barbieri presentation slides
TRANSCRIPT
Springfield Police Department Deputy Chief John Barbieri
5 Priority Objectives
Project Goals
Re-engineer police services to positively impact crime, quality of life and fear of crime issues.
Improve quality of service and stakeholder satisfaction.
Objective 1
Initiate a movement towards a proactive patrol centered department ideology. Shift department personnel from
current reactive model, currently approximately 49 % of sworn personnel assigned to bureaus and investigatory
units, and approximately 51% of sworn personnel assigned to the uniformed division. Incrementally shift personnel to a more proactive model that is consistent with national police staffing patterns of approximately
30% of sworn personnel assigned to investigatory billets and approximately 70 % of sworn personnel assigned to
the uniformed patrol division.
Objective 1
This would provide an increased number of uniformed patrols utilizing crime analysis to conduct proactive
patrol and to respond to reported crime in progress more rapidly and efficiently.
Objective 1
A. Review of current department usage of solvability rates
and the assignment of investigatory personnel with goal
of improved efficiency.
B. Review of departmental models where this is current in
practice (Philadelphia, PA Police successfully
completed this transition).
C. Open dialogue and communication with departmental
personnel and unions with goal of education and
acceptance regarding the requirement of personnel
adjustments.
- Officers assigned to uniformed patrol would additionally gain an
increased opportunity to perform in nontraditional manners –
plainclothes details; bicycle patrol; foot patrol; community
outreach; etc…
Objective 1 - Work with the Unions and conduct joint research into effective
policies already in use by other departments for selection of
personnel for assignments in specialty bureaus, in order to
establish confidence in the process and improve employee
morale.
D. Gradual incremental transfer of specialty bureau
personnel to uniform proactive patrol as
improvements are made in investigative efficiency.
E. Use of overtime funding traditionally utilized to
supplement unformed patrol to instead fund any
required investigatory overtime during the transition
period.
Objective 2
Delivery of Improved Response Times
Objective 2 Delivery of improved response times:
o Reassess current strategies to develop a strategically efficient use of available resources to provide prompt police response for both emergency and non-emergency calls for service and timely proactive responses to crime patterns:
• Reassess and further define policies and
guidelines for strategic use of officers
assigned to specialty units and/or overtime
for incidents when demands for service are
beyond capacity
Objective 2
– Reviewing calls for service for high volume
times/serious incident locations that result in delayed
police response due to staffing. Evaluation of
alternative responses and/or available overtime funds
potentially utilized to supplement staffing during
incidences traditionally causing delayed or diverted
police response. Overtime spending would remain
within the current budgeted parameters and would be
based on actionable intelligence, measurable objectives
and verifiable outcomes.
– Improved use of crime analysis and intelligent led
policing models. More timely feedback to effected
sworn personnel and improved responses to detected
crime patterns.
Objective 2
– Researching, developing and implementing call
diversion procedures for non emergency calls for
service to reduce demand for available emergency
units.
– Selection of research personnel: Immediate start after
selection - research of existing applicable effective
policies currently in use in similar sized police
departments. Policy either be amended to suit this
department or policy will be created if no suitable
existing policy discovered.
– Departmental personnel trained, and a public education
campaign conducted regarding any newly developed
call diversion procedures.
Objective 3
Create increased levels of service through clearer lines of delegation of authority and responsibility for line supervisors.
Objective 3
- Inclusion of line supervisors in review of crime
analysis, calls for service and quality of life issues.
Mandating the attendance of uniformed division
supervising Lieutenants at weekly COMPSTAT staff
meetings to re-affirm the clear lines of geographical
authority and responsibility within the department.
- Weekly communication, training when required, and
enhanced accountability for the supervision of their
assigned personnel and police activities in their
assigned areas of responsibility.
Objective 3
- Having the Sector Lieutenants at the weekly meetings
would result in an increased use of overtime pay. The
goal is to improve line supervisor and sector officer
accountability resulting in the more efficient use of on
duty personnel. Overtime costs should be offset by
improved response and a resultant reduction in funds
required to support traditional on duty efforts.
Objective 4
Building relationships with stake-holders for collaborative problem solving; enhanced communications and unified effort.
Objective 4
Review of sector Beat Management meetings to enhance meeting locations and environments to improve attendance and encourage participation.
- Survey conducted regarding days of week and times best suited for community involvement.
- Locations scouted and stakeholders consulted regarding meeting places for meetings – professional environments, research regarding potential child care, refreshments and other enticements for community participation.
Objective 4
B. Incorporation of Crime Watch model into the Beat management meetings. Officers assigned to the Ordnance Unit would require Crime Watch training and would assume the mantle of neighborhood crime watch coordinators for their assigned sectors. These officers would work with crime watches already in service by coordinating and assisting Sheriffs’ Department employees currently operating grant funded crime watch activities.
C. Incorporation of C3 Policing Model, adapted for municipal policing, to provide nontraditional outreach efforts in neighborhoods where residents are in fear, inured or apathetic to crime conditions.
Objective 5
Development and implementation of measurement and feedback processes to modify and enhance operations as required regarding calls for service.
Objective 5
- Internal analysis of emergency responses for quality assurance.
- Customer satisfaction surveys for non-emergency responses i.e. callbacks by CAD; surveys at Beat Management meetings; emails and through the mail service.
C3 Policing Model
Counter Criminal Continuum Policing
Training
Training
Training not only develops law enforcement professionals, it reduces the
city’s liability.