STRATEGIC MANAGEMENT PLAN FY PERFORMANCE REVIEW

Transcription

1 STRATEGIC MANAGEMENT PLAN FY PERFORMANCE REVIEW FY 2017 REPORT ARLINGTON COUNTY POLICE DEPARTMENT 1425 N. Courthouse Road, Arlington, Virginia 22201

2 Key Performance Indicators Key Performance Indicators (KPI s) assist an organization to define and measure progress toward organizational goals and objectives. Once an organization has analyzed its mission and defined its goals, it needs to measure progress towards those goals. KPI s provide the measurement tool. Goals Previous Performance Target Range Current Performance Status Transportation Safety KPI: Crash Rate: Injury and Fatality Crashes *Virginia Traffic Records Electronic Data System (TREDS) CY 2016 Crashes: 2,711 Injuries: 1,048 Fatalities: 1 Pedestrian Injuries: 136 Pedestrian Fatalities: 0 Five (5) Year Mean (CY ) Crashes: 2,627 Injuries: 1,092 Fatalities: 3 Pedestrian Injuries: 150 Pedestrian Fatalities: 2 CY 2017 *January 1 June 30, 2017 Crashes: 1,244 Injuries: 497 Fatalities: 3 Pedestrian Injuries: 67 Pedestrian Fatalities: 1 +/- % *Projected through December 31, 2017 Crashes: -5.3% Injuries: -9% Total Fatalities: +100% Pedestrian Injuries: -10.7% Pedestrian Fatalities: 0% Crime Prevention and Control KPI: Crime Rate: Violent and Property Crime *2016 Annual Report CY 2016 Part I Offenses: 3,512 Part II Offenses: 7,288 Five (5) Year Mean (CY ) Part I Offenses: 3,894 Part II Offenses: 7,466 CY 2017 *January 1 June 30, 2017 Part I Offenses: 1,902 Part II Offenses: 3,736 +/- % *Projected through December 31, 2017 Part I Offenses: -2.3% Part II Offenses: -0.08% Community Engagement KPI: Community Satisfaction: Resident Survey *Arlington County Resident Satisfaction Survey CY 2015 Quality of Police Service: 85% Three (3) Survey Mean (CY 2008, 2012, 2015) Quality of Police Service: 85% CY 2017 *Survey Not Completed +/- % *Survey Not Completed

3 Goal 1 Transportation Safety Objective 1: Enhance Motor Vehicle, Pedestrian and Bicycle Safety Validate (Y/N) 1: Coordinate traffic safety campaigns 2: Enforcement at SOS complaint log locations (SOS and Patrol Section Commanders) 3: Enhance traffic analysis capabilities 4: Support all critical/fatal accidents Objective 2: Enhance DUI Initiatives County-wide 1: Conduct education and awareness programs (Patrol Section Commander 2) FY2019 No See No See Still one budget year away from completion date. FY2018 No Restructure CAT team in progress. Yes Additional investment in Training money needed. FY2018 Yes No Data still being tabulated CY 2016/2017 2: DUI enforcement/tarp, TREDS and RMS data (Patrol Section Commander 2) FY2017 Yes No Data still being tabulated Objective 3: Explore Traffic Engineering Solutions 1: Collaborate with DES and VDOT Objective 4: Replace/Maintain Transportation Safety Equipment 1: Traffic Incident Management Equipment Yes Yes Purchased one Variable Message Board. 2: Alcohol detection equipment (Patrol Section Commander 1) 3: Speed measuring devices Yes Yes Equipment is being redistributed this quarter and should result in a more accurate accounting and replacement cycle. Yes Yes Purchases four traffic classifiers.

4 Goal 2 Crime Prevention and Control Objective 1: Enhance Criminal Investigations 1: Social media/digital intelligence 2: Improve crime analysis (HSS Commander) 3: Expand Homeland Security (HSS Commander) 4: Crime Scene/investigative methods 5: Regional support criminal investigations (CID Commanders) Objective 2: Deter/Detect Criminal Behavior 1: Identify/disrupt narcotics distribution (OCS Commander) 2: Community based gang prevention efforts (OCS Commander) Validate (Y/N) FY2018 Yes Yes FY2017 Yearly Yes Yes Candidate is completing the HR process and hope to be on board by the end of the summer No Discussed, but no progress. No Discussed, but no progress. 3: Crime Prevention Through Environmental Design (CPTED) (First District Commander) 4: Identify crime trends and allocate necessary resources (CID and Patrol Section Commanders) Objective 3: Robust Critical Incident Capabilities 1: Active Violence Incident (Patrol, HSS and HRMS Commanders) 2: High threat/disaster preparedness (Patrol, HRMS Commanders and OEM Liaison) Objective 4: Resource Management 1: Lower level property crimes (CIS and Patrol Section Commanders) 2: Communication between divisions (CID and Patrol Section Commanders) FY2019 No Partially, one officer has started certification. No Certification not completed. Therefore, analysis cannot begin until Items are completed. FY2017 No AVI plan adopted by 19 agencies but awaiting unanimous adoption for next step. Anticipated by Fall 2017 No Base level of AVI training accomplished through different venues from no notice drills to regional exercises. All trained personnel have not yet had the opportunity to exercise their proficiency through tabletop exercises or actual AVI s. The process, by its nature, is very time consuming. May have to adjust timeline for full implementation. Final AVI plan is still in progress, going through each agencies County Board for review, possible final in the fall. Patrol supervisors and command staff are encouraged to attend and participate in AVI exercises hosted by other Northern Virginia Law Enforcement Agencies. Patrol officers, corporals, and supervisors are encouraged to participate in AVI ICS table-top exercises when staffing permits. Yes Yes Patrol is partnering with FD to implement phase two IC training. FY2017 No Yes All bullets need to be addressed by both CIS and OPS. FY2018/ No CIS Liaison Program -Communication between Divisions has improved. However, continual efforts toward enhancement is desired. -Accurint/ATACRAIDS report to be sent to Division Commanders. Yes

5 Goal 3 Community Engagement Objective 1: Strengthen Community Bonds and Promote Partnerships 1: Community events (District and CIS Commanders) 2: Develop/enhance relationships 3: Provide assistance to crime victims Objective 2: Strengthen Business Alliances 1: Collaborate with stakeholders 2: Collaborate with not-for-profit businesses Objective 3: Increase Transparency and Trust 1: Educate residents on police policies, training and tactics (HRMS Commanders) 2: Volunteer programs 3: Youth engagement programs 4: Access to information (OPR and CIS Commanders) Validate (Y/N) Yes Yes Must continue every year. Yes Yes Pairing Victim Advocate with victim prior to police involvement has led to increase in participation and prosecution. Yes Yes Restaurant Liaison position is expected to see continued growth and development in FY Recommend further development to be outlined as a standalone strategy. Yes Yes Repeat process started for FY 2018 FY2019 No Utilize resources to assess structure and determine possible changes. -Establish a structure for volunteer programs. -Query sections to determine need for volunteers. -Determine KSAs for each volunteer assignment. -Develop structure for recruiting, vetting, training and assigning volunteers. -Develop structure for evaluating the utilization of potential volunteers. -Evaluate volunteer program annually. No Measures are still valid, but not accomplished. No Website updates and ACPD app development is not complete. Yes Additional validation of will not be known until the Resident Satisfaction survey is completed by the County. 5: Professional standards (OPR Commander) 6: Social media content/platforms (Media Relations and Public Affairs) Objective 4: Crime Awareness 1: Crisis/disaster awareness training (OEM Liaison) 2: Educational programs (District, HRMS, CIS Commanders and PIO) FY2019 No Proofs of compliance, Agency Evaluation and Commission Review has not begun. No Achieving VLEPSC accreditation is not anticipated until late FY 2019.

6 Goal 4 Enhance Infrastructure Objective 1: Develop Personnel 1: Professional development HRMS Commander) 2: Employee wellness program 3: Prepare officers to respond Objective 2: Plan for Growth and Future Vacancies 1: Reflect demographics 2: Reflective of population size 3: Automation of recruitment tools FY2020 No KSAs drafted and sent for review to SMEs, mentoring program designed and implemented by Capt. Benson. No Nutrition education started, JFT designed and tested but not implemented, no identification of alternate fitness facility or funding. No Meetings with supervisors identified gaps related to driving and training is in process of design and implementation. No Survey current minority officers to determine what influenced their decision to pursue employment with the agency. -Review current practices and data. -Identify internal and external funding sources. -Establish a mobile recruiting platform and strategy. -Seek dedicated/increased budget funding for recruiting. -Develop relationship with key stakeholders. -Conduct quarterly information sessions/recruiting open houses for potential applicants. -Establish an entry questionnaire for new police hires. -Establish data capture and data review to consistently monitor progress (excel spreadsheets). No -- Maintain focus groups and evaluation procedures geared towards identification and mitigation of systematic, procedural, and cultural barriers to minority hiring, retention, and promotion. -Establish formalized mentoring programs. -After-action reports for all promotion and selection process. -Yearly evaluation, update, and training of police applicant interviewers to ensure consistency with agency hiring standards, diversity, and mitigation of implicit bias. No Utilize data collection and analysis software to successfully capture employment levels throughout an officer s tenure and increase efficiency and productivity of the recruitment and hiring process. -Create and update instruction manuals for all aspects of the recruitment, applicant tracking, and hiring procedures; Completion expected August Consolidate information into one software program/database to reduce redundancy and ensure accessibility, accuracy, and analysis capability. Validate (Y/N) No KSAs being finalized, mentor program staffed. No Still establishing baseline for fitness participation. No Identification of gaps in driver training has occurred, further identification needed of other deficiencies. No The number of sworn African American females, Asian officers, and Hispanic Officers fall below Arlington County demographics but remains competitive with regional law enforcement agencies. Continued review of our hiring practices and standards as well as those of agencies seeing higher success in minority hiring and retention. No Preparing an updated review of regional salaries and hiring incentives to retain quality sworn personnel. No Still working on resolving the conflicts between various personnel data collection databases and technology to reduce redundancy and increase accuracy. 3 rd District Commander directing psychological services and mental health wellness.

7 Goal 4 Enhance Infrastructure Objective 3: Improve, Identify and Implement Technologies to Enhance Policing Services 1: Prioritization of technology (PSIT Manager) 2: Manage Information/Technology (PSIT Manager) 3: Mobile Command Vehicle FY2018 No Do not have enough data. No See action plan comments. 4: RMS implementation FY2017 Yes Yes Strategy completed. (IT Commander) Objective 4: Conduct Facilities Planning 1: Evaluation of workspace usage Yes Yes Several Moves completed: TAC, TTU, MPO s and SOS. (SMS Commander) Objective 5: Asset Management 1: Vehicles and safety equipment (SMS Commander) 2: Equipment assigned to officers Yes Yes Constant re-evaluation conducted. (SMS Commander) 3: Budgets reflect replacement cycle (SMS, HRMS and Patrol Section 1 Commanders) Yes Yes Quarterly budget meetings.