Contributed by Tom Kanewske, VP of Business Development at Derive Systems.
A frequent challenge for police departments is paying for the programs, equipment, and products they need; and since the start of the recession these funding challenging have been further exacerbated by severe budget cuts and reduced funding. These difficulties, along with the cyclical nature of public funding and strict budget approval processes, have made it frustratingly difficult for agencies to invest in new programs or equipment they need.
How can agencies find the funds to attain new products and equipment? Invest in solutions and implement processes that help reduce costs and generate savings.
First and foremost, examine the department’s procedures and activities to find inefficiencies that are draining valuable time or resources. For instance, responding to false alarms from home security systems accounts for 10 to 25 percent of service calls, meaning that up to a quarter of resources invested are going to waste. To address this issue, several police departments require the alarm company to conduct some type of alarm verification before a unit is dispatched. Others cut down on false alarms by requiring secondary confirmation by telephone. The St. Petersburg Police Department saw a drop in false alarm calls by 46.4 percent after implementing similar processes.
One of the most important operational costs to minimalize are those of vehicles. The average annual fuel cost of a conventional patrol car is $4,322, a significant cost when multiplied across dozens, if not hundreds, of vehicles. Some departments, like that of Alexandria, “pay up” for newer vehicles with higher MPG rates while others look to technology to reduce fuel consumption. The police department of Port St. Lucie, Florida found a solution that made focused changes to its vehicles’ generic OEM calibration to deliver significant reductions in fuel usage, specifically when the vehicles idled. The technology enables its fleet to idle at a lower RPM, meaning less fuel consumption, lower costs, and a smaller carbon footprint. Port St. Lucie’s switch to engine calibration software resulted in 12 percent total fuel savings, and the department expects the software to pay for itself in less than a year.
Another way for departments to provide quality services at a reduced cost is to place greater emphasis on data-driven approaches for identifying problematic communities. For example, research has indicated that 10 percent of the locations visited in the course of an officer’s day are linked to 60 percent of the crimes committed in their area. Using data analytics, police can identify these vital areas and implement focused foot patrols to on these problem areas, reducing fuel consumption as well as crime and disorder. The agencies in Washington DC estimated they save 260,000 gallons of fuel a year through increased foot patrols in target areas. On top of the community policing benefits and fuel savings, this method also provides great PR value to departments due to utilization of cheaper, “greener” solutions.
The savings that a department can generate from implementing these practices is considerable. It’s been determined that reducing false alarms typically saves 40 minutes of officer time per false alarm averted, which translates to about $50 to $120 per call averted in personnel time, fuel and vehicle wear and tear. Additionally, the engine calibration solution that Port St. Lucie installed on their fleet vehicles saves their department around $280 per vehicle per year. Furthermore, it is estimated that the Washington DC agencies’ utilization of increased foot patrols saved those departments approximately $840,000 a year on gas costs.
Law enforcement agencies are distinctly challenged with combating real-life issues regarding the safety and security of their local communities, while also balancing tight fiscal budgets. By investing in smart, sustainable solutions that allow officers to do their jobs more efficiently while also saving money, police departments can take the lead in overcoming these obstacles and continue to deliver exemplary service to their communities.
Tom Kanewske is the Vice President of Business Development at Derive Systems. With a focus on providing fleets unmatched value through validated fuel savings, Tom has guided Derive Systems’ fleet division, Derive Efficiency, since 2014.
Prior to Derive, Tom served as a subject matter expert for the US Air Force and subsequently Northrop Grumman, where he worked to secure international defense sales and ensured broad technology protection measures were in place.
Tom holds a BS in Environmental Engineering from the US Air Force Academy and a Master’s in Public Policy, specializing in international relations and negotiations from Johns Hopkins University.
Tom Kanewske | Business Development Manager
Tom Kanewske is the Vice President of Business Development at Derive Systems. With a focus on providing fleets unmatched value through validated fuel savings, Tom has guided Derive Systems’ fleet division, Derive Efficiency, since 2014. Prior to Derive, Tom served as a subject matter expert for the US Air Force and subsequently Northrop Grumman, where he worked to secure international defense sales and ensured broad technology protection measures were in place.
Tom holds a BS in Environmental Engineering from the US Air Force Academy and a Master’s in Public Policy, specializing in international relations and negotiations from Johns Hopkins University.
