bowie police department
TRANSCRIPT
Bowie Police Department
5 Year Strategic Plan 2014
History
Department started in 2006 Initial size and growth based upon
previously developed plan Required speculative planning based
upon like sized jurisdictions Now have a much clearer and defined
vision of City/community needs
Considerations
Proactive versus Reactive Call takers or Service Providers Community needs and feedback Population Economic Considerations Smart and fiscally responsible growth
Areas to Be Addressed
Staffing and Services Organizational Structure Equipment Technology
Staffing and Services
Numerous ways to measure and formulate
Rarely a one size fits all approach Must be examined from different
levels and directions Staffing is not just numbers but the
proper and efficient use of resources
Staffing By Population
Bureau of Justice Statistics and Office of Justice Programs states an average of 1.8 officers per 1,000 residents
Population of 56,000 would put our staffing at 100.8
Does not take into consideration workload, duties, and other important aspects
Staffing By Population
City Planning predictions show a possible increase to 67,000 by 2020*
The key is to predict population changes and plan staffing accordingly
Hiring and training of Officers is an inherently slow process
* Includes annexations and maximum build outs of Karington and Melford
Actual Staffing Levels
Average staffing levels Numerous events can reduce daily
manpower levels: training, court, injuries, and regular time off
Examined time period of January to August of 2013
Actual Staffing Levels
Patrol Units operated at an average of 79% of their full strength *
Specialty Units operated at 69% of their full strength (due to backfilling of Patrol)*
Average strength is a factor when determining proper coverage
* During the January to August period
Geographical Area
City currently has 190 miles of roads At current Patrol staffing levels that is
29 miles per Officer Many calls require a two Officer
response that pulls an Officer away from their assigned geographical area
Duties and Assignments
Important to not only introduce new services but to address any internal weaknesses
It is not only staffing numbers but what are they doing
Work flow, communications, areas of responsibility, span of control
Supervision and Coordination at Command
Level
Currently have an Operations Lieutenant in charge of Patrol and a Support Lieutenant in charge of administrative functions
It is difficult for one Lieutenant to provide proper guidance and hands on supervision to the various Sergeants and squads.
Supervision and Coordination at Command
Level
The Lieutenant needs to serve as a coordinating agent for all of the patrols and their duties
Addition of Call Center, increase in Sworn Officers, data driven policing efforts creates a need for additional Lieutenant and a Captain
Supervision and Coordination at Command
Level The new Lieutenant will be assigned to
Patrol and work the shift schedules of the squads assigned to them
The Captain will focus on day to day operations, oversee the development of policies for the Call Center and move us towards CALEA (Commission on Accreditation for Law Enforcement Agencies)
School Resource Officer
There is currently one SRO assigned to Bowie High School
The Annex presents a challenge for the current SRO so a separate SRO is needed to focus strictly on the 9th graders
Recently found that both positions will now be funded by the County
Community Services
Current programs and outreach efforts have been very successful
Increasing the unit will allow for greater visibility at events, increased presentations/programs and more outreach through schools and HOAs
Training Coordination
Training is a vital component of providing safe and efficient service and reducing liability
While partnerships and outside training are extremely valuable, the Department strives to be as self sufficient as possible to tailor training to meet our specific needs
Training Coordination
As our staff and training expands the need arises to have a coordinating entity
The supervisory position will coordinate all training for both sworn and civilian employee and include annual in-service, lesson plans, certifications, defensive tactics, etc.
Administrative Sergeant
Will track and update all General Orders and procedures as we move towards CALEA accreditation
Over see NCIC certifications, processing area, secondary employment, applicant investigation
Coordinate upkeep and assignments of technology and equipment
Patrol Strength
Currently four of the six squads should be increased by one Officer to provide better overall coverage
We are exploring several shift plans to maximize coverage and efficiently distribute personnel throughout the organization
Directed Response Team
Should be increased by two Officers to allow more flexibility, provide better saturation patrols and address street level drug issues and resident complaints.
Additionally, DRT Officers will receive specialized training to allow them to effectively handle non-violent search warrants and other like incidents
Criminal Investigations
The increase of one Detective will allow a more manageable case load
Assume investigations of Commercial and Residential Robberies
Allow more focus to follow up on domestic violence and missing persons
Crime Analyst and Records Management
Civilian position Ensures that the RMS database is
current and well managed Compiling weekly crime statistics to
determine enforcement strategies
Equipment
As the natural life cycle of our initial equipment comes to end we have to examine future choices for efficiency and financial value
This equipment includes firearms, electronic control devices, body armor, ballistic shields, batons, and cameras
Processing Equipment
As we assume more responsibility in investigations we will also increase our ability to process and submit evidence
Additional equipment includes a Cogent Latent Workstation that will allow for direct submission of fingerprints and a Fuming Chamber for print recovery
Active Shooter Equipment
Active shooters present a myriad of challenges and equipment needs
Helmets, entry tools, long guns, ballistic shields, gas mask
Electric Motorcycles
City has over 60 miles of trails Mountain Bike Patrols are effective in
small ranges but do not lend themselves to full patrol duties
Electric Motorcycles will allow Officers to incorporate the trails into their regular patrol duties
Technology
Technological advancements happen at such a rapid pace that it is difficult to be overly specific when forecasting over a 5 year span
One of the core principals of a professional department is transparency and accountability
Technology
There are many advancements in technology that will aid us in accomplishing this
We currently utilize in car cameras and are investigating both the benefits and costs of body cameras
Technology
Utilize a document management program to track changes to Genreal Orders and procedures
In addition to purchase costs there is the cost of secure data storage
Additional or specialized training for IT personnel may be required
Strategic Plan Goals FY15
Hire 4 Sworn Officers Create Captain Position Create Lieutenant Position Re-task Sergeant to Training Sergeant Combine Traffic Unit and Community
Service Assign SRO to Bowie High Annex
Strategic Plan Goals FY15
Increase Squad D by one Officer Hire 10 Call Takers (April 1, 2015) Purchase equipment for Call Center Open Call Center by June 30, 2015 Replace first round of Tasers Purchase 2 Electric Motorcycles
Strategic Plan Goals FY16
Hire 3 Sworn Officers Add Detective Add Corporal to DRT Re-task Sergeant to Administrative
Sergeant Assume Commercial and Residential
Robberies
Strategic Plan Goals FY16
Collapse to 5 Patrol Squads Begin CALEA accreditation process Replace second round of Tasers Begin to train DRT for Rapid Response
capabilities Purchase DRT equipment
Strategic Plan Goals FY16
Purchase evidence lab equipment Replace batons
Strategic Plan Goals FY17
Hire 2 Sworn Officers Add Officer to DRT Hire civilian Crime Analyst Replace last round of Tasers Replace first round of Firearms
Strategic Plan Goals FY18
Hire 2 Sworn Officers Add roving Middle School SRO Add roving Elementary School SRO Replace second round of firearms
Strategic Plan Goals FY19
Hire 1 Sworn Officer Add Desk Officer or Task Force Officer Replace Last round of Tasers
Call Center
Receive non-emergency calls for service
Call Taker enters the call into a remote County Computer Aided Dispatch terminal
The call is then dispatched by County Communications to the Officer
Call Center
Handles citizen walk ins after hours Monitors and communicates with other
City employees in the field after hours Acts as a central hub for City services
after hours Center records and has access to
cameras at City facilities
Call Center Advantages
Cooperative effort between County Communications and City
Gives residents a direct line to the City PD and helps reduce volume for the County
All information is still captured and entered into the County’s system
Call Center Advantages
Call Takers will meet all established protocols as the County Call Takers to ensure the same quality service
Allows Officers to stay on the County channel
Provides direct contact 24 hours a day for residents to report water main breaks, downed trees, etc.
Call Center Advantages
Provides lifeline for Rangers or other City employees in the field after hours
Provides 24 hour access to the Police Department for residents
Acts as repository for the City’s CCTV system
Acts as a communications hub during emergencies prior to an EOC stand up