealphanumericcode,

althoughmoretimeconsuming.


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24

3. Metricsandperormance

SLMPDhasprovideddataontimetoanswerPSAPcall,time

todispatchocerandtimeoarrival.Theperormanceo

thersttwostepsisverygood.Forthelaststep,thearrival

onthescene,dataisnotcompleteoraccuratesinceocers

requentlydonotorcannotcallinarrivalino.SLMPDkeeps

goodstatsontypesocrimes(part1andpart2)bymonth,

bydemographic(race/gender/age)andbyneighborhood.

4. AccountabilityTherearesomanystepsintheprocessthatitisdicultto

holdanyoneunctionordepartmenttoaccount.Thisleads

toanaturallackodepartmentalresponsibility.Thereisareal

needtoshareaccurateandcompletedataingoodtime,sothat

thewholeisgreater,intheend,thanthesumoitsparts.

5. Commonlanguage

ThereisadisconnectbetweentheSLMPDsuseothe

UniedCrimeReportandthestandardUCRusedatthe

stateandederallevel.Selectingthecorrectcategorywhen

enteringintoelectronicsystemspostarrest,cancause

conusion.WeweregivenDoesNotMatchReports(DMR)whichshowedalmost250disparitiesinonemonthbetween

theI/LEADSUCRandtheCrimeCodeUCR.Thiswas

duetocodingnuances,diferencesbetweentheofenseto

beprosecutedandtheFBIrequirements,sotwareglitches

andsimplemis-titledreportsbyocers.

C. Recommendations Useinormationtechnologyasastrategicasset.Develop

bothshort-termandstrategicroadmapstoupgradeor

replaceinormationsystems,allowingoraccurate,consistent

andtimelyinormation.Minimizepaperreportormsand

manualdataentry.Multi-partormsareexpensiveandtheir

eliminationwillresultinsubstantialsavingsoverandabove

savingsachievedbyautomation.

Improveprocessowimmediatelyonbothintraand

inter-departmentdata.Forexample,improvementpotential

innumberostepsinvolvedromarresttobooking(intra

department)andreducingstepsromthepolicepersonnel

totheCircuitAttorney(interagency).

Improveaccessandsharingodatasothatacquisitiono

investigativeorollow-upinormationislesscumbersome

andlaborintensive.

Reviewandimprovedatasharingwithstateandederal

systemsaswarranted.NCIC,MULESandNDEXareall

greatdatabasesromwhichMPDcanbenetitheinterace

andproceduresaresimplied.

AlignMPDleadershipwithpatrolocersgoals.Specically,

getocersatsergeantlevelandaboveoutintothestreets

morerequently.ThisshouldshowthecommunitythattherereallyisalevelocareandconcernbyMPDregardingsaety

inthestreets.

UtilizetheCriminologyDepartmentatUniversityo

MissouriSt.Louisasathinktankonimprovingpublic

saety.Formataskorcewiththegoalodelivering

actionableprocessandinormationtechnology

improvements.

Increaseocerinvolvementincommunityprojects/

programssuchasPALS(PoliceAthleticLeague).This

willhelpbuildtrustwiththecommunityanddeterthe

cycleocrimeexperiencedbymostothe28wards.

Adoptbestpracticesoothermetropolitanpolicedepartmentswhohaveadoptedsomeothesuggestions

above,Memphis,Richmond,NYC,Chicago,LosAngeles

andAlbuquerque.

ImplementthetechnologyaroundsocialmediaTwitteretc.

intocrimeghtingportolio.Nationalagenciese.g.FBIare

lookingtousethesetoolstoidentiythecrimeperpetrators

realtime.

InstallGPSinallsquadcarsorocersaety.Thisalso

makescallinginwhenarrivingatthescenealessarbitrary

procedureandincreasesmanagementsabilitytoconrm

directedpatrolassignmentsarebeingperormed.


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25

Implementsmartvideosurveillancewithanalyticsina

comprehensivemanner.Inmanycities,thewell-planneduse

osmartvideosurveillancehasbeenamajorassetinreducing

crime,improvingpublicperceptionsosaetyandassisting

policeresponsetocallsorservice.Installingtwoorthree

camerasinadistrictdoesnotachievemeasurableresults.

Itmayonlydrivecrimetoanotherarea.Icamerasarenot

monitoredandvideoisnotstoredandsearchable,itisnot

useul.Beingabletocustomizethesmartcamerasto

displayactivitythatMPDwantstomonitor,saycarbreak-ins,isoneexample.Incertainsituations,theuseohigh-

denitioncameratechnologywhichallowsorpositive

identicationeitherromacialrecognitionortheability

topositivelyidentiyscars,marksandtattoos,isalso

recommended.

Similarly,installationovideotocapturebookingo

prisoners,holdingcells,prisonertransport,investigative

interrogations,crimescenesandevidence-handling

providesamorecompleteandaccuraterecordo

Departmentalactionsassociatedwithevents,arrests

andinvestigations.Allvideoshouldbemanagedasa

singleassetandincludedinacomprehensivecontentmanagementprogram.Havingandusingsuchaprocess

notonlyresultsinmajoroperationalimprovementsbut

alsodrivesreductionsincosts,betheydirect(lesstime

spentsearchingandretrievinginormationandless

paper)orindirect(reducedliabilityexposureoralse

allegationsomisconduct,strongeraudittrailsor

investigatingmisuseoDepartmentinormation).

Itherecommendationtousesmartvideoisadopted,

itisvitalthataplanortheacquisitionanduseothe

videotechnologyisputinplacepriortoanypurchases.

Planningestablishesstandardsandpoliciesthatcanbe

usedasbenchmarksoracquiringandimplementing

videosystemstoincludeintegratingexistingsystems

andvideoassets.Developingaplan,i.e.atechnology

roadmap,providesanunderstandingothetechnology

itselitscapabilities,totalcostoownership,etc.and

theoperationalgoalsitisintendedtosupportwhat

thevideoisintendedtodo.Thisknowledgeandthe

resultingplancontrolscostsandreducestheriskoan

unsatisactoryprojectoutcome.

Aggressivelypursueederalgrantstohelpundnew

initiatives.Focusshouldbeoncompetitivegrantsandgrant

research,developmentshouldbeginASAP.Manygrantswill

beawardedinthelateSpringandagainintheFall.Hiringa

proessionalgrantwriteroutsideothecitymightbeworth

lookinginto.

Itisanestablishedmaximthatwhatgetsmeasuredgets

done.Metricsarenecessarytomeasuresuccessandthe

efectivenessoperormance.Assignmentoresponsibility

makesspecicpersonnelaccountableortheaccomplishmentoassignedactivities.Withoutmetrics,thereisno

meaningulaccountability.Withoutaccountability,personnel

perormancecannotbeobjectivelyappraised.Withoutan

objectiveperormanceappraisal(andbyextension,reward

system)personnelarenotmotivatedtoexcel.Insuchan

environmentanorganizationcannotperormtoitsbest.I

theseconditionspersist,theybecomeendemicandthereore

diculttochange.TheSt.LouisMetropolitanPolice

Department(SLMPD)isanexampleoanorganization

wherethishasoccurred,orseveralreasons:

SLMPDdoesnothaveestablishedmetricsor

measuringtheeciencyorefectivenessooperationsagainstidentiedcrimeandordermaintenance

problems.

Thereisnoobjectiveappraisalsystemorpersonnel.

Theexistingpromotionalprocessisnotwelldesigned

toidentiythosecandidatesmostlikelytoperormwell

assupervisorsandleaders.

Alltheaboveneedtobecorrectedithecultureatthe

SLMPDistochangeandletitperormatitsbest.Thisis

especiallyimportantastheDepartmentpreparestooperate

withewerpersonnel.

TheSLMPDcollectscrimestatisticsromeldandarrest

reportsandisadvisedothereturnoarrestedpersonsand

knownrecidiviststothecommunity.Thesharingand

disseminationoinormationiscumbersomeandhasmany

gapsduetopoorlyintegratedinormationsystemsand

processesthataretoalargeextentpaper-based.Despitethese

problems,theDepartmentsCrimeAnalysisUnitprovides

goodsummariesocrimeactivityandpatternstothe


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Districts.IntheDistricts,however,theinormationisnot

passeddownecientlyandconsistentlytothelinepersonnel

norusedtodesigntheirdirectedpatrolassignments(i.e.the

problemwhichisgivenprioritytoeachocerduringtheir

shit).Thereisnowaytoveriythatocersarereceiving

thecrimeinormationthatensuresthetargetingotheir

enorcementefortsbasedonintelligencebased/evidence

basedpolicing.Neitheristhereamethodtoestablishthat

anocerhasactuallyperormedanassignedtaskotherthan

theirownstatementthatithasbeendone.Numbersaretracked,butinmostcasesthereisnosolidinterpretationo

anychangethatoccurs.Thuschangesinpatternsdonotlead

tointelligentadaptationooperations.Theestablishmento

keyperormanceindicatorsandtheabilitytotrackthem

wouldcorrectthis.

TheSLMPDdoesnothaveanappraisalprocessthat

assessestheperormanceoitspersonnelobjectively.

Establishingkeyperormanceindicators(KPIs)would

provideobjectivemetricsbywhichpersonnel

perormancecouldbeassessed.Anefectiveappraisal

processhasaorceddistributioncomponentthat

preventsassessmentothosemembersperormingsatisactorilywhomeetDepartmentalstandards.

Likewise,itorcestheassessorstodocumenttheir

ratings,enorcingthekeyperormanceindicatorsand

thusvalidatingtheprocesssefectiveness.Personnel

thatexcelinaccomplishingtheirassignedobjectives

canberewardedwhereaspersonnelthatconsistently

allshortcanbetargetedorappropriateperormance

improvementactionsorseparationromtheorce,

itheycannotperormefectively.Theexistenceo

objectivestandardsandtheconsistentapplicationo

associatedpoliciesencourageexcellenceor,attheleast,

adequateperormance.Personnelwhoknowtheir

perormanceisefectivelymonitoredandthattheir

appraisaldependsonmeetingorexceedingstandards,

willdowhatisnecessarytoavoidtheconsequenceso

ailingtoperormsatisactorily.

TheSLMPDdoeshaveacompetitivepromotional

processbutitsemphasisisnotontheidenticationo

uturesupervisorsandleaders.Personnelwhoaregood

attakingtestsdowell,irrespectiveowhetherornot

theywillperormefectivelyassupervisorsandleaders.

Restructuringtheprocessintoanobjectiveonecan

improvetheDepartmentinseveralways:

Personnelareoferedtheopportunityto

advancetheircareersbydemonstratingtheir

potentialtoperormtherequirementsothenextrankefectivelyinanobjectiveprocess.

Allpersonnelthatcompeterereshtheir

knowledgeothetrainingmaterialscommon

toallranks(e.g.lawandregulations,general

orders,etc.)andobtainanunderstandingo

theresponsibilitiesothenextrankthrough

thestudyotheselectedsupervisoror

managementmaterials.

TheDepartmentisabletodriveculturalchange

byestablishingnewstandardsoperormance

andpromotingpersonnelthatdemonstratethe

abilityandwillingnesstosupportthem. Theexistingpromotionalprocesshampersthe

Departmentsabilitytochangeitselinseveralways:

Theexaminationprocessisplacedabovethe

candidatesworkhistoryandexperience.

Managementinputislimitedtoavoidseeming

biasbutobservationsbymanagementovertime

arevaluableindicatorsoanindividualsability

andskills.

Oncearankisachievedanindividualcanonly

beremovedwithcause,andpoorperormance

hasnotbeenusedasacause.

Inthisenvironmentsupervisorsandmanagers

arereluctant,evenresistant,totakingaction

againstsubordinatesorreasonsopoor

perormance.Disciplinebecomeslax.

Inmanycasesthelackoaperormance

componentinthecurrentpromotionalprocess

alsocontributestoalackomotivationin

ocialstodevelopandtrymoreinnovative

programssoastotacklecrimeandorder

maintenanceproblems.Thiscontributes

toamoribundoperationalenvironment.


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27

Theabsenceoanobjectivepromotionalprocessto

promotethosewithpotentialhascontributedtothe

currentclimateattheSLMPD.Thebestwayorthe

Departmenttodrivethenecessaryculturalchange

andprovidethatleveloservicetheCityoSt.Louis

needstochangeitsreputation,istheestablishment

ojustsuchanobjectivepromotionalprocess.This

shouldbeaccompaniedbytheimplementationo

clearperormanceobjectivesandmetricsorits

supervisorsandcommanders.ThisculturalchangeisundamentaltotheDepartmentsuturesuccess,

irrespectiveoanyimprovementsinprocessesor

theacquisitiononewtechnology.

Atthispoint,itisimportanttosaythatnoneothis

canorshouldbeconstruedassayingtheSLMPD

isbadorinefective.Thisisnotthecase,as

evidencedbytheDepartmentsclearaccomplishments

andmeasurableresults.TheSLMPDhasmany

outstandinganddedicatedperormers.However,

muchothestateothedepartmentliesbeyondits

currentcontrol.Theproblemisthatwithouttherecommendedchangesclearmetricstiedtoobjective

personnelappraisalandarestructuredpromotional

processtheDepartmentcannotmeasureitsown

perormanceclearlyorchangeitsculture.

TheSLMPDhasaManagementDevelopment

Programinorcetoprovidepotentialutureleaders

otheDepartmentwithabroaderunderstandingo

SLMPDsadministrativeoperations-Planning,

Budget,etc.andtheiroperationalrelationships.

Werecommendedthathigherprioritybegiventothis

programtodeepentheirunderstandingotheagency.

Throughtheirparticipation,theDepartmentwill

alsohaveanopportunitytoassessthesepersonnel.

TheCommandstafotheSLMPDrecognizesthat

giventhecurrenteconomicclimate,stanglevels

areuntenableandthattheinevitablereductionin

personnelincreasestheneedorgreateroperational

efectivenessandeciency.Re-engineeringrather

thanmerere-designocurrentbusinessprocesses

andthebetteruseotechnologyaremandatory.

TheDepartmenthasunderusedtechnologyassets.

Thereisnewtechnologyavailablethatwouldjustiy

theinvestment,providingrapidROIandsignicantsavingsindirectandindirectcosts.

Technologiessuchasinormationanalytics,video

surveillancesystems(mobile,xedandportable),

anddashboardsthatpushcustomizedinormation

topersonnelbasedontheirresponsibilities,ofer

immediateandsubstantialimprovementsinoperational

perormance.Simultaneously,theseimprovements

provideecienciesandsavingsthatwillenablethe

SLMPDtodoabetterjobwithareducedorce.

HelpInvestigatorstoConnecttheDotsviaanalytics.

Big-citypolicedepartmentsareorthemostpart

highlycompartmentalized,andtheirunctionshighlyspecialized.Whencrimeinormationsystemswererst

builtaslongas30yearsago,theywerenotdesigned

tomeettheneedsoaspecialized,verticallyoriented

processramework.Atthetime,littleornothought

wasgiventomoreadvancedormsoreportingor

analysis,orthesharingoinormationacrossdiferent

departmentalunctions.Theresultwasanenvironment

madeuposiloedsystemsthatwereveryecientat

capturingdatabutwerelessgoodatsharingit.


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28

Thissituationhashadadirectimpactonthedetectives

andocersinvestigatingcrimes,whosejobitisto

pulltogetherallthestrandsoinormationandcreate

acoherentpicturetoguidetheireforts.Withcase

inormationresidinginpocketsthroughoutlarge

departments,ocersspendmuchotheirtimeonthe

phoneorontheireettryingtotrackitdown,leaving

lesstimetodowhattheyweretrainedtodo,i.e.process

thatinormationtosolvecrimes.

Inadditiontostreamliningthenutsandboltsocasework,largepolicedepartmentsliketheNYPDare

increasinglylookingtothebiggerpicturetoguide

theirpolicies,practicesandresourcedecisions.The

newwaveamongmajormetropolicedepartmentsisto

useinormationproactivelyintheghtagainstcrime.

Recognizingpatternswithincrimestatisticsandusing

thistomodiypolicingtacticsallowsresourcestobe

directedtowheretheyaremostneeded.

Withreducedlevelsoundingromstateandederal

programsowingtocities,itisimperativethatlocal

jurisdictionsidentiywaystoeliminateduplicationand

redundantspending,orexamplemaintainingmultipleITsystemsthatstorethesameinormation.Best

practiceisorjurisdictions(e.g.countiesandcities)

toshareassetsandacilities:crimelabs,emergency

responsecentersandtrainingacilities.

Every time we take a report, victims aretracked, witnesses are tracked. If somebodys

given a trac ticket theres a record of that inthe computer. So it starts to create a web of allthese dierent links that you get with people

and its a tremendous tool. But you have tobe able to understand the information andhow to use it.

Police Ofce Brian Percich


30/6429

6. Circuit Attorney

A. Discovery/observationsTheCircuitAttorney(CA)asthechieprosecutoror

state-levelcriminalcasesisanelectedpositioninthe

CityoSt.Louis.TheCAofcesmissionistopursue

justicewiththehigheststandardsoethicalbehaviorand

proessionalismonbehalallcitizens.Itrepresentsthe

peopleoSt.Louisagainstthosewhostandaccusedo

breakingMissouriStatelaw.JennierJoyceisthecurrent

CircuitAttorney.

TheCAOce(CAO)isoneothelargestlawrmsinthe

St.Louisarea:60attorneys,30investigators,10victim-

servicescasemanagersanda20-membersupportstaf.Per

year,theCAOhandlesapproximately4,000elonies(serious

crimespunishablebymorethanayearinprison)and8,000

misdemeanors(lessseriouscrimes)andhasa98%overall

convictionrate.Itsmultiplelegaldivisionshaveexpertisein

thelawrangingromhomicide,sexcrimesandchildabuseto

raud,tax,andmentalhealth.Finally,theCAOsVictim

ServiceUnitassistsover4,000victimsannually.

Withintheoce,theCAOhastheollowingorganizationsandareasocriminallaw:ChildSupport,CommunityAfairs

Bureau,DrugCourt,FelonyTrialUnit,MisdemeanorsUnit,

VictimSupport,WarrantOce,andWhiteCollarCrime.

CommonrustrationsandissuesasseenbytheCAOinclude

inaccurate,delayedorincompletecommunicationsand

inormationexchange,amajorbottleneckintheowo

inormationbetweentheCAOandthePoliceDepartment,

thelackoacommondatastructureanduniormityo

standardsandthereluctanceowitnessesandvictims

totestiy.

Currently,theCAOoceusesthesemainmetrics:caseissue

rate;convictionrate;andattorneyturnoverrate.

B. Areas for improvement1. Dataquality

Thereisalackoaccurate,real-time,comprehensive

inormationexchangebetweenthepartiesinthesystem.

ThereisaperceptionthattheSLMPDdoesnotshare

sucientdatawithprosecutorsatthepointocharging,

preventingthesharingoalltheinormationknowntothe

policewiththerestothesystem.Inturn,prosecutorsdo

nothaveanelectronicordatasystemavailabletoconvey

inormationprovidedbythepolicedepartmenttothejudgesatthenecessarytimeandwhenallowedbylaw.Forexample,

thesystemlacksaninormationexchangeromthepolice

departmentthatwouldpermittheCourttoaccuratelyanswer

thequestion:Isthisoneothetop-priority,repeatofenders

whoweneedtogetofthestreet?Notechnologytools

areinplaceorsuchdataexchange.Thedatasystemand

inormationarchitectureisragmented.Thesystemusedby

theSLMPDdiferssubstantiallyromthatoboththeCircuit

AttorneyandtheCourts.Thedatasystemsrelieduponbythe

PoliceDepartmentthroughtheREJISsystemdonotalways

provideaccurateassessmentsoindividualscriminalhistories.

2. Eciencygaps

Thebiggestopportunityorimprovementintheinter-entity

inormationexchangeisbetweenprosecutorsandthepolice

department.Theagenciescommunicatealmostexclusively

throughpaperwork.Technologicalincompatibilitycombined

withmiscommunicationsproduceeciencygapsand

redundanciesintheworkobothagencies.Thereisa

measurementorgoalmismatchbetweentheSLMPDand

CAO.Ocersocusonarrestingofendersandprosecutors

ocusoncourtroomoutcomes.Thislackosharedgoals

resultsinmiscommunicationandworkloadineciencies.

Whenchargingindividuals,prosecutorscreateanentirely

separatesetodataortheirinternaluse.Thatinormation

isinaormatnotreadilyavailableeithertothecourtsor

thesystempartnerseachowhomrelyupontheirown

separate,independentdatasetsandtechnology.Eachstage

othesystem(communitytopolicetoprosecutorstocourts)

hasseparatestand-alonedatasetsandtechnology

inrastructures.Thesedatasystemsdonotcommunicate

efectively,ecientlyorconsistentlytothedetrimento

coordinatedeforts.


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Figure1.8CircuitAttorneyviewoftheprocessow

Policemakearrest

Yes

No

NotGuilty

NotGuilty

NotGuilty

G

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