much more than you imagine

Transcription

1 much more than you imagine Annual Report

2 Police Department Police Chief s Message The Hazelwood Missouri Police Department is committed to the philosophy of proactive neighborhood problem solving which has resulted in reduced crime, safer streets, stable calls for service, more professional police personnel and exemplary working partnerships between the police and citizens, businesses, schools, political officials, other city departments and outside agencies. The department is proud of its accomplishments and looks forward to the challenges of the future. This annual report is a reflection of the dedication, compassion and professionalism of every team member of the Hazelwood Police Department. It also contains information reflecting the department activity, our challenges and accomplishments during the year. Mission Statement We, the members of the Hazelwood Police Department are committed to being responsive to our community in the delivery of quality services. Recognizing our responsibility to maintain order, while affording dignity and respect to every individual, our objective is to improve the quality of life through a community partnership, which promotes safe and secure neighborhoods. Overview Gregg Hall Chief of Police The Hazelwood Police Department s primary functions are the protection of life and property against crime, the preservation of peace and order, the safe movement of traffic and the provision of emergency services. The Police Department deploys professional, innovative, self-disciplined and self-motivated officers directly into the community. The department envisions the empowerment of patrol officers to take independent action to solve problems, create partnerships with the community, and improve the social environment of the neighborhood they serve. The organization is structured, managed, and operated in a manner, which supports the efforts of the neighborhood patrol officers and encourages a cooperative approach to solving problems. Philosophy To ensure the Department s mission is accomplished, the Department encourages Proactive Neighborhood Problem Solving. Neighborhood problem solving acknowledges that police cannot succeed in achieving its basic goals without both the operational assistance and political support of the community. Conversely, the community cannot succeed in maintaining a decent, open and orderly community without a professional and responsive police department. The police must be more than a reactive force that responds to crimes already committed. We must react as a proactive entity, able to deal with a broad variety of conditions, which tend to disrupt the community s safety and peace. 17

3 GOALS 1. Enhance the City of Hazelwood s progressive Community Problem Solving Policing program. The working concept is continually assessed and adapted for new and/or creative methods that ensure us the most effective model that is practiced in policing today. This incorporates policing methods that are classified as best practices from our experiences and those successful experiences from other jurisdictions around the country. For example, community buy-in and participation is the most successful practice that assists in maintaining the quality of life in our city. That interaction between the community and police ensure that quality communication exists in a constructive environment to promote Safe Neighborhoods. 2. Complete Outside Consultant Assessment of PD Operations A. EPN (Educational Presenters Network) assessment began in August, Purpose of assessment is to identify strengths and weaknesses of HPD performance within the community from an outside Perspective a) Crime prevention b) Criminal activity response c) Addressing quality of life issues d) Traffic/Pedestrian safety efforts e) Police/Community interactions f) Adapt/Revise policies, procedures to meet or exceed best practices g) Adapt/Revise operational plans to achieve best practices h) Adapt/Revise training to meet/exceed the evolving needs of staff Results: Assessment was conducted and evaluations were favorable with community relations. Recommendation was made for EPN to provide additional training. However, because of the cost factor increasing 100 percent by EPN and due to budget restraints, we determined that EPN s commitment to training could not fit the needs of the department financially. The training is being replaced with Department of Justice recommended instruction relative to Bias Based Policing. 3. Acquire CALEA Accreditation within the 3-year protocol (by 2018) A. Accreditation process has begun as of July 2015 B. Must conform to 488 standards of compliance C. Will consist of self-assessment process D. On-site evaluation by CALEA assessors E. Includes facility and equipment assessment Results: This is an on-going process nd we are on track to meet the goal. 18

4 GOALS (CONT D) 4. Implement Quarterly Sector Team Policing Reviews A. Examine patterns and trends related to criminal activity & prevention B. Examine active investigative/policing activities related to criminal offenses C. Examine quality of life issues and successful resolutions of problems D. Discuss community interactions/activities in each team Results: We have met weekly and quarterly and continue to work as a team to address the needs of the community. 5. Allocate staffing to form a Mobile Response Team. (This initiative is an effort to replace the former MEG unit that has disbanded. The MEG unit served a similar purpose within the City for several years in collaboration with other jurisdictions.) A. Mobilized to address criminal activity B. Allocated to prevent criminal activity C. Can be allocated to address problem property issues in conjunction with the Public Works Department D. May be mobilized to address other unexpected community issues Results: Due to budgetary restraints manpower provisions were subjected to reallocation to the areas in need of police service. This will be an ongoing goal in hopes that staffing will increase to the normal level of manpower. 6. Analyze the Police/Visitor Activity at St. Louis Outlet Mall, with intentions to A. Determine staffing allocation based on current needs and declining attendance B. Determine the staffing needs at the new EPIC Entertainment Café Results: Manpower was reduced from four officers to two officers due to the reduction in calls for service and business occupancy. The mall Offices were reallocated to other areas outside the mall area as needed. 7. Indoctrinate, Empower and Encourage Community/PD Interaction from Newly-Hired Domestic Violence/Crime Victims Coordinator Results: Has adapted to the position and has initiated several programs such as St. Louis County Committee to address gun violence in relation to victims of domestic abuse. Updated and modernized the crime victim data base for a more accurate retrieval of victim information. 19

5 GOALS (CONT D) FUNCTIONAL 8. Continue to participate in Job Fairs, programs within the area high schools, colleges and church groups that would increase the interaction between police and young adults in an effort to encourage interest in law enforcement. The HPD command staff is dedicated to exploring progressive programs that would attract quality candidates into our hiring processes throughout the next several years in an effort to enhance the diversity in our employee group as a whole. Results: Expansion into multiple colleges and academies in effort to increase the disparity index with more diverse candidates during the hiring process. 9. Explore the feasibility of implementing body camera technology in HPD A. Address the concerns that exist regarding: 1) Cost a) Best technology b) Data storage/management 2) Privacy rights a) Residents/members of the community b) Employer c) Employee Results: Grant application submitted to the Bureau of Justice Assistance. Several body camera models are being tested to determine the best fit for the department. To maintain the organizational philosophy and to ensure an efficient and effective law enforcement delivery system, the Department is organized into one (1) Operations Group (Neighborhood Patrol Team), two (2) Support Groups (Neighborhood Support Group and Special Operations Patrol), one (1) Professional Standards Unit, one (1) Informational Services Unit and six (6) Analytical Community Policing Teams under the counsel of the Office of the Chief of Police. OPERATIONAL Guided by the Group Managers, the members of the Operational Teams perform their responsibilities on the basis of shared values and personal commitment to professionalism. They are empowered to take independent action to solve problems, work with neighborhood leaders and improve the social environment of the neighborhoods they serve. Working in partnership with the community, the members of these teams are proactive entities that deal with a broad spectrum of conditions, which tend to disrupt the community peace and adversely affect the quality of life. CALLS FOR SERVICE Calls for Service have increased by 1.1% to 21,458 compared to the previous year of 19,420. Overall, we believe that our proactive problem solving and community partnerships continue to be rewarded with a safer community for all. 20

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