Bowie Police Department

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.


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


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


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


Hire 3 Sworn Officers Add Detective Add Corporal to DRT Re-task Sergeant to Administrative

Sergeant Assume Commercial and Residential

Robberies


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


Purchase evidence lab equipment Replace batons


Hire 2 Sworn Officers Add Officer to DRT Hire civilian Crime Analyst Replace last round of Tasers Replace first round of Firearms


Hire 2 Sworn Officers Add roving Middle School SRO Add roving Elementary School SRO Replace second round of firearms


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 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.


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

Documents

Bowie Police Department