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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.
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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
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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 nonemergency 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.
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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.

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Objective 4
B.

C.

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. 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
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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.

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C3 Policing Model Counter Criminal Continuum Policing

Training

Training
Training not only develops law enforcement professionals, it reduces the city’s liability.