Proactive Evaluation of Law Enforcement Services for the Citizens of Spokane Valley

1
Proactive Evaluation of Law Enforcement
Servicesfor the Citizens of Spokane Valley
2
Assessment Why do it?

• Competing
  Philosophies
• If it isnt broken dont fix it.
• Prevent breakage and improve performance.

3
Continuous Assessment and Improvement

• Business Perspective Research and development
• Academic Perspective Observe, analyze,
  experiment and apply
• Health Perspective Preventative care, early
  detection and life style
• Public Safety Perspective Surveillance, crime
  prevention, detection and training
• The City of Spokane Valley Crime Prevention
  program is a proactive
• effort to educate the public and provide
  material and training that will
• reduce opportunities for crime in our city.

4

• "In this business, by the time you
• realize you're in trouble, it's too
• late to save yourself. Bill Gates

5

• There is no city in America that has
• reduced crime as much as we have
• in the last three years,... This is not
• the product of accident. This is the
• product of design. Rudy Giuliani

6
Practicing What We Preach

• CenterPlace (CSIP) May, 2007
• Development Process Reorganization (CSIP) May,
  2007
• Capital Improvements Program Organizational Model
  (CSIP) October, 2007
• Street Master Planning Update Summer, 2008
• Sprague/Appleway Revitalization Plan Fall, 2008
• State Public Records Performance Audit June
  2008

7
Why Now?

• Five years have elapsed since incorporation and
  both the County and the City acknowledge the need
  to revise the current contract for services.
• Elected officials are calling for the institution
  of performance measures and a system for
  reporting results to the community.
• Public safety has been the top priority of the
  City Council since incorporation and therefore
  police services consume the vast majority of tax
  dollars collected.
• A determination of sustainable funding and
  services levels must be made so that a long term
  strategic plan for law enforcement services can
  be developed.

8
Why ICMA?

• International City/County Management
  Association (ICMA)
• ICMA was founded in 1914.
• Part of ICMAs mission is to assist local
  governments in achieving excellence through
  objective information and assistance.
• ICMA provides an information clearinghouse,
  technical assistance, and training and
  professional development to more than 9,100 chief
  appointed administrators, assistant
  administrators, and other individuals throughout
  the world.
• The organization's resources and services reach
  thousands of localities and government personnel
  with an interest in effective leadership and
  management at the local government level.

9
ICMA Consulting Services

• Acts as an objective and trusted broker of
  expertise to offer innovative ideas, lessons
  learned, and leading practices to communities
  facing similar challenges.
• Areas of expertise include public safety
  services, which encompasses
• Organizational development, leadership and
  ethics, training
• Assessments of calls for service workload,
  staffing requirements analysis
• Designing standards and hiring guidelines for
  police, community oriented policing, and
  city/county/regional mergers
• The ICMA Public Safety Services team of
  experienced consultants support a number of
  public safety services projects for jurisdictions
  nationwide.

10
Sampling of ICMA Public Safety Clients

• Hayden, ID
• Lewiston, ID
• Eugene, OR
• Palm Desert, CA
• Washington City, UT
• Lake Havasu, Arizona
• Belton, TX
• Broken Arrow, OK
• Glenview, IL
• Annapolis, MD
• Saginaw, MI
• Wyoming, MI
• Hollywood, Florida
• Westwood, NJ
• East Providence, RI

11
ICMA A global provider of technical assistance
withextensive, on-the-ground experience in

• Afghanistan
• Albania
• Argentina
• Armenia
• Bolivia
• Bosnia Herzegovina
• Botswana
• Brazil
• Bulgaria
• Chile
• Colombia
• Costa Rica
• Croatia
• Czech Republic
• Ecuador 
•  

• Kenya
• El Salvador 
• Ethiopia
• Georgia
• Guatemala 
• Guyana
• Haiti
• Honduras 
• Hungary
• India
• Indonesia
• Iraq
• Jamaica
• Jordan
• Kazakhstan 

12
Proposal Assessment of
Law Enforcement Services
for The City of Spokane Valley, Washington
October 21, 2008
13
Assessment Purpose and Scope

• The primary objective of this assessment is to
  present to the City an unbiased review of the
  positive and negative ramifications of renewing
  its contract with the Sheriffs Department.
• Additionally, the city wishes to have in place
  processes and procedures to measure service
  performance.

14
DESIRED OUTCOME

• Gather and review operating data as a
• precursor to further decision making.

15
Tasks as defined by Council

• Perform an analysis of crime trends, identify
  strengths and weaknesses, opportunities or
  threats
• Identify strategic objectives for Spokane Valley
  law enforcement
• Perform a tactical analysis of crime statistics,
  trends and recommended best deployment of
  resources in response.
• Identify current baseline performance
  (benchmarking) so service levels cam be
  determined and performance measures can be
  established.
• Others? Review of the positive and negative
  ramifications of renewing our contract with the
  Sheriffs Department

16
Areas of inquiry or Council interest (random
order)

• Calls for service based deployment. (workload)
• Command and control authority.
• Risk management.
• Liability.
• Performance measures.
• Staffing levels-right sizing.

17
Areas of inquiry or Council interest (random
order)

• Work schedules.
• Facilities needs and capacity.
• Fleet needs and capacity.
• Communications equipment service.
• Sustainable funding.
• Financial impacts-budgetary considerations-
  contract escalation.

18
Areas of inquiry or Council interest (random
order)

• Grant opportunities.
• Cost efficiencies.
• Specialty squads.
• SCOPE or similar volunteer program.
• Property crimes-allocation of resources.
• Dispatch services and priorities.

19
Areas of inquiry or Council interest (random
order)

• Multiple vehicle response to scenes.
• Release of extra on-scene units.
• Community oriented policing.
• Internal affairs.
• Handling citizens complaints.
• Ethics.

20
Areas of inquiry or Council interest (random
order)

• Hiring Practices.
• Regional services (specialties).
• Standards/certifications (WSPA, CCLEA etc.).
• Training.
• Review police services contracts between King and
  Pierce Counties and the cities they contract with.

21
A Nine-Stage Project

• Stage One (Completed) Preliminary On-Site
  Assessment.
• The on-site assessment in May allowed ICMA to
  better understand the citys operations, tour the
  city, visit police station and to meet with the
  sheriff and command staff before preparing a
  scope of services.

22
Stages 2 9

• Stage Two Workload and Deployment Analysis
• Stage Three Police Line Operations Assessment.
• Stage Four Police Staff Operations Assessment
• Stage Five Financial Analysis
• Stage Six Legal/Risk Management Analysis
• Stage Seven Community Policing/ Internal
  Affairs/ Victims Services
• Stage Eight Recruitment/Selection
• Stage Nine Ethics/Training

23
Project Data Analysis

• Document current police patrol performance and
  workload levels.
• Establish a range of performance goals and
  objectives for the Police Department.
• Identify opportunities to improve on performance
  with existing resources.
• Estimate the manpower requirements and associated
  costs that would be needed to achieve city and
  police management specified performance
  objectives.

24
Project Data Analysis

• Provide guidance on routine standard reports that
  should be used to track performance.
• Evaluate the citys crime rate and conduct a
  crime analysis to identify hot spots and
  evaluate current policing strategies to deal with
  them.
• Review organizational structure and staffing and
  propose appropriate changes.

25
Seeking Opportunities for Improvement

• Examine whether or not patrol resources are
  efficiently deployed over 24-7 time period and
  graph deployment levels against workloads by time
  of day, day of week, and by patrol areas.
• Develop a series of trend charts, maps and data
  tables that describe police response time in
  detail and will provide the variables needed for
  developing a plan based on Operations Research
  methods.
• Determine the extent of best practices employed
  to efficiently dispatch patrol units.

26
Seeking Opportunities for Improvement

• Document the extent that the police patrol
  management is applying principles of performance
  based management and continuous improvement to
  efficiently utilize police resources.
• Explore with the patrol division, detective
  division and special operations strategies for
  improving crime prevention and crime solution
  activities.
• Determine how much response time and proactive
  patrol might be improved with better alignment of
  resources and workloads.

27
(No Transcript)
28
Project Timeline

• Similar projects of this magnitude that
• ICMA has managed were completed from
• between 120 to 240 days. As a result, ICMA
• proposes the following schedule
• ICMA will provide a preliminary report by
  March 1, 2009, and a final report by April 1,
  2009.

29
Reporting

• The Project Leader will report project status to
  the identified City contacts
• at specific identified intervals and
  communication will be maintained and
• coordinated through the Team Leader with these
  contacts and other
• identified relevant personnel on a regular
  basis.

30
Proposed FeesBasic Proposal

• ICMA agrees to conduct the project as described
  above for the sum of 69,000, plus travel costs
  associated with the project with a not-to-exceed
  limit of 10,500.
• ICMA agrees to work cooperatively with the client
  in order to reduce such costs to the greatest
  extent possible while still meeting the
  expectations of the City.

31
Proposed FeeAdditional Work

• Due diligence analysis of costs and issues
  regarding options for creating an independent
  City Police Department the sum of 45,000, plus
  travel costs associated with the project with a
  not-to-exceed limit of 7,500.

32
(No Transcript)
33
- The Police Department Budget is 148 the Amount
of the Total Property Tax Revenue
34
- Cost of Law Enforcement Assessment is less than
1 of Budget
35
(No Transcript)
36
Other Strategic InvestmentsUtilizing External
Consultants

• Street Master Plans 618,500
• Sprague/Appleway Revitalization Plan 584,722
• City Center 204,500
• Law Enforcement Assessment 79,500

37
Summary of Expected Recommendations

• Advice on matching services to best practices
• Identification of data-driven policing options
• Named opportunities to improve policing in the
  community (striving for continuous improvement)
• Suggested contract revisions
• Recommended performance measures and strategic
  options

38
Closing Thought

• Answers to important public policy questions
• cannot be given or evaluated if we dont first
• ask the questions and do the research.

39
Questions?