Deloitte Analysis Recommendations Report

Analysis & Recommendations Report | Implementation Roadmap
Analysis & Recommendations Report

City of Memphis
Memphis Police Department
February 2021
29
01
Analysis & Recommendations Report | Table of Contents
Table of Contents
Table of Contents 2
Executive Summary 4
Background 5
Crime Trends .............................................................................................................................................................. 5
Police Reform ............................................................................................................................................................. 6
Technology ................................................................................................................................................................. 6
Methodology 7
Data Gathering and Analysis ...................................................................................................................................... 7
Our Model for Analyzing Staffing and Deployment of Patrol Officers ....................................................................... 7
Findings and Recommendations 9

Workforce Demand 10
Finding: 90% of overtime is being spent to meet minimum staffing levels and to respond to calls for service...... 10
Recommendation: MPD should evaluate and reconsider the types of calls to which Memphis police respond. ... 14
Recommendation: MPD should explore establishing a non-emergency reporting/self-reporting capability. ........ 14
Case Study on Self-Reported Crimes: Virginia’s Arlington County Police Department............................................ 14
Finding: MPD spends approximately 60K hours or 28 FTEs of Patrol Officer time performing transport. .............. 15
Recommendation 3: MPD should explore alternative methods for performing transport. .................................... 16
Workforce Supply 17
Finding: Recruitment of new commissioned officers is not keeping pace with attrition to backfill existing
vacancies. MPD is 9% below 2021 approved end-strength and facing a 23% decline in job applications and 54%
drop in new hires from 2019 to 2020. ..................................................................................................................... 17
Recommendation: MPD should develop and implement a data-driven Talent Acquisition strategy...................... 18
Finding: MPD deploys Uniform Patrol officers across each precinct via a minimum staffing, equitable distribution
model versus an optimized model using workload demand. .................................................................................. 19
Recommendation: MPD should re-examine staffing processes to optimize how Patrol Officers are assigned and
allocated based on Workforce Demand. ................................................................................................................. 22
Workforce Management 22
Finding: MPD’s workforce management capabilities rely on highly manual, paper-based processes and do not
facilitate a data-driven approach to Strategic Workforce Management. ................................................................ 23
2
Analysis & Recommendations Report | Table of Contents
Recommendation: Automate key processes related to workforce management such as scheduling, staffing, and
budgeting. ................................................................................................................................................................ 24
Recommendation: Consider how functional changes can be made to support the implementation of the recently
acquired Workforce Management Technology. ...................................................................................................... 25
Strategic Considerations 26
Appendix 29
Appendix A: Summary of Findings and Recommendations ..................................................................................... 29
Appendix B: 21st Century Policing Taskforce Pillars and Staffing and Deployment Considerations ....................... 30
Appendix C: Methodology ....................................................................................................................................... 30
Qualitative Data: Stakeholder Interviews ................................................................................................................ 30
Operational Document Review ................................................................................................................................ 31
Quantitative Data ..................................................................................................................................................... 32
Appendix D: Workforce Demand Components ........................................................................................................ 32
Appendix E: Workforce Supply Components ........................................................................................................... 33
Appendix F: Workforce Management Components ................................................................................................ 33
Appendix G: Priority 3 Call Types and Potential FTE Savings ................................................................................... 33
Appendix H: Priority 4 Call Types and Potential FTE Savings ................................................................................... 34
Appendix I: Priority 5 Call Types and Potential FTE Savings..................................................................................... 35
Appendix J: Sources ................................................................................................................................................. 35
3
Analysis & Recommendations Report | Executive Summary
Executive Summary
2020 presented police departments across the Nation with a myriad of new challenges to address while, at the
same time, increasing public scrutiny on their current practices. The City of Memphis, like many cities across the
country, has experienced a sharp increase in violent crime and murders from 2019 to 2020, up 24.3% and 49%
respectively. 1 The themes of racial justice and social equity now paint the national dialogue and have sparked an
increased focus on the role of law enforcement and its relationship with the communities it serves. Emerging
technological innovations today provide police departments with the potential to automate some processes and
access to data they may use to improve operational outcomes and increased transparency and accountability.
Recognizing these challenges and opportunities, the City Council sought an assessment on the efficiency and
effectiveness of the Memphis Police Department (MPD) in achieving its mission. The intent of this study was to
conduct a high-level assessment and provide City Leadership with clear and actionable recommendations the MPD
may implement to better meet the City’s objectives and serve the community.
Deloitte conducted 18 virtual interviews with internal and external stakeholders. The stakeholders represented a
cross-section of parties with relationships with the City and MPD. We utilized a combination of open source and
internal MPD human resources, operational, and finance data to produce our analysis, findings, and
recommendations.
We found that the women and men of the MPD are working diligently to serve the City’s residents and visitors as
it implements the 21st Century policing reforms. However, MPD is struggling to meet the community’s demands
for services as a result of a lack of adequate resources, which is exacerbated by record levels of violent crime and
the impact of the pandemic. Increasing efficiency by re-evaluating demand, improving business processes and
technology, and enhancing recruiting and career pipelines are foundational elements for the future of the MPD.
Key findings are addressed below with additional findings, recommendations, and strategic considerations
presented in the study.
1. 90% of overtime is being used to meet minimum staffing levels and respond to calls for service.
Rethinking the deployment approach for Non-Emergency Calls and Transport can free up to
approximately 325 FTE 2 time.
2. Recruitment is not keeping pace with attrition to backfill existing vacancies. MPD has experienced a 23%
decline in job applications and 54% drop in new hires from 2019 to 2020. MPD will need a focused effort
to increase recruitment and build a robust talent pipeline to hire the 379 officers required to meet
approved end-strength and strategically align its workforce supply to workforce demand.
3. MPD is not able to use the same data driven approach used for Law Enforcement in managing its
workforce because workforce management processes are paper-based and highly manual.
Additional key findings and recommendations to adapt operations and improve are provided in this study. They
are addressed in the areas of workforce demand, workforce supply, and workforce management. Additionally,
1“Memphis Crime Rate: Crime STATISTICS Memphis Tn: Mscc.” Accessed February 10, 2021. https://memphiscrime.org/the-stats/.
2In this document, we define Full Time Equivalents as the total time an officer working a standard work schedule, 43 hours, across a 52-week
year, minus 2 weeks of leave. This equates to 2,150 total hours.
4
Analysis & Recommendations Report | Background
strategic considerations are provided to better recruit, retain and deploy officers, facilitate a transition to 21st
Century Policing and meet the expectations of “Reimagine Policing.”
Background
For many police departments across the country, 2020 has brought a renewed interest in the challenges
associated with policing. Recent developments – which include growing tensions between police departments and
the communities they serve, the sharp rise of violent crime, and the introduction of new tasks outside of typical
law enforcement duties – have created a shift in the public perception about the role of police departments and
their relationship with the communities they serve. Furthermore, COVID-19 has increased the risks presented to
officers as well as a new challenge for managing the workforce to ensure adequate safety and staffing. More than
ever before, officers are caught in a time struggle between competing priorities.
Crime Trends
A study by the Council on Criminal Justice (COCJ) 3 examined crime rates for 10 different offenses in 34 American
cities, including Memphis, during calendar year 2020. They found that homicides rose sharply in 2020, and rates of
aggravated assaults and gun assaults increased as well. Homicide rates were 30% higher than in 2019, a historic
increase representing 1,268 more deaths in the sample of 34 cities than the year before. Aggravated assault and
gun assault rates in 2020 were 6% and 8% higher, respectively, than in 2019, while robbery rates across these
cities declined by 9%.
Memphis crime trends mirror the trends of the other 33 cities in the COCJ study. The Shelby County Crime
Commission (SCCC) 4 tracks Tennessee Bureau of Investigation (TBI) data and reported that overall crime in
Memphis was down 1.5% since 2019 and down 22.9% since its high point in 2006. Internal Memphis crime
tracking from 2019 to 2020 noted that homicide rates were up 46% and violent crime was up 13% while robbery
rates declined 12.3%. We have provided a breakout below of crime trends for 7 of the 10 crimes noted in the COCJ
study.
Figure 1: 2019 to 2020 Change in Crime

Crime Rate (per 100k) COCJ (%) change MPD (%) change 5 SCCC/TBI change (%)
Overall Crime rate N/A N/A -1.5%
Violent Crime N/A +13% +24.3%
Homicide +30% +46% +49%
Aggravated Assaults +6% +25.1 +35.4%
Robberies -9% -12.3% -12.1%
Larceny -16% -7.4% N/A
Motor Vehicle Theft +12.9% +10.5% N/A
Residential Burglary -24% -32.7 N/A
Non-Residential Burglary -7% 5.4% N/A
3 https://cdn.ymaws.com/counciloncj.org/resource/resmgr/covid_commission/Year_End_Crime_Update_Design.pdf .
4 There are multiple standards for reporting crimes. MPD reports individual crime incidents for both violent and property crimes, which is
consistent with the method used by COCJ, whereas the Tennessee Bureau of Investigation(TBI) tracks number of victims for violent crimes and
the number of incidents for property crime.
5 2020 Crime Summary – MPD Internal Document
5
Analysis & Recommendations Report | Background
Police Reform
The deaths of individuals such as George Floyd, Ahmaud Arbery, and Breonna Taylor over the summer of 2020
sparked a wave of protest across many major cities in the United States and started an intense dialogue on the
role and practices of police, racial equity and social justice, police practices, and ultimately on police reform. In
Memphis, protests began two days after the death of George Floyd and continued for 12 straight days, leading to
a mix of counter protests, confrontations, rioting, arrests, and increased pressure on City Leadership and MPD
officials to address demands for reforms 6.
“Reimagine Policing” in the City of Memphis is the MPD’s proactive program to codify and give residents an active
voice in policing their City 7. As part of this initiative, MPD has acted and responded to action items listed in the Six
Pillars of 21st Century Policing. For this analysis, the limited time available to patrol officers 8 impacts Pillar One –
Building Trust and Legitimacy. Section 1.5 recommends “Law enforcement agencies should proactively promote
public trust by initiating positive nonenforcement activities to engage communities that typically have high rates
of investigative and enforcement involvement with government agencies.” The opportunity cost of officers
working to meet incident response demand creates an inherent lack of time available for community outreach,
meaningful engagement with Neighborhood Watch groups, and participation and presence in youth and school
programs. In our interviews with officers, each stated a desire and recognized the need for community policing –
they just don’t have time available.
Reform and change require additional training to enable officers to think differently about how they interact with
the community. De-escalation, crisis intervention, community policing, culture and diversity awareness are among
the modern approaches being employed by police departments when engaging with the community. Screening
and hiring people for these skill sets is a way to initiate change at the entry point to the organization. Ultimately,
modern policing is difficult, challenging work which requires support and engagement across the chain of
command and with residents. Meeting these challenges is difficult under optimal conditions. Reform is more
challenging without the right people, processes, and technology to support police work in today’s dynamic
environment.
Technology
New strategies, technologies, methods, and corresponding processes have brought significant change to law
enforcement. The evolution and democratization of technology only continues to accelerate. But, at its core, law
enforcement requires the same dedication to communities, the same sense of duty and sacrifice, and the same
integrity it always has. These new technologies have changed how we interact as a society and are transforming
the way work gets done.
Law enforcement across the country is embracing this change in the law enforcement innovation ecosystem in
different capacities 9. New innovations such as Smart Sensors, Technology as a partner in the field, Artificial
6 Staff, FOX13 Memphis News. “One Month of Memphis Social Injustice Protests.” WHBQ, June 27, 2020.
https://www.fox13memphis.com/news/local/one-month-memphis-social-injustice-protests/BSJ72K5E7RCC7CDZI4U53JJKCI/.
7 “Home.” Reimagine Policing in Memphis, January 11, 2021. https://reimagine.memphistn.gov/.
8 For the purpose of this study we have defined Patrol Officers as those assigned to Precincts to perform Patrol Activities (not administrative or
other support functions).

9 “Smart Policing: Top Five Policing Innovations Shaping the Future.” Deloitte United States, October 22, 2018.
https://www2.deloitte.com/us/en/pages/public-sector/articles/future-of-policing-and-law-enforcement-technology-innovations.html
6
Analysis & Recommendations Report | Methodology
Intelligence and Predictive Policing, Evidence Based Policing, and New Modes of Community Involvement are
transforming the way law enforcement agencies operate and engage their communities. The City has begun
embracing some of these innovations. For example, Memphis’ Blue CRUSH Initiative is supported by an evidence-
based policing system that helps MPD prescriptively determine zones for patrol officer saturation and has been
found effective at reducing crime.
These innovative technologies are shaping the future of law enforcement, supporting new concepts of operations,
and enabling the interventions and relationships that keep society safe.
Methodology
Data Gathering and Analysis
In our approach to developing this Analysis and Findings Report, we used a combined method of qualitative and
quantitative research, supported by law enforcement subject matter experts on our team.
First, we gathered data and information during the Project Initiation phase on various staffing approaches in law
enforcement, workforce management, City of Memphis Human Resources (HR) operations, and literature from
various academic assessments on MPD operations.
Second, in December 2020 and January 2021, we interviewed 18 internal and external stakeholders, as identified
in our Stakeholder Management Plan, to capture qualitative data relating to MPD efficiency and effectiveness. Due
to the COVID-19 pandemic, we conducted all interviews virtually, using structured question sets designed to elicit
dialogue and capture perceptions on MPD operational effectiveness, efficiency, and constraints.
Third, concurrent with stakeholder interviews, we conducted analyses of City of Memphis HR data, MPD
operational data, law enforcement data from similar-sized and regional cities, law enforcement data from the
Federal Bureau Investigation’s Uniformed Crime Reporting program, and open source/academic information
related to the purpose and scope of our assessment.
We compiled the analysis of the information and data into the Findings, Recommendations, and Strategic
Decisions sections of this report which are summarized in Appendix A. Quantitative data and interview responses
combined to build a holistic picture in answering how efficient and effective are current MPD processes and patrol-
based activities. For a detailed breakout of our methodology, please reference Appendix C.
Our Model for Analyzing Staffing and Deployment of Patrol Officers

There are several ways to determine appropriate levels of staffing for police departments. Per capita, or officer to
population ratio, is easy to perform but limited in effectiveness. Minimum manning level is a method based on
experience, policy, or judgment 10. A more accurate method is to determine staffing based on workload with
additional consideration for non-call for service activities10. This method is recommended by the International
10 “An Analysis of police department staffing: How many officers do you really need” – McCabe, James E. ICMA Center for Public Safety
Management White Paper, 2013.
7
Analysis & Recommendations Report | Methodology
City/County Management Association10. We provide additional considerations for Staffing and Deployment as it
pertains to the 21st Century Policing Task Force Pillars in Appendix B.
For the purpose of this study, we’ve analyzed staffing and deployment through three dimensions, Workforce
Demand – defined as the total amount of workforce activities performed to meet goals, Workforce Supply –
defined as the total amount of workforce labor available, and Workforce Management – defined as the
management of aligning workforce supply to workforce demand. Non-call activity was considered, but not
modeled due to limited data available at the patrol officer level.
Figure 2: MPD Patrol Officer Analysis Staffing and Deployment Model
Figure 2 presents the elements considered for workforce demand, workforce supply and workforce management.
This framework is used to capture demands on officers’ time and the number of officers available to answer calls
for service. It also includes an analysis of workforce management practices, such as scheduling and staffing factors,
training, budgeting, recruitment, and retention. Workforce Demand and Supply analyzes strategic decisions on
work to be performed and structuring the force to meet those demands. Strategic choices about the workforce
supply will drive or constrain how the work is performed. Decisions around how the workforce is managed
ultimately drive the effectiveness and efficiency of the organization. These dimensions and their components are
defined in appendices D, E, and F.
8
Analysis & Recommendations Report | Findings and Recommendations
Findings and Recommendations

Please find below our Findings and Recommendations below across the dimensions of Workforce Supply,
Workforce Demand, and Workforce Management.
9
Analysis & Recommendations Report | Workforce Demand
Workforce Demand
Responding to incidents is the primary demand signal for MPD Patrol Officers. Apportioning time between incident
response, crime deterrent patrols, and community policing commences each shift as supervisors provide shift
assignments to officers. Assignment considerations include total staff available, Blue CRUSH requirements, special
events, and other requirements as determined at the precinct level. Interviewees noted that shifts begin with a
structured assignment plan; however, as the day progresses, incident response becomes the primary engagement
for officers, leaving little time for other elements of policing. It is difficult under optimal circumstances to maintain
balanced and strategic policing, even more so during a pandemic with increased leave due to COVID-19 and low
levels of technology to support staffing and assignments.
Finding: 90% of overtime is being spent to meet minimum staffing levels and to
respond to calls for service.
Fiscal Year 2021 (FY21) data used for tracking budget across pay periods for the entire department indicates that
the majority of overtime (89.38%) has been spent to meet minimum shift complement for Patrol Officers and
Lieutenants (Supervisors), calling back officers to provide backfill support, and holding officers on extended duty to
complete activities related to calls for service or arrests 11.
This suggests that MPD does not have sufficient resources to meet minimum staffing. This theme resonates with
interviewee comments that most Patrol Officers spend most of of their time responding to calls for service and
have limited time to perform other duties.
Figure 3: FY21 YTD Overtime Spend Breakdown
Budget data provides a reactive view to how overtime dollars were spent but does not provide a clear picture on
how time is spent or potentially will be required in the future. Specific officer actions are not captured beyond
11 FY21 OT Reports – Pay Period – MPD Internal Document
10
broad categories of “complement” or “calls for service”. This is a limitation of a paper-based timekeeping system,
preventing high-fidelity analysis of officer deployment. Analyzing potential officer time and attendance at a
summary level requires analysis of other MPD systems to quantify officer time allocations. Where possible,
samples of data available or calculations based on MPD policies were used. We present this as a yearly view to
normalize the data set provided.
Figure 4: Yearly Patrol Officer Workforce Demand Estimate

Component Yearly Total Est. (hours) Notes
Calls for service (CFS) 1,500K – 1,700K Hours Captured from Real Time Crime Center data between 2019 and 2020. Presented as
spent traveling to calls and an estimate given data quality limitations.
closing the scene
Proactive policing Unknown Proactive policing has multiple facets. Though Blue CRUSH, Community Policing and
Officer Initiated Specials are key proactive activities MPD can take to reduce crime;
discrete data on these activities was not available.
Special events Unknown The strategy for supporting Special Events is to primarily use Reserve Officers. Thus,
staffing across these events varies depending on Officer Availability. Time Tracking
for reimbursements are paper based.
Administrative Unknown Interviewees noted that most of their administrative time was spent on Roll Call,
Vehicle Maintenance, Court Appearances, Filling Time Sheets, Filing Reports, and
other admin tasks. Ultimately, we were unable to estimate how much time is spent
on these activities.
Training ~52.5K hours for Mandatory Officers are required to attend 40 hours of annual in-service training. The yearly
In-Service Training estimate is calculated by multiplying the number of current Patrol Officers (1,311 12)
by 40 hours.
Other – Transport ~60K hours We received transport data for 1/1/2019-12/4/2019. We used the average number
time of hours per day for this time to calculate expected hours spent throughout a given
year. This number is likely low given that some transports require more than one
officer to complete.
Major areas of opportunity for gaining efficiencies are calls for service given the total amount of time spent,
administrative time required; and transport time. Ultimately, to support MPD’s Reimagine Policing Pillars, more
time must be freed up to perform Community Policing and Training.
There are multiple ways to consider calls for service. Primary dimensions we analyzed were by Priority of the Call 13
and Call Type as these both have implications on staffing and deployment. Both dimensions have different
components that influence staffing and deployment. Priority designations do not correspond to call type and are
automatically assigned by the dispatch system. As an example, the same call type could be rated a different
priority depending on multiple factors – such as a traffic accident with someone critically injured versus a traffic
accident with no injuries – in which no one was hurt and there was minimal damage. Overall Priority
categorizations are aligned to the following criteria: 14
• Priority 0 calls are those in which there is a high possibility of injury or loss of life.
• Priority 0-5 calls are assigned by the dispatch system and vary in relation to the other calls for service.
• Priority 6 are Directive Patrol of an area (previously P4 in 2019).
• Priority 7 are Be on the lookout (BOLO) Requests.
12 Current Workforce Snapshot – Internal MPD Document

13 Call Priority is automatically assigned by Dispatch system
14 Call Taking Techniques – Internal MPD Document
11
Figure 5 shows that from 2019 to 2020 the overall volume of calls decreased by 10% but the overall time spent
servicing these calls increased by 10%.
Figure 5: 2019 – 2020 Calls For Service Trends

2019 Total Service 2020 Total Service
Priority 2019 Call Volume 2020 Call Volume % Change % Change
Time (Hours) Time (Hours)
0 5,426 5,416 0% 149,132 156,909 5%
1 177,076 183,507 4% 509,553 531,887 4%
2 141,298 135,260 -4% 294,816 334,819 14%
3 123,187 112,888 -8% 300,658 348,049 16%
4 271,138 192,240 -29% 312,294 268,430 -14%
5 11,410 12,246 7% 24,281 26,801 10%
6 1 17,192 N/A 3 74,732 N/A

7 1 556 N/A 1 689 N/A
Total 729,537 659,305 -10% 1,590,738 1,742,316 10%
Furthermore, the City saw an increase in the total amount of time spent servicing calls for service for all priority
levels as Directive Patrols were increasingly deprioritized from Priority 4 in 2019 to Priority 6 in 2020. Given the
uncertain nature of the pandemic, we’ve chosen to use 2020 as a baseline given the minimal change in overall
crime rate (1.5%), and the increase in time spent responding to calls.
Figure 6: 2020 Calls For Service Total Service Time Priority
MPD defines priority 0-2 calls as those that require a minimum of two officers per call. Thus, these priority types
should be where Officers spend most of their time responding to calls. As shown in Figure 6 (2020 Baseline),
emergency and otherwise high priority calls (Priority 0-2) take up approximately 58% of time spent servicing calls
while the remaining 42% is spent responding to non-emergency calls. Of these lower priority calls, we recommend
12
that the City focus on finding efficiencies across Priority 3, 4, and 5 calls as Priority 6 and 7 calls are proactive
activities in response to calls (BOLO and Directive Patrols). Time spent on non-emergency calls for service cannot
be completely reduced as some of these calls will still require some level of police support but reducing them can
provide MPD with more flexibility in how they deploy officers in response to these calls and against other
priorities.
Figure 7: Priority 3, 4, and 5 Call Types and Estimated FTE Impact
Finding alternative staffing strategies for Priority 3, 4, and 5 calls could free up almost 300 FTEs, or 642,000 hours
of Patrol Officer Time. We list the Call Types by Priority for Priorities 3, 4, and 5 and potential FTE savings in
Appendices G, H, and I. Of these call types, many were noted in MPD interviews as call types that interviewees felt
impeded their ability to deter crime or otherwise focus on mission related activities.
MPD has already taken steps to reduce the number of “loose dog” calls it responds to and has shifted response to
the Animal Control department. We recommend deeper investigation into Priority 3-5 call types to analyze which
calls may present the most FTE savings such as Non-emergency Accidents, Mental Consumer Calls, Quality of Life
calls or calls that could be self-reported, such as Harassing Phone calls, Vandalism, Abandoned Vehicles, and
Complaints. Some of these calls could be staffed using a different department across the city, blended model, or a
co-responder model 15; Some are already non-emergency and could potentially be self-reported, reducing time
spent by officers to file reports, and providing precinct command staff more flexibility to dedicate patrol officers to
high priority activities.
15 “Co-Responder Programs.” Colorado Department of Human Services, July 2020. https://cdhs.colorado.gov/behavioral-health/co-responder
13
Recommendation: MPD should evaluate and reconsider the types of calls to which
Memphis police respond.
We suggest MDP consider a more strategic, standardized approach for setting priorities among calls for service and
an assess which calls require a law enforcement response as opposed to one by an alternative City service or non-
emergency personnel. In turn, this process may facilitate a reduction in volume of calls received and free up patrol
officers for more mission critical activities.
In the last year, many cities across the country have reevaluated the way they staff and deploy certain calls.
Transitioning responsibility for calls for services requires a methodic process with well-defined criteria to minimize
risk of adverse events. MPD, in collaboration with other partners in the City, should explore a more strategic
approach to non-law enforcement/non-emergency personnel required responses. This new approach could
present different staffing models for using officers with different skills such as MPD’s 200+ Crisis Intervention
Team.
Case Study: Pinellas County Sherriff’s Office Rethinks Staffing and Deployment for Mental
Consumer calls. Over the last year, Pinellas County Sheriff’s Office expanded the use of its
Mental Health Unit and retooled how the teams are structured to be a multi-disciplinary
team consisting of six deputies, six social workers, and a clinical supervisor. Additionally, the
unit provides an alternate model to assess an individual’s situation, then hand off the case to
another team responsible for connecting that individual with services or resources16.
Recommendation: MPD should explore establishing a non-emergency reporting/self-

reporting capability.
Current processes dictate that in order to file a police report, a resident must dial 9-1-1, the Non-Emergency Phone
Number, or physically visit an MPD Precinct Office. Then, an officer must take a statement either in person or over
the phone. Interviewees noted the administrative burden placed by certain types of calls, such as non-injury motor
vehicle accidents and low-level crimes. This would need to be further analyzed to understand the broad array of
potential policy and/or municipal restrictions. MPD would implement changes in reporting but policy development
would require approval of the City Council and Mayor's Office.
The requirement for physical presence between officer and resident to complete a police report presents
additional risk to all parties involved given the COVID-19 pandemic. To enable self-reporting capability, careful
consideration should be given to establish criteria for which incidents can be self-reported, to define a process for
how self-reported calls are resolved, and to identify and implement a technology to support this strategy with
required change management to support adoption of the technology.
Case Study on Self-Reported Crimes: Virginia’s Arlington County Police Department

Arlington County Police Department (ACPD) set up an online reporting system and phone number where residents
can call in Non-Emergency calls 17. It is important to note that ACPD emphasizes that officers continue to
16 Bay, Author: 10 Tampa. “Sheriff Expands Program for Teams Responding to Mental Health Calls in Pinellas County.” wtsp.com, September 23,
2020. https://www.wtsp.com/article/news/local/pinellascounty/pinellas-county-sheriff-office-mental-health-calls-program/67-6f966e56-c1db-
4b44-9171-67bf39d2ff4a.
17 “Online Police Reporting System.” Police, February 2, 2021. https://police.arlingtonva.us/online-police-reporting-system/.
14
proactively patrol the County and respond to in-progress crimes and emergency calls where there is an immediate
threat to life, health or property. As part of this effort ACPD identified the following types of crime reports that can
be filed online noted in Figure 8.
Figure 8: ACPD Self-Reportable Crimes and Criteria

Online reportable crimes Description / Criteria
Crash – Hit and run Damage caused by another vehicle in which the driver should have left information or fled the scene
without stopping to provide information.
Crash – No Injury Someone is involved in a minor crash and need to report the information to police for
(<$1500 damage) insurance purposes.
Crash – private property Someone is involved in a minor crash on private property or is the owner of the property.
Credit card fraud Any person who obtains someone else’s credit card and uses it to purchase items.
Fraud Any person who fraudulently obtains or sells goods and services.
Harassing phone calls Any person who repeatedly, with the intent to annoy, telephones or makes contact by means of an
electronic communication. For example, immediate hang-ups, obscene language, emails, text
messages with no known suspects.
Identity theft Any person who obtains someone else’s personal identifying information and uses it to obtain credit,
goods or services.
Larceny/theft Personal property taken without permission. (Excludes Firearms)
Larceny/theft from vehicle Property taken from a motor vehicle. (excludes Stolen Vehicles and License plates)
Suspicious circumstances Information someone would like to report to the police but is not necessarily a crime.
Vandalism Any person who maliciously damages, destroys or defaces public or private property. For example,
knocking over a mailbox or spray painting a wall. (Excludes Graffiti)
Vehicle tampering: Any person who tampers with a motor vehicle without theft or damage.
Furthermore, Arlington County established and clearly listed incident criteria, described what happens once the
report is filed, and strategically reinforced the need for emergencies to call 911 for emergencies or use the Non-
emergency line for certain exclusions.
Finding: MPD spends approximately 60K hours or 28 FTEs of Patrol Officer time
performing transport.
Our analysis finds the MPD currently spends roughly 60,000 hours 18 of officer time per year on transporting victims
or prisoners with each transport approximately taking up two hours (25% of an officer’s shift) of an officer(s)’ time.
60,000 hours equates to 27.9 full time equivalent personnel. The geographic layout of the City (vastly dispersed)
and the location of the only holding and processing facility on the far western edge of the City further exacerbates
the daily impact of transport time.
As an example, Appling Farms Station, located on the eastern side of the City, is 17 miles from Shelby County Jail or
roughly a 20-minute transit to the Shelby County Jail (201 Poplar Avenue) without traffic. In 2019, Appling Farms
provided 2,961 transports that consumed 5,421 hours of total transport time (average of 1.5 hours). Based on a
shift complement of 14 officers, a prisoner transport by one officer reduces workforce supply by 7% for almost two
hours.
18 2019 Transport Data – Provided by MPD
15
Recommendation 3: MPD should explore alternative methods for performing

transport.
Potential alternatives to transport requirements include establishing temporary/additional holding facilities,
setting up a transport unit, or outsourcing transport to a third party such as the Sheriff’s department or a third-
party contractor. This requires further analysis to understand and address potential policy and/or municipal
restrictions.
16
Analysis & Recommendations Report | Workforce Supply
Workforce Supply
The City and MPD face significant challenges to optimize patrol officer end-strength and deployment of patrol
officers assigned to the precincts/wards. The analysis presented in this section and responses gathered from
interviews support the conclusion that the equitable distribution of patrol officers by precinct is a non-optimized
approach to achieve community-oriented policing goals. The MPD commissioned officer end-strength is still
rebounding from a low of 1,910 officers (July 2017) due to a combination of attrition, variations in promotion
cycles, and reduced hiring prior to 2018, but has remained relatively flat since 2018. After making changes to
improve recruiting/hiring, retention, and training, MPD continues to run a deficit of approximately 250
commissioned officers versus the approved complement of 2,283. Stakeholder interviews indicate the 2021
promotion cycles for Sergeant and above will reduce the Police Officer II population, directly impacting Uniform
Patrol supply at the precinct level.
Finding: Recruitment of new commissioned officers is not keeping pace with attrition
to backfill existing vacancies. MPD is 9% below 2021 approved end-strength and facing
a 23% decline in job applications and 54% drop in new hires from 2019 to 2020.
We analyzed five years of MPD headcount, attrition, and hiring data 19 for the entire department. As shown in
Figure 9, the current rate of recruiting/hiring is insufficient to keep up with attrition and meet the 2021 MPD
approved complement of 2,283 commissioned officers. MPD is currently 9% below the 2021 approved end
strength, which is already directly impacting services provided by MPD.
Figure 9: Commissioned Officer Workforce Supply Trends 2016 - 2021 20
19City of Memphis Data Hub data files for headcount, attrition, and hiring
20The chart shows the actual attrition of MPD sworn officers and newly hired police recruits. PSTs who successfully become sworn officers are
not captured as new hires but are reflected in the overall headcount changes.
17
Attrition among patrol officers has averaged 6.4% over the last five years, remaining relatively consistent since
2017. Conversely, MPD headcount has only grown 4.7% over the same period. Though recruitment picked up from
2017 to 2018, it has dropped from 190 new officers in 2018 and 186 new officers in 2019, down to 86 new officers
in 2020.
Additionally, MPD is experiencing a critical shortage in the supervisory ranks of Lieutenant (30% below approved
complement) and Major (40% below approved complement) 21. The supervisory shortages can create instability in
continuity of operations and adherence to command strategy, thus impacting efficient scheduling and deployment
of personnel.
This recruitment challenge seems to be exacerbated by a drop of 23% in total number of applications for Police
Recruits from 2019 to 2020 as shown in Figure 10.
Figure 10: 2019 – 2020 Commissioned Officer Recruiting & Hiring Trends
2019 2020 2019 New 2020 New
Category % Change % Change
Applications Applications Hires* Hires*
Police Recruits 5,323 4,112 -23% 186 86 -54%
Lateral Hires
431 - - 4 2 -50%
(Patrol)
- Data not available for 22nd Lateral Applications at time of this study.
- *data does not include Police Service Technicians (PSTs) transitioning to commissioned officers
Without intervention, it is highly likely that MPD Patrol Officer end-strength will continue to diminish due based on
current trends.
Recommendation: MPD should develop and implement a data-driven Talent

Acquisition strategy.
This should be augmented by supporting technology and processes that encompass: 1) A targeted effort to fill
Academy classes, 2) Engagement and mentorship of academy candidates prior to academy orientation to increase
preparation and show rate, 3) A focused alignment to the “Reimagine Policing” expected outcomes.
MPD would have to net 131 new hires to just keep pace with attrition estimated for 2021 to sustain current end-
strength level of 2,043. To achieve the approved complement end-strength of 2,283 and accounting for attrition,
we estimate MPD would need to hire 379 officers (95 per quarter) in 2021.
21 MPD Current Staffing and Recruiting data file as of January 15, 2021
18
MPD and City HR should consider analysis of

sourcing, hiring actions, applicant Case Study: Federal Law Enforcement Agency -
experience, and academy attrition to Prioritizing Applicants for Processing – Best In, Best
determine key indicators of success. A “Best- Out + Machine Learning 22.
In, Best-Out" approach, compared to “First- A large law enforcement agency receives over 200,000
applications per year straining limited recruiting and hiring
in, First-Out" to manage each step in the
resources. Using years of historical data Deloitte developed a
accession pipeline could accelerate machine learning algorithm to predict the likelihood a given
accessions, improve graduation rates, and application would result in a job offer.
refine initial targeting of candidates. Faced • This shifted the hiring process from First In, First Out to
with approximately 1,000 applications per Best In, Best Out.
class and hiring 50 (COVID constraint) to 166 • Using current business rules, 15% of applicants identified
(pre-COVID average class size) still falls short as Fast Track candidates would receive an offer.
• Using machine learning, 50.8% of Fast Track candidates
of the number of new recruits and
received an offer. The algorithm was able to predict with
experienced hires needed to increase the 82% accuracy whether a candidate would receive an
size of the force beyond current levels. offer prior to polygraph test.
“Best-In, Best-Out" informs the order that
applicants are processed. This can be accomplished manually or accelerated with machine-learning using human
resources information technology system data. Aligning expectations and seeking recruits with a propensity to
align with Reimagine Policing priorities could be done using lifestyle data and aligning key recruitment messages
with Reimagine Policing principles.
The candidate assessment/recruitment process is essential to ensuring high quality candidates move quickly
through the system, that candidates are engaged throughout the hiring process, and unique to law enforcement –
that conditional and final offer candidates are mentored and engaged to ensure a motivated, well prepared
candidate reports to the Academy.
MPD could potentially assess qualified candidates for support role positions that require a lower level of Peace
Officer Standards and Training (POST) certification (e.g. traffic control, incident response, prisoner transport, 911
operators, other City positions). In addition, MPD could proactively present alternative careers to candidates at the
point they may be unqualified (physical standard test and medical for example) for the police academy.
The new Talent Acquisition strategy should also be strategically aligned to the workforce planning strategy
recommended below (workforce management).
Finding: MPD deploys Uniform Patrol officers across each precinct via a minimum
staffing, equitable distribution model versus an optimized model using workload
demand.
We reviewed Computer-aided Dispatch (CAD) data and interview data and determined precincts are staffed using
a minimum complement model (12-14 officer per shift). This equitable distribution is an inefficient method of
staffing to meet workload demand, community-oriented policing goals, and other duties.
The current approach to staffing, while fair-minded, is not aligned to meet community demands and variances
based on time of day, call priority, location, and other nuances particular to a certain precinct. For example,
Appling Farms and North Main stations experience population surges during daytime hours due to the commercial
22 Deloitte Internal Law Enforcement Case Study
19
presence in those precincts. Tillman and Crump stations respond to 20% and 14% more calls on average,
respectively, than the other stations. However, the current staffing model does not adjust Patrol Officer staffing
for these changes, as reflected in Figure 11.
Figure 11: Patrol Officer Headcount by Shift
Calls for service volume, as shown in Figure 12, is one demand signal that can be used to align with patrol officer
supply. Furthermore, the types of calls for service and the duration for those calls for service vary by precinct,
highlighting the limitations to the current staffing model.
Figure 12: Patrol Officer Headcount by Calls for Service Volume
20
Total Service Time spent responding to calls can be used as an aggregate reactive view of demand to help forecast
time needed. As with Calls for Service (Figure 12), Total Service Time (Figure 13) further highlights the limitations
of the equitable staffing model.
Figure 13: Patrol Officer Headcount by Total Calls for Service Time
There was consensus from the interviewees that the minimum, equitable distribution staffing model limits efficient
operations by including officers out on long-term absences, temporary assignments to task forces or other
precincts, and rotational assignments (e.g. interstate highway patrol and Entertainment District Unit - EDU) in the
shift end-strength.
21
Analysis & Recommendations Report | Workforce Management
Figure 14 shows the headcount and geographic area covered by each precinct. While using officer allocation based
on square mileage is not a sound measure or metric, it is useful to reference the size and intricacies of each
precinct’s coverage area in staffing decisions.
Figure 14: Patrol Officer Headcount CFS Volume

Precinct Patrol Officer Headcount Precinct Area (sq. miles)
Airways Station 137 19
Appling Farms Station 149 45
Austin Peay Station 147 51
Crump Station 156 36
Mt. Moriah Station 146 43
North Main Station 137 5
Raines Station 157 78
Ridgeway Station 147 22
Tillman Station 143 26
Recommendation: MPD should re-examine staffing processes to optimize how Patrol

Officers are assigned and allocated based on Workforce Demand.
Factors to be considered in determining optimal staffing levels are: officer safety, call priority and location,
size/complexity of property types in each precinct (e.g. residential, commercial, industrial), geographic coverage
areas, precinct/ward workload demand at each individual hour of the day, and time allocation benchmarks for
community-oriented policing and other duties as outlined in Workforce Demand.
MPD has embraced community-oriented policing as a core value through its mission of public service and its
“Reimagining Policing in Memphis” initiative. In order to deploy Patrol Officers optimally and be effective in
community-oriented policing, MPD should consider officer allocation based on the factors mentioned above.
Additionally, by reducing the average time consumed by calls for service, officers would gain efficiency through
expanded capacity that should be refocused for engaging the community, problem-solving, and proactive policing.
If the MPD and City want more patrol officer time allocated for community engagement, proactive policing and/or
responding to “focus areas” identified by the Real Time Crime Center (RTCC), positions will need to be allocated
across the precincts based on modeling and not equitable distribution.
A Workforce Management Technology can enable a data driven approach but must be coupled with a strategic
approach for people, processes, and data that support the system, as described in the following section.
Workforce Management
MPD’s current workforce management processes for time and attendance management, leave management, shift
bidding, staffing, budget management, and scheduling are paper-based and materially rely on email, phone, and
22
physical boards. These practices constrain the organization’s ability to quickly and proactively consolidate and
analyze data, manage their workforce, and enable the most efficient utilization of their most critical resource – a
patrol officer’s time. As a result, the City has embarked on the journey to enhance their workforce management
capabilities and implement new supporting technology. To fully capitalize on these changes, MPD must continue to
evolve its use of data, governance, technology, and processes to optimize workforce management outcomes.
Finding: MPD’s workforce management capabilities rely on highly manual, paper-

based processes and do not facilitate a data-driven approach to Strategic Workforce
Management.
The MPD currently deploys officers using a highly manual process exposing MPD to several potential risks such as
inaccuracies in manual scheduling, staffing, and time-keeping systems limiting its overall effectiveness and
efficiency. The manual processes increase the level of difficulty and time to integrate data into key processes,
therefore limiting data-driven decision-making. Ultimately the manual nature of these processes constrains MPD
leadership’s ability to strategically manage the workforce based on current and potential operational demands.
Based on our interviews with shift supervisors and patrol officers, we heard clear themes emerge regarding the
manual timekeeping and overtime process and the need for officers to physically return their time sheets to sign
out. We also reviewed relevant standard operating procedures and other documents such as time logs, roll call
sheets, and special event assignments. We determined that most workforce management processes – such as
managing schedules and backfilling – are performed manually, either through usage of paper documents, a
physical board, phone calls, text messages, or email.
Command staff noted the limitations of these processes and methods and expressed that they were a consistent
pain point. As an example, the communication of Be on the Lookout Notices (BOLOs) was performed over
individual text messages or physical printing of the BOLO Notices. Because these processes are tracked manually, it
is both difficult and time consuming to access and efficiently monitor the information and make operational
adjustments.
Below, in Figure 15, we have outlined one of the pain points we heard in interviews—that is, the manual process of
backfilling an officer’s shift. This process is most often performed by phone, email, or a physical document, causing
shift supervisors to spend extra time to manually find and fill the empty spot. This could ultimately become an
automated process. It was outside the scope of the study to look at time and motion spent on these actions, but,
qualitatively, we know that these processes are inefficient and that they present challenges for shift supervisors,
taking time away from time they could spend monitoring and developing their workforce. As noted earlier, this
challenge is further exacerbated by understaffing at Lieutenant and Major levels.
Figure 15: MPD Current Overtime Backfill Process
23
Recommendation: Automate key processes related to workforce management such as

scheduling, staffing, and budgeting.
Deloitte recommends developing standardized processes to support decision-making based on the data outputs
from those automated processes to ensure process outcomes are in alignment with MPD workforce management
goals. MPD should leverage the tool. In addition, MPD should utilize those data outputs to determine a
standardized operating procedure for managing patrol officer time that aligns with the desired workforce,
budgetary, and workload targets and outputs.
Overall, MPD would benefit from a comprehensive workforce management strategy that incorporates end-to-end
alignment of the critical elements of data, people, technology, governance, and policies and processes essential to
meeting the current and future demands of effective and efficient policing in the City of Memphis. We
recommend MPD prioritize the following processes for automation:
• Time and attendance tracking and approval processes to increase transparency in how officers spend
their time.
• Workforce scheduling and approval processes to provide shift supervisors more flexibility for data
driven schedule management.
• A backfill process to free up shift supervisor and reduce time spent on backfilling officers due to
unplanned leave.
• Budget tracking and forecasting processes to enable more proactive budget management to allow
shift supervisors to more accurately plan and forecast spend against budget.
• Leave and absence tracking and approval process to increase ability for shift supervisors to plan
proactively.
• Shift bid management process to reduce wasted time spent on paper process.
Once new workforce management technology and supporting processes are implemented, MPD will be able to
proactively track and analyze data, forecast and conduct root cause analysis, and developed mitigation strategies
accordingly. The data gathered can be reviewed to determine potential areas for payroll leakage, overtime cost,
identify and provide trends in current workforce, and identify savings opportunities. The system should also have
the capability to model and create “what if” scenarios, giving the department the ability to proactively staff more
efficiently and effectively to meet business needs.
Case Study: Hillside Police Department, New Jersey Automated Management System
Over the last year, Hillside Police Department recently made the switch to an automated management system and
almost immediately noticed a difference. They were able to save a considerable amount of time, immediately
reassign critical staff to more important tasks, schedule more consistently and efficiently. By making the switch they
were able to eliminate human error, they have also been able to save on overtime and salary for officers that were
assigned to a majority of admin work. It saved their department $200k, approximately 3% of their budget and
approximately 2000 hours per year 23.
23 Software, VCS. Jobs4Blue Case Study: Hillside Police Department, NJ. Accessed February 11, 2021. https://blog.vcssoftware.com/jobs4blue-
case-study-hillside-police-department-nj.
24
The next section describes how the City of Memphis should strategically think about how to implement its
Workforce Management Solution with functional considerations as noted below.
Recommendation: Consider how functional changes can be made to support the

implementation of the recently acquired Workforce Management Technology.
MPD should look beyond the technology to understand what changes can be made to further drive its ability to
meet overall strategic outcomes. Define strategic outcomes for how you manage your workforce, then define how
the technology, people, process, data, and governance integrate.
While the MPD has started its journey to implement the new system, the design and intent are critical to drive
successful outcomes. We recommend MPD leverage the Staffing and Deployment Workforce Management Model
as a framework to establish strategic goals for the implementation. From there, MPD should strategically define
how people, process, data, and governance will be used in concert with the technology.
As with many organizations, MPD’s workforce management is currently distributed across multiple functions (HR,
IT, Finance, Supervisors). Establishment of a central workforce management center of expertise to oversee the
effort and use analytics could help provide a complete view of problems, solutions, and desired mission outcomes.
MPD should resist the urge to automate existing processes and instead define its ideal future state processes then
align the technology to this desired future state. This will require mapping and measuring effect of each process
that is in scope for new workforce management implementation, defining a future state process, and then
identifying fit-gap alternatives. A common mistake is designing a system to automate outdated processes.
Establishing workforce management metrics to track and monitor will benefit the entire organization. The MPD
currently sets high standards around tracking crime and should use the same rigor when considering how to track
time spent supporting workforce strategic outcomes. MPD can increase its ability to derive insights from its
workforce by establishing target metrics for different workforce demand signals and considering how data from
single systems can be strategically integrated.
25
Analysis & Recommendations Report | Strategic Considerations
Strategic Considerations
In addition to the focus area of officer efficiency, our analysis and interviews highlighted additional strategic
considerations for the MPD to optimize the impact of its “Reimagine Policing” expected outcomes. These strategic
considerations either fell outside the scope of this study or we did not have sufficient data to make tangible
recommendations. However, we do believe that based on our analysis and insights from our stakeholder
interviews, they warrant additional consideration by MPD leadership.
Culture shift / Change Management: The “Reimagining Policing” effort in the City of Memphis will not only require
a change in the way MPD operates, but also requires a shift in the culture of the organization to establish
operating norms for the MPD of the future. Effective change management, communication, and ongoing
workforce engagement, as well as proactive engagement with the residents of Memphis will be critically
important. In our experience, defining the cultural change required by an organization as well as effectively
aligning the right change management enablers to produce and sustain intended outcomes – are the most
important factors in the success or failure of change within an organization.
Modernize Training: To maintain proficiency outside of in-service requirements, or acquire skills in new areas,
MPD should consider additional methods for training such as digital, on-demand training, micro-learning, or on-
demand coaching. For example, digital, on-demand training allows for anytime access to relevant content,
automated tracking of completion, and real-time learning feedback. Shifting to a more digital training strategy will
enable MPD to rapidly deploy training to officers in incremental bits and allocate that cost across an entire officer’s
year. Currently, MPD Officers are required to complete a yearly minimum 40 hours in-person training. This training
consists of 32 hours of classroom time and 8 hours of firearms time. Training is critical, especially as MPD seeks to
develop new competencies in officers, however, training time pulls officers from detail and is another factor
supervisor’s must account for in scheduling. As a pandemic control, training now takes place at the precincts. This
decentralization of training could impact standardization and quality depending on availability and proficiency of
instructors. Digital, self-paced training enables standardization and rapid deployment of learning modules.
Bid Management Process: MPD’s four shifts are currently staffed based on preferences by seniority 24. The bid
management process does not fully consider workforce needs in relation to shift demands (i.e. types of crime most
prevalent during that shift), officer development (particularly junior officers), or officer skills when allocating
resources to schedules. MPD should leverage a data driven approach to bid management that aligns workforce
supply components (competencies, preference, tenure) to workforce demand signals (time of day, types of crime
most prevalent, and proactive policing capabilities required). Furthermore, attention should be given to how bid
management can drive officer development, knowledge sharing, on the job training, and succession management.
Fatigue Management: There is currently no comprehensive officer wellness strategy that addresses the whole
officer and their physical, mental, and emotional well-being. MPD currently has elements of officer well-being in
place such as its wellness application to track mental and physical health and a performance enhancement
program to provide indicators of potential issues an officer may be experiencing. However, it does not have a
structured approach to tracking holistic officer wellness. Currently, the process of tracking and monitoring officer
fatigue, for example, is highly manual and dependent upon the physical cues based on performance reported by
24 Memphis Police Association Memorandum of Understanding
26
peers or the shift supervisor - by tracking number of days worked or hours worked manually. This system of
monitoring should be augmented by an automated tool, as well as a comprehensive strategy designed to improve
the well-being of officers and their families.
Talent Management: MPD is facing several Talent Management challenges as it determines how to optimize
workforce utilization. These include a promotion
process that does not support strategic talent
Talent Management: The Criticality of
objectives, a method to link officer skills and Supervisory Positions
career goals to career enhancing opportunities, as
Currently, administrative burdens due to paper-based
well as succession management and leadership
processes and a high number of vacancies across the
pipeline challenges (i.e. criticality of
Lieutenant/ Major positions are crippling MPD’s ability to
Lieutenant/Major supervisor position). The future
be more effective. First-line supervisors play a critical role
of policing in the City of Memphis will require a
within a police agency. They communicate job
deep dive into developing a talent management
expectations and provide feedback on an officer’s
strategy to include established career paths,
performance. They are responsible for disseminating
expected competencies, career mobility
information and implementing operational protocols.
mechanisms, and officer development to meet
Most importantly, they translate leadership’s vision,
both current and future policing demands.
direction and intent into patrol procedures. These
Talent Acquisition: Improving sourcing of positions are essential for organizational reform. MPD
candidates decreases strain on the HR system and should immediately focus on how to strategically increase
can improve accession, graduation, and retention capacity across these supervisory positions.
rates of officers. Next-Gen tools are available to
assess lifestyle factors at the household level that contribute to successful hiring and job performance outcomes.
Additionally, these tools can identify otherwise qualified candidates that may separate and provide a basis for
early mentoring to overcome limiting factors. These can support your hiring process by focusing marketing actions
such as message, channel, frequency of communication, and influencers or identify risk factors overcome through
low levels of mentoring and coaching.
Given the low conversion ratio of applications to offers, also assess candidates for alternative careers with the
MPD that do not require full P.O.S.T. certification (Traffic Incident response, prisoner transport, 911 operators,
other City positions). Actively present alternative careers to candidates at the point they may be unqualified
(physical standard test and medical for example) for the police academy.
Proactive Policing as a Strategy: The intersection of law enforcement and community engagement is one that has
become more complex in recent months. As a result, the City of Memphis’ journey towards “Reimagining Policing”
has placed community policing at its core. This is viewed as a proactive means to enhance policing effectiveness
and improve officer perception by residents. In addition, MPD has long viewed elements such as “Blue CRUSH” as
central to its data driven policing capabilities. These key enablers of effective policing are generally viewed as
disparate areas of focus.
However, based on our analysis, we believe MPD decision makers should view proactive policing as a multi-
pronged strategy consisting of:
• Community policing – Enhanced and positive police and community engagement can lead to more
witness cooperation, crime solving information, and early crime detection as well impact the overall
policing culture and officer perceptions by the community.
27
• Data-driven decision making (i.e. Blue CRUSH) – Access to real time data will enable more efficient
deployment of officers as well as more effective policing operations to more proactively thwart
emerging crime and align targeted policing goals with expected outcomes.
• Officer self-initiated investigations while on Patrol – These activities are comprised of investigations
as a result of time spent on Patrol Routes as well as while performing Blue Crush activities.
MPD may benefit immensely from strategically linking these elements, as well as other proactive practices to
develop a comprehensive proactive policing strategy. Outcomes from each are critical drivers for achieving the
overarching goal to “Reimagine Policing” in the City.
28
Analysis & Recommendations Report | Appendix
Appendix
Appendix A: Summary of Findings and Recommendations
Findings Recommendations
90% of overtime is being spent to meet • MPD should evaluate and reconsider the types of calls that Memphis police respond
minimum staffing levels and to respond to.
to calls for service. o Consider the need to respond to calls such as non-injury motor vehicle
accidents and low-level crimes.
o Consider utilizing a different staffing model leveraging other city services
and community-based services for calls related to homelessness,
substance abuse, and mental health calls.
• MPD should explore establishing non-emergency reporting/self-reporting capability.
o Evaluate options for reducing administrative burden by allowing residents
to self-report non-emergency and other calls online.
o Identify potential calls that could be serviced using self-reporting
capability.
o Evaluate impact to current staffing model.
MPD spends approximately 60K hours • MPD should evaluate alternative methods for performing transport
or 28 FTEs of Patrol Officer time o Identify a different staffing model for performing prisoner or victim
performing Transport. transport.
o Analyze different internal or external options.
Recruitment of new commissioned • MPD should consider routine analysis of the recruiting and hiring lifecycle.
officers is not keeping pace with o Determine key success factors using for candidate sourcing, hiring actions,
attrition to backfill existing vacancies. applicant experience, and Academy attrition.
MPD is 9% below 2021 approved end- o Shifting from a “First-in, First-Out" approach to a “Best-In, Best-Out"
strength and facing a 23% decline in job approach for managing each step in the police recruit process.
applications and 54% drop in new hires o Actively present position alternatives to candidates at various points of
from 2019 to 2020. Academy attrition.
• MPD should assess qualified candidates for support role positions that do not
require Peace Officer Standards and Training (POST) certification.
MPD deploys Uniform Patrol officers • MPD should re-examine current processes and procedures utilized to assign/reassign
across each precinct via a minimum personnel to uniformed patrol.
staffing, equitable distribution model • Evaluate and implement minimum staffing requirements at the supervisory and
versus an optimized model using patrol level based on workload.
workload demand. o Making Data-driven policing places officers where they are needed most
to meet community and internal demands.
o Data-driven policing enhances problem-solving and builds trust and in the
community through transparency and accountability.
MPD’s workforce management • MPD should acquire and implement technology systems to allow management and
capabilities rely on highly manual, supervisors to more efficiently manage the department based on data.
paper-based processes and do not • MPD should consider automating key processes related to workforce management
facilitate a data-driven approach to such as scheduling, staffing, wellness, and budgeting.
Strategic Workforce Management. o The Department’s “Blue Crush” initiative is an excellent example of how
data can be leveraged to manage crime and apply officers to the highest
need area. “If you are not measuring it, you can’t manage it.” MPD now
needs to take the same data driven approach it uses on mission activities
to how it manages its workforce.
29
• MPD should consider how functional changes can be made to support the
implementation of the recently acquired Workforce Management Technology.
o MPD should look beyond the technology to understand what changes can
be made to further drive MPD’s ability to meet overall strategic outcomes.
o Define strategic outcomes for how you manage your workforce, then
define how the technology, people, process, data, and governance
integrate.
Appendix B: 21st Century Policing Taskforce Pillars and Staffing and Deployment
Considerations
Below we’ve noted the 21st century policing taskforce pillars that frame MPD reimagine policing strategy and have
outlined their respective impacts to staffing and deployment.
21st Century policing task force pillar Impact to staffing and deployment
Pillar one: Pillar one seeks to provide recommendations on building trust between Police & Residents.
Building trust and legitimacy MPD’s ability to staff and deploy officers to support community engagement activities in an
effective manner are of critical importance. Additionally, the pillar notes the goal to create a
workforce that encompasses a broad range of diversity including race, gender, language, life
experience, and cultural background. These factors can be imbued in the Recruitment and
Hiring and broader Workforce Management Processes.
Pillar two: Pillar two emphasizes that if police are to carry out their responsibilities according to
Policy and oversight established policies, those policies must reflect community values. This further highlights the
need to have a measured approach to community engagement. Furthermore, keeping
officers up to date on policy changes/development will require a strategic approach to
training.
Pillar three: Pillar three highlights how technology can improve policing practices but must be
Technology and social media implemented based on a policy framework with goals and purposes clearly delineated. The
ecosystem of Mission and Management systems should be looked at holistically and
implemented/maintained to support MPD’s purpose and goals.
Pillar four: Pillar four speaks to how Law enforcement should develop and adopt policies and strategies
Community policing & crime reduction to reinforce community engagement in community policing & crime reduction. Supporting
this pillar requires the staffing and deployment of multidisciplinary, community teams for
planning, implementing, and responding to crisis situations.
Pillar five: Pillar five speaks to the need for expanded and more effective training for officers given the
Training and education wide variety of challenges including international terrorism, evolving technologies, rising
immigration, changing laws, new culture mores, and a growing mental health crisis.
Pillar six: Pillar six focuses on the proper implementation of officer wellness and safety as a multi-
Officer wellness and safety partner effort. Workforce Management practices should support management, tracking, and
monitoring across multiple dimensions such as shift assignments, shift length, and officer
commute time given impacts on officer fatigue.
Appendix C: Methodology
We used both qualitative and quantitative measures to conduct the analysis of MPD operations relating to patrol
officer activities. The methods used were designed to capture current state operations holistically from both an
internal and external stakeholder point of view.
Qualitative Data: Stakeholder Interviews

Deloitte conducted a series of one-hour virtual interviews with stakeholders identified. The interviewed
stakeholders provided a qualitative dataset required for conducting this Analysis Report. The interviews were
30
based upon predesigned question batteries that were tailored to the respective interviewee’s
stakeholder position (and rank where applicable). Stakeholders were identified as being internal to the Memphis
Police Department, internal to the City of Memphis, or external. Deloitte conducted a total of 18 stakeholder
interviews, with a minimum of five additional interviews to be conducted.
Interview Demographics – Internal Stakeholders
• MPD Personnel:
o Executive Command Staff
o MPD Colonels
o MPD Lieutenants
o Patrol Officers
o Communications Manager
o Finance Manager
• City Council Members
• Human Resources Analytics Manager
• Chief Data Officer
Interview Demographics – External Stakeholders
• One member of the Shelby County Crime Commission

• One member of the Memphis Civilian Law Enforcement Review Board (CLERB)
Operational Document Review

We reviewed the following operational documents.
• 2018 MPD Annual Report

• 2020 Payroll Schedule – Cut off
• City Compensation Manual
• Commissioned Officers Retirement Plan Summary Document
• FY21_July 1 2020 Pay Plan
• Memphis Police Association 2017-2021 MOU
• Memphis Police Department Policy and Procedure
• MPD Hiring Strategic Review
• Organizational Chart July 2017
• Q1 FY21 MPD Recruiting and Retention Update
• 12-11-20 November 2020 MPD Crime Summary
• 12-13-20 Raines Weekly Report Dec 07 to 13
• 12-17-20 BC 761 Ridgeway Station
• 12-30-20 Crump Daily Report Dec 30
• 1-4-21 2020 Crime Summary
• 1-19-21 Blue CRUSH Crimes by Station by Year
• 1-20-21 FY@! OT Reports – Pay Period 1
• 1-15-21 MPD Recruiting and Graduation Numbers
31
• 1-19-21 Event Types 2019

• 01-01-21 Special Events SOP
• July 4th Firework Incident Log
• November 2016 Valero Sign Up Sheet
• Special Events turn by turn
• Special Events – Detail Roll Call
Quantitative Data
We reviewed and used the following Data for our quantitative Data Analysis.
• Current Workforce Snapshot as of 1/23/2021

• Police Hiring 2019-2020
• Police Attrition & Separations 2019 – 2020
• MPD Officers working additional employment as of 01-01-21
• 2019 and 2020 CAD Data
• 2019 Transport Data (1/1/2019 – 12/4/2019)
Appendix D: Workforce Demand Components

To define Workforce Demand, we used the following definitions:
Component Definition
Calls for service Time spent responding to calls for service of different priority categorization and including travel time and time to
(CFS) close the scene. This also includes the number of Officers on scene required to respond to a call.
Demand for this category can be measured by analyzing periodic /cyclical trends in CFS as well as for monitoring
emergent trends in call volumes by different dimensions (day, week, type, volume). These calls are demand that a
Police Department responds to reactively due to activities in the community.
Proactive policing Time spent on activities to promote public safety outcomes and deter crime. This includes pro-active patrol such as
MPD’s Blue CRUSH activities to saturate hot spots, Community policing such as meeting with neighborhood watch
groups, Officer initiated “specials” or investigations while on Patrol.
Given the Proactive nature of this component, a dedicated amount of time is established due to needs of
community, crime rate, or situation while on patrol.
Special events Time spent providing presence or security support for community or other public events. Events are a mix of large
(city-wide) events or local (community food drives). Some cyclical events can be estimated throughout the year
whereas other events are planned for as they are requested.
Administrative General Administrative Time spent on daily roll call, equipment maintenance, logging officer videos (body cams and
car cams), court appearances, logging reports, requesting schedules, logging time, requesting time off, or other
administrative duties.
Administrative time should be measured and monitored to drive operational enhancements.
Training Time spent training officers and how that time is used. This category is should be planned for to estimate total
workforce demand. This includes training across different career models and levels.
Other – Transport Time spent transporting prisoners to the appropriate facility e.g. Shelby County Jail, Mental Health Hospital, etc. This
time includes wait time and potential intermediate stops such as the Hospital. Additionally, time spent transporting
victims to the appropriate facility or to provide statement.
32
Appendix E: Workforce Supply Components

To define Workforce Supply, we used the following definitions:
Headcount Total headcount of Patrol Officers available to meet workforce demand including reserve/auxiliary
support.
Organizational The overall structure of the organization focused on supervisory/reporting relationships, number of
Structure career models, and flexibility of career models.
Shift Structure The number of shifts, shift length, number of officers allocated per shifts, and how those shifts are
distributed across 24 hours or on a periodic basis.
Assignment/Patrol The daily assignment of police officer duties to support mission activities (patrol, community event
Structure support, etc.)
Leave Management Time where Officers are not available due to time off for planned or unplanned leave on a daily basis
as well as short- or long-term absence.
Workforce The measurable knowledge, skills, abilities, behaviors, and other characteristics that individuals have
Competencies to perform work roles or functions successfully.
Appendix F: Workforce Management Components

To define Workforce Management, we used the following definitions:
Staffing The process for identifying and slotting officers to meet workforce demand. This process includes filling
Management shift complements, backfilling due to leave, and call backs or holding officers over due to spikes in
workforce demand.
Schedule The proactive management and forecasting of officer schedules due to periodic changes in demand.
Management
Budget The retroactive management and analysis of budget impacts by tracking scheduled hours vs. Actual hours worked,
Management tracking workforce demand signals, and recommending pushing or pulling of other workforce management levers
available.
Fatigue/Wellness The process for tracking and monitoring of officer wellness and fatigue by looking at items such as events worked,
Management type of events worked, consecutive number of hours or days worked, and commute time.
Recruitment The process for recruiting and hiring officers across all levels to meet demand. This includes tracking overall
Management pipeline to analyze trends and monitor overall flow.
Retention The process for actively managing officer retention and attrition to meet demand. This includes tracking attrition
Management and retention across various measures to monitor trends and understand impacts to proactively develop
strategies.
Learning and The process for the strategic enhancement or development of workforce competencies to support successful
Development performance in support of mission outcomes. This includes developing and executing the strategy for training
Management delivery through various methods such as in person, on the job, role based, virtual, etc.
Appendix G: Priority 3 Call Types and Potential FTE Savings
Priority 3 Call Type Yearly Total Est. (hours) Potential FTE Saving
Accident 105464 49
Mental Consumer 58791 27
Crime scene 52823 25
33
Theft 31612 15
Warrant Pickups 16594 8
Auto Theft 12770 6
Domestic Disturbance 11769 5
Check on welfare of individual 8881 4
Burglary Report 8782 4
Holding a Prisoner 8626 4
Vandalism 6451 3
Disturbance 3653 2
Request for DUI van 3157 1
Fight 3005 1
Armed Person 2568 1
Dog call 2325 1
Suspicious Person 2265 1
Drunk 1912 1
Carjacking 1061 0
Shots fired 941 0
LICENSE PLATE READER HIT 826 0
Prowler 783 0
Harassing Phone Calls 687 0
Suspicious Vehicle 492 0
9-1-1 Hang-up Call 453 0
Robbery 391 0
Missing Person 345 0
Criminal Assault 285 0
Drug Overdose 209 0
Suicide 42 0
Persons Selling Drugs, Drug Houses, 40 0
etc
Suspicious Package 23 0
INV 11 0
Safer at Home Executive Order 6 0
COVID-19
Armed Robbery 3 0
Stray 3 0
Scene call from Wrecker Company 2 0
Complaint 0 0
Investigation 0 0
Total 348049 162
Appendix H: Priority 4 Call Types and Potential FTE Savings
Priority 4 Call Type Yearly Total Est. (hours) Potential FTE Saving
Traffic Stop 111011 52
Complaint 41516 19
Investigation 37943 18
Directive Patrol 36592 17
Complaint (Not covered by another 14597 7
type)
Transport car for bureau or another 7309 3
unit
Loud Music 5910 3
Traffic Violation/Parking Violations 5474 3
Found Property 2439 1
Fireworks 1954 1
34
Recovery of a stolen vehicle 1340 1

Signal 5 Victim to a Location 1207 1
Runaway Returned 638 0
Harassing Phone Calls 235 0
Emergency Phone Msg 117 0
Out of Vehm Cking Bldg 72 0
Car Alarm 46 0
INV 8 0
Stray 6 0
Disturbance 6 0
Office of Emergency Management 2 0
Domestic Disturbance 2 0
Armed Person 1 0
Cancel Request 1 0
9-1-1 Hangup Call 1 0
Equipment Issues 0 0
BE ON LOOKOUT 0 0
Drunk 0 0
Abandoned Vehicle 0 0
Total 268430 125
Appendix I: Priority 5 Call Types and Potential FTE Savings
Component Yearly Total Est. (hours) Potential FTE Saving

Abandoned Vehicle 8841 4
Missing Person 5931 3
Traffic Control 4765 2
Directive Patrol 2564 1
Vandalism 2092 1
Property, vehicle, animal, etc. 1561 1
ANIMAL CRUELTY 488 0
Out of vehicle on Foot Patrol 381 0
BE ON LOOKOUT 172 0
Loud Music 2 0
Fireworks 1 0
Shots fired 1 0
Complaint 0 0
Investigation 0 0
INV 0 0
Stray 0 0
Total 26801 12
Appendix J: Sources
We reviewed the following external documents, news, and other media:
1
“Memphis Crime Rate: Crime STATISTICS Memphis Tn: Mscc.” Accessed February 10, 2021.
https://memphiscrime.org/the-stats/.
2
In this document, we define Full Time Equivalents as the total time an officer working a standard work schedule,
43 hours, across a 52-week year, minus 2 weeks of leave. This equates to 2,150 total hours.
3
https://cdn.ymaws.com/counciloncj.org/resource/resmgr/covid_commission/Year_End_Crime_Update_Design.p
df .
35
4
There are multiple standards for reporting crimes. MPD reports individual crime incidents for both violent and
property crimes, which is consistent with the method used by COCJ, whereas the Tennessee Bureau of
Investigation(TBI) tracks number of victims for violent crimes and the number of incidents for property crime.
5
2020 Crime Summary – MPD Internal Document
6
Staff, FOX13 Memphis News. “One Month of Memphis Social Injustice Protests.” WHBQ, June 27, 2020.
https://www.fox13memphis.com/news/local/one-month-memphis-social-injustice-
protests/BSJ72K5E7RCC7CDZI4U53JJKCI/.
7
“Home.” Reimagine Policing in Memphis, January 11, 2021. https://reimagine.memphistn.gov/.
8
For the purpose of this study we have defined Patrol Officers as those assigned to Precincts to perform Patrol
Activities (not administrative or other support functions).
9
“Smart Policing: Top Five Policing Innovations Shaping the Future.” Deloitte United States, October 22, 2018.
https://www2.deloitte.com/us/en/pages/public-sector/articles/future-of-policing-and-law-enforcement-
technology-innovations.html
10
“An Analysis of police department staffing: How many officers do you really need” – McCabe, James E. ICMA
Center for Public Safety Management White Paper, 2013.
11
FY21 OT Reports – Pay Period – MPD Internal Document
12
Current Workforce Snapshot – Internal MPD Document
13
Call Priority is automatically assigned by Dispatch system
14
Call Taking Techniques – Internal MPD Document
15
“Co-Responder Programs.” Colorado Department of Human Services, July 2020.
https://cdhs.colorado.gov/behavioral-health/co-responder
16
Bay, Author: 10 Tampa. “Sheriff Expands Program for Teams Responding to Mental Health Calls in Pinellas
County.” wtsp.com, September 23, 2020. https://www.wtsp.com/article/news/local/pinellascounty/pinellas-
county-sheriff-office-mental-health-calls-program/67-6f966e56-c1db-4b44-9171-67bf39d2ff4a.
17
“Online Police Reporting System.” Police, February 2, 2021. https://police.arlingtonva.us/online-police-
reporting-system/.
18
2019 Transport Data – Provided by MPD
19
City of Memphis Data Hub data files for headcount, attrition, and hiring
20
MPD Current Staffing and Recruiting data file as of January 15, 2021
21
The chart shows the actual attrition of MPD sworn officers and newly hired police recruits. PSTs who successfully
become sworn officers are not captured as new hires but are reflected in the overall headcount changes.
22
Deloitte Internal Law Enforcement Case Study
23
Software, VCS. Jobs4Blue Case Study: Hillside Police Department, NJ. Accessed February 11, 2021.
https://blog.vcssoftware.com/jobs4blue-case-study-hillside-police-department-nj.
24
Memphis Police Association Memorandum of Understanding
36
About Deloitte
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte
LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of
Deloitte USA LLP, Deloitte LLP and their respective subsidiaries. Certain services may not be
available to attest clients under the rules and regulations of public accounting.
Copyright © 2021 Deloitte Development LLC. All rights reserved.

37

Deloitte Analysis Recommendations Report

Uploaded by

Copyright:

Available Formats

Deloitte Analysis Recommendations Report

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Deloitte Analysis Recommendations Report

Uploaded by

Copyright:

Available Formats

Analysis & Recommendations Report | Implementation Roadmap

Analysis & Recommendations Report

Findings and Recommendations 9

Figure 1: 2019 to 2020 Change in Crime

other support functions).

Our Model for Analyzing Staffing and Deployment of Patrol Officers

Management White Paper, 2013.

Figure 2: MPD Patrol Officer Analysis Staffing and Deployment Model

Findings and Recommendations

Figure 3: FY21 YTD Overtime Spend Breakdown

11 FY21 OT Reports – Pay Period – MPD Internal Document

Figure 4: Yearly Patrol Officer Workforce Demand Estimate

12 Current Workforce Snapshot – Internal MPD Document

Figure 5: 2019 – 2020 Calls For Service Trends

0 5,426 5,416 0% 149,132 156,909 5%

1 177,076 183,507 4% 509,553 531,887 4%

2 141,298 135,260 -4% 294,816 334,819 14%

3 123,187 112,888 -8% 300,658 348,049 16%

4 271,138 192,240 -29% 312,294 268,430 -14%

5 11,410 12,246 7% 24,281 26,801 10%

6 1 17,192 N/A 3 74,732 N/A

Total 729,537 659,305 -10% 1,590,738 1,742,316 10%

Figure 6: 2020 Calls For Service Total Service Time Priority

Figure 7: Priority 3, 4, and 5 Call Types and Estimated FTE Impact

15 “Co-Responder Programs.” Colorado Department of Human Services, July 2020. https://cdhs.colorado.gov/behavioral-health/co-responder

Recommendation: MPD should explore establishing a non-emergency reporting/self-

Case Study on Self-Reported Crimes: Virginia’s Arlington County Police Department

Figure 8: ACPD Self-Reportable Crimes and Criteria

18 2019 Transport Data – Provided by MPD

Recommendation 3: MPD should explore alternative methods for performing

Figure 9: Commissioned Officer Workforce Supply Trends 2016 - 2021 20

Police Recruits 5,323 4,112 -23% 186 86 -54%

Recommendation: MPD should develop and implement a data-driven Talent

MPD and City HR should consider analysis of

22 Deloitte Internal Law Enforcement Case Study

Figure 11: Patrol Officer Headcount by Shift

Figure 12: Patrol Officer Headcount by Calls for Service Volume

Figure 14: Patrol Officer Headcount CFS Volume

Airways Station 137 19

Appling Farms Station 149 45

Austin Peay Station 147 51

Crump Station 156 36

Mt. Moriah Station 146 43

North Main Station 137 5

Raines Station 157 78

Ridgeway Station 147 22

Tillman Station 143 26

Recommendation: MPD should re-examine staffing processes to optimize how Patrol

Finding: MPD’s workforce management capabilities rely on highly manual, paper-

Figure 15: MPD Current Overtime Backfill Process

Recommendation: Automate key processes related to workforce management such as

Recommendation: Consider how functional changes can be made to support the

24 Memphis Police Association Memorandum of Understanding

Qualitative Data: Stakeholder Interviews

Interview Demographics – Internal Stakeholders

Interview Demographics – External Stakeholders

• One member of the Shelby County Crime Commission

Operational Document Review

• 2018 MPD Annual Report

• 1-19-21 Event Types 2019