West Valley City Police Department Strategic Plan Update December 11, 2012 Chief Thayle “Buzz” Nielsen

2 TRADITIONAL POLICING 1 st Response Patrol Reactive TRADITIONAL POLICING 1 st Response Patrol Reactive INTELL-LED POLICING Preventative Proactive INTELL-LED POLICING Preventative Proactive SUPPORT STAFF Non – Sworn Personnel SUPPORT STAFF Non – Sworn Personnel Strategic Plan Community Citizens City Council Service, Integrity, Respect

SALT LAKE VALLEY POLICE ALLIANCE Shared Services Model ACCOMPLISHMENTS: ▫Shared Forensics & Evidence building with Salt Lake City and other agencies. ▫Joint Vice training and enforcement ▫Palantir ▫Purchasing  Vests  Cameras 3

4 Chief Deputy Chief Uniformed Operations Lieutenant Field Commander Day Shift Sergeant Day Shift Sergeant Day Shift Sergeant Traffic Unit Lieutenant Field Commander Afternoon Shift Sergeant Afternoon Shift Sergeant Afternoon Shift Sergeant K-9 Unit Lieutenant Field Commander Graveyard Shift Sergeant Graveyard Shift Sergeant Graveyard Shift Sergeant Graveyard Shift Lieutenant Field Commander Cover Deputy Chief Strategic Policing Lieutenant Investigations Sergeant Team 1 Sergeant Team 2 Sergeant Schools Sergeant CSU Lieutenant Special Operations Sergeant IIU Sergeant SIU Sergeant NNU Sergeant FBI Task Force Deputy Chief Administration Director Forensics Supervisor Evidence Lieutenant Training Sergeant Training Sergeant PIO, Special Events Deputy Chief Financial Operations Budget Manager Lieutenant Grants & Contracts Grants and Contracts Purchasing Valley Police Alliance Director Records Supervisor Records Supervisor Records Risk Administrative Assistant Sergeant Internal Affairs P.S.R.B. Lieutenant Ex-O Administration WVCPD Intelligence-Led Policing Model

ECONOMIC ENVIRONMENT REORGANIZATION GLOBAL ECONOMICS GRANT ISSUES PENDING ▫PROJECT SAFE NEIGHBORHOOD 5

View of Police Department SWORN:NON-SWORN: ▫194.5 Authorized; Deployed46 Authorized; 44 Deployed  deployed deployed  deployed deployed SWORN ETHNICITY/GENDER: ▫RACE  Caucasian- 165  Asian- 4  African American-4  Polynesian- 6  Hispanic- 9 ▫GENDER  173 Males  15 Females * totals as of November 30,

City Council Action Item Strategic Plan Goal #4 Integrate, monitor and prepare more collaborative partnerships between Community Services Officers and Code Enforcement. Enhance and integrate partnership between Police Dept. and Community Preservation Dept. Benchmark Measure: Monthly report on meetings; train all new Community Services Officers within 2 months of assignment. Results: 3 Meetings as of 1st quarter FY = 25% All CSOs currently trained. 7

City Council Action Item Strategic Plan Goal #6 Accelerate enforcement process for repeat code enforcement offenders. Decrease trend in police calls for service from multi- family rental unit community. Benchmark Measure: bring police calls for service below the following threshold: - Arlington Park: 40 calls monthly - Westlake Area: 450 calls monthly - Large Complexes: 500 monthly Results: Arlington Park: 22.6 calls Westlake Area: 383 calls Large Complexes: 296 calls (100% Completed) 8

City Council Action Item Strategic Plan Goal #9 Reduce crime through police efforts, education, and involved citizens. Initiate investigations into Drug Trafficking Organizations. Benchmark Measure: 5 in one fiscal year Results: 2 investigations opened as of 1st quarter FY = 40% 9

City Council Action Item Strategic Plan Goal #9 (cont.) Reduce crime through police efforts, education, and involved citizens. Direct Special Projects hours toward the suppression of identified crime trends. Benchmark Measure: 300 hrs. annually Results: 1738 hrs. as of 1 st quarter FY 10

City Council Action Item Strategic Plan Goal #9 (cont.) Reduce crime through police efforts, education, and involved citizens. Produce crime maps to identify crime trends. Benchmark Measure: 12 maps annually Results: 7-16 maps produced on weekly basis = 100% 11

City Council Action Item Strategic Plan Goal #9 (cont.) Reduce crime through police efforts, education, and involved citizens. Undertake & complete projects geared to decrease targeted crime trends and/or increase proactive patrol and citizen contact. Benchmark Measure: 12 projects annually Results: 3 projects completed as of 1st quarter FY = 25% 12

City Council Action Item Strategic Plan Goal #11 Reduce speed in neighborhoods. Identify top 10 traffic accident locations and conduct enforcement. Benchmark Measure: Reduce traffic accidents by 10% Results: Accidents are down 33% from same quarter last year. 13

City Council Action Item Strategic Plan Goal #11 (cont.) Reduce speed in neighborhoods. Deploy speed trailer in neighborhoods. Benchmark Measure: 50 deployments annually Results: 0% complete – speed trailer is still incapacitated 14

City Council Action Item Strategic Plan Goal #12 Increase public safety visibility in the City Coordinate child safety presentations at WVC elementary schools. Benchmark Measure: 20 PD presentations annually Results: 6 completed as of 1st quarter FY = 30% 15

City Council Action Item Strategic Plan Goal #12 (cont.) Increase public safety visibility in the City Document, track, and reply to citizen contacts. Benchmark Measure: 95% of citizens contacted within 48 hrs, monthly report detailing division action. Results: 100% contacts made as of 1st quarter FY 16

City Council Action Item Strategic Plan Goal #12 (cont.) Increase public safety visibility in the City Provide community crime prevention education. Benchmark Measure: Police representation at 24 community events annually. Results: 30 events attended as of 1st quarter FY = 125% 17

City Council Action Item Strategic Plan Goal #12 (cont.) Increase public safety visibility in the City Strengthen relationship between PD and business community. Benchmark Measure: Participate in 12 Business Watch meetings & 6 Workplace Safety presentations by June Results: 6 Business Watch (50%) and 2 Workplace presentations (33%) attended as of 1st quarter FY. 18

Police Department Goal Areas Administration Records Training Crossing Guards Evidence Forensics Community Services Investigations Patrol Special Operations 19

Police Department Action Item Administration Goals Study, design, implement, and review consolidated and shared projects with the Valley Police Alliance. Benchmark Measure: 4 projects annually Results: - Share building with forensics & evidence - Joint vice training & enforcement - Palantir - Joint purchasing of equipment 100% as of 1st quarter FY 20

Police Department Action Item Records Goals Input priority reports in a timely manner Benchmark Measure: 75% of priority reports within 24 hours) Results: 100% in 1 st quarter FY 2012 Create and implement two projects that focus on improving efficiency. Benchmark Measure: 2 this fiscal year Results: Department reorganizaton Implementing upgraded Spillman RMS 100% as of 1st quarter FY 21

Police Department Action Item Training Goals Provide leadership/management training for all sergeants and lieutenants. Benchmark Measure: 40 hours annually Results: 63 hrs. as of 1st quarter FY = 158% Provide skill training for investigators Benchmark Measure: 40 hours annually Results: 30 hrs. as of 1st quarter FY = 75% 22

Police Department Action Item Evidence Goals Purge Evidence Benchmark Measure: 10 times annually Results: 3 times of 1st quarter FY = 30% Audit and evaluate evidence status Benchmark Measure: 8 times annually Results: 2 times as of 1st quarter FY = 25% 23

Police Department Action Item Forensics Goals Develop forensic section policy manual Results: 60% complete as of 1 st quarter FY Train forensic techs to IAI and Utah State Crime Scene Certification Benchmark Measure: Get 5 of 5 personnel trained Results: 4 completed as of 1st quarter FY = 80% 24

Police Department Action Item Community Services Goals Retain a Criminal Activity Contact for each Beat Benchmark Measure: 8 contacts Results: 4 CACS = 50% 25

Police Department Action Item Investigations Goals Create and implement two projects annually to become more efficient as a division. Results: Department reorganization Investigations Section restructuring 25% completed as of 1 st quarter FY Create and implement an intelligence report for investigations. Results: 10% completed as of 1 st quarter FY 26

Police Department Action Item Special Operations Goals Train and maintain detective skills for writing and processing search warrants. Benchmark Measure: 10 hours per Detective annually Results: 5.66 hrs. per detective = 57% as of 1 st quarter FY Train every hotel in the City on drug issues. Benchmark Measure: 6 hotels annually Results: 2 hotels = 33% completed as of 1 st quarter FY Create and implement an intelligence report for Special Ops. Results: In progress. 27

Average Response Times 28 Response Time = the time from when dispatch assigns the call to the time an officer arrives *01/01/12 – 12/01/12 CY

Response Times (Cont.) Priority 1 – in progress or occurred less than 10 minutes ago; immediate threat Priority 2 – occurred more than 10 minutes ago Priority 3 – significant time lapse before called in; no threat Priority 9 – telephonic reporting 29

Calls for Service 30 * 01/01/12 – 12/1/12 *

Part I Crimes are currently down 6% 31 * Excludes December 2012 Based on Calendar Years