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2009, 10-20 ICMA Report Police Department RE�C�RT F�R T�#� �I�Y �� PC�K�I�E �'�LL�If �AI�� THE �P��►�� V'A►LLEI� F��3LI�E I�EPA�T�� ''F+tk „, �.'1 ��_`� 1 . �� } E.� I�� !' � ...y . �� . -- y��A ` '�;,��, ' 4 �. � � � � _ ! �5 .:,� '�.i�'S�`� _� 4 � r M J E I � ° T� 9 I �� ' -`;�. � f . _�� I C M A C 0 N S kJ L T I N G S C R V I C E S S��ka��ltlecp b'� at,ti rek��y �a: publie S�fely�ervices IG1��C�nsuliing �er�l�es Inter�aat6on�l CityrC��nty M;�n��etr��i As�a�laiiat� 777 '��rth �apit�l Sireei R�E, �t�ik� 5U(D 1f+l��f�ins�lor�, C�C 20��12 �garhekt�Ncm�.or� 2�}2-'��i2-356� �� a�ers�t fi��`r�re of��t�r C��mrrr�rfi�s l��d/��/�, ICMA BACKGROUND The Internat[onal City/County Management Associatlon (ICMA) is the premler local government leaders�ip and management organizatlon. 51nce 1914, ICMA's mission has been to create excellence in local governance by developing and advocating pro�essional local government management woridwide, ICMA provldes an in�ormation clearing�ouse, technical assistance, tralning, and professional development to more than 9,000 city, town� and county expe�ts and other fndividuals throughout the world, ICMA CONSULTING SERVICES The ICMA Consulting 5ervlces team �elps communities soEve critica! problems by provlding management consulting suppo�t to local governments, One of ICMA Consulting 5ervices' areas of exper�ise Is public safety services, w�lch encompasses the following areas and beyond: organizational development, leadershlp and ethics, tralning, assessment of calls for service workload, staffing requlrements analysis, designing standards and hiring guldelines for police and fire chief recruitment, police/flre consolldatlon, community-orlented policing, and city/county/reglonal mergers. 2 TABLE OF CONTENTS Introduction 4 1. Re�iew of Current Contract 6 Sectlon 3: Services Provided 7 Sections 4, 8, and 14.3: Relatianshlps between Parties 7 Section b: Reparting 8 Sectian 8: Personnel 8 Sectians 10 and 11: Llabillty S Sectian 13,3: Appearance of Vehicles and Uniforrns 8 Sectfan 14, Enfarcement Palicies 9 Items Nat Addressed in Current Contract 9 2. Police Department Operations 10 Administratlan and Management 1D Organizatian and Structure 12 Investigative Capabilities 14 7he Precinct 18 Cammunications and Technology Z1 Vehlcles and Equipment 22 Recruitment and 7ralning 22 Ethics and Prafessional Standards 3D Cammunity Engagerrient: SCOPE 35 The SVPD and the SCSO: Lines af bemarcation 43 3. Da�a Analysis 45 Workload Analysis 45 beployment bZ Response Times b7 4. Costs and Expenditures 75 Cost Distribution 75 Financial Sustalnability 87 5. Recommendations 94 Revfew of Current Contract 94 Police Departrnent Operations 95 Costs and Expenditures 1D2 6. Implica�ions for a Stand-Alone Agency iO3 Review of Current Contract 103 Palice Deparf�ment Qperations 104 Costs and Expenditures 106 7. Performance Indica�ors/Benchmarks ii2 Training 1].2 Ethics and Prafessional Standards 112 Cammunity Relations 112 Data Analysis 113 3 YNTR4DUCTION The Ciry of Spokane Valley currently conrrac�s with the Spokane Coun�y Sheriff's Office (SCSO} to pro�ide law enforcement ser�ices to the community. That contracr Is approaching Its renewal date. The primary abjecri�e of this project is to present the clty wi�h an unblased review of the positive and negative ramifications of renewing its conrract with the SCSO, The city also seeks an uncierstanding of the costs and Implementation issues shoulci it declde to establlsh irs own independent municipal police agency. Using the information generated by th�s projec�, the city's electeci officials will be posirfoneci to establish a long-range stra�egic plan for the dell�ery of police services to the community. That strategy may well invol�e a contlnued contracrual relationship with the SCSO, Should the ci�y continue tha� relationship, ICMA Consul�ing Servlces has closely re�iewed existing sheriff/city contracts both wi�hln Washington State and elsewhere to identify 6est practices for such agreements, and on the basis of that review, we recommenci specific adjusrments to the current contract to provlcie the ciry wirh greater Input on the deli�ery of services to the community. Should the city af Spokane Valley declde to establish Its own, independenr municipal pollce agency, this report includes recommendations on staffing levels and procurement of the necessary equipment for such an undertaking. Regardiess of rhe cholce of deEi�ery alternatl�es that the city ultimately selec�s, we have lnciuded in this report recommendations concerning appropriate management anci operational practices tha� should be implemented. In addition, we have Identified performance metrics that shoulci be rourinely useci to measure law enforcement's actl�ities in service to Spokane Valley. The project in�ol�ed data analysis af the activities of what Is referred to as the Spokane Valley Police department (SVPD}—In fact, a di�ision of the SCSO—conducred by the three- member data analysis ream of ICMA. This work involved large data dumps and analyses of the SVPD's records. Most of thls work was accomplished off site, Additionally, ICMA staff and consultants conducted on-site re�lews of depa�tmental operations, ranging from high- level staff ineetings with the sheriff and his management team to "rEde alongs" wlth line patrol officers and meetings with detectl�es and arher personneL 4 TF�Is project Involved many hundreds of staFf hours by the ICMA Public SaFety Services unit, members of Spokane Valley's professional staff, and the IeadersF�ip of the SCSO. We wish to thank City Manager Da�ld Mercler and Sherlff Ozzle Knezovich as well as their respective staffs for �heir coopera�ion and assis�ance in this effort. We anticlpate that the city leadership will have many questions and seek additional clarifications. We look forward to those Interactions at an on-site presentation by our team to be scheduled shortly. l.eonard A. Matarese birector Public Safety Services ICMA Consulting Servlces 5 1 . REVIEW OF CI.IRRE�IT CONTRACT In evaluating the contract for law enforcement services between the City of Spokane Valley (the Clty} and the Spakane Valley Sheriff (the Sheriff), ICMA's review team made comparisons between the existing contract and slmllar contracts from King County, Washington; Pierce Caunty, Washington; and Mlami-Dade County, Florida. Additionally, it held discussions wlth two offlcials in Miami-Dade County, Florida, wha are uniquely sltuated to provide background insights inasmuch as they have both functianed as the police chief on behalF of a county contracting with a city to provide law enforcement sei-vices, and subsequently as city officials--namely, as a city pol9ce chlef and a town manager ln the same cities they served as county police chiefs. An initial review of a!I contracts must begin by noting that all involve consideration 9n the form of monetary promises In exchange for the provlsion of law enforcement services. All appear to be valid contracts authorized by underiying state laws. Provisions that relate to numbers of personnel and equipment provided are related to specific costs, Provisions that relate to standards, phiiosophies, and the control of personnel and resources are more complex, A!I contracts that were examined are characterized by one factor that sets them apart from most contracts that a governmental unit or private entity may consider: the citles involved, should they wlsh to purchase law enforcement services by entering into a contract rather than provlding the services directly, lack an array of vendors from which to choose, The ICMA team conducted the revlew by comparing the contract between the City and the Sheriff with the other contracts on comparable provisions, as well as on the backgrounds provided by the officials identified above. For certain provisions and where warranted by differences noted or background information obtained, comments are inciuded In sequence and desEgnated by Spokane Valley contract section number. Following the review, we also discuss items that are not addressed in the City's contract but are noted In the other contracts or background and that the City may wish to consider for incluslon in future contracts, In addition, we have made recommendations for use in future contracts; in some Instances, these include recommended language. The ability to make changes to the contract in the future depends heavily on the relative bargalning power of the par�ies. The Sheriff's bargaining power derives mainly from the fact that the Sheriff's Office is the only avallable source for contracted police services. The City's bargalning power appears to 6 derive mainly from the fact that the Sheriff's Office would face a drop in revenue and need to reduce personnel should the City decide to operate a municipal pollce department. SECTION 3: SERVICES PROVIDED in any future contract, the City may wish to include speclflcation of a�erage emergency and nonemergency response time benchmarks. Whlle many variables affect response times, agreed-upon benchmarks would provide measurable indicators of performance. Response times are mentioned and defined in Section 6 In terms of designing patrol areas wlth the intent to minimize response times. Therefore, while descrlptions of patrol areas and desired response tlmes are apprapriate in Section 3, requlred reports detafling average response times would seem to be more appropriate in Section 6. SECTIONS 4, S, AND 14.3: RELATIONSHIPS BETWEEN PARTIES Relations between the partles to the contract naturally depend heavily on the warking relatianship between the clty manager and the police chief. Selection of the police chlef appears to be critical ta that relatianship, as is the potential far remo�ing someone who proves to be unsuitable, The refatlonship between the city manager and the pofice chief is the central factor in Section 4 of the cantract and is also addressed In Section 14.3. At issue Is the element af cantrol affarded to the partles, which is difficult ta quantify. In the current contract, the Clty ls afforded vlrtually no contral under the terms of Section 4; instead, the Sheriff can provide 'Sone or more" candidates for pollce chlef from the ranks of Sheriff's deputies, from which the city manager can make a selection. If only one candidate is provided, the City is excluded from the selection process entirely. None of the contracts reviewed pro�ided for the recruitment and hiring of a pollce chief from auts9de the Sheriff's Office. Furthermore, Sectian 4 does not provide any mechanism by whlch the City can have a police chief replaced In case of unsuitability, nor did any of the contracts that were revfewed, This weakness in the contracts appears ta stem from the relatl�ely unequal bargaining power of the parties to the contract; that is, the City has anly one source for contracted pollce services as an alternative ta operating a municipal pollce department, Reassignment of personnel Is addressed in only �ery general terms In Sectlon 7. 7 SECTION 6: REPORTING Sectfon 6 provfdes that publlc records relaring ro the provision of law enforcement services ro the City will be provided to the City when requested by the City Manager. No prov�sion is made for City residents to access Sheriff's records relating to City activities at a �ocation within the City, SECTIQN 7: PERSONNEL "Control of personnel, standards of performance, disclpline and all other standards of perFormance" is exclusively reserved to the Sheriff, The City may confer with the Sheriff regarding assigned personnel but Is glven no mechanism ro deal with personnel problems other than to ask the Sher�ff to address them. SECTIONS 10 AND 11: LIABILITY 7he inciemnity, hold harmless, and insurance provislons of Section 10, coupled with the asser�ion 9n Section 11 that an independent contractor relarionship exists between the parties, appear to adequately shield each party from liability for the acts or policies of the other. The abi]ity of conrracting parties to at least parrially shield thernselves frorn certaln liability risks is probably an advantage to a contracting municipality that is nor available to a municipality that is using an exciusively municipal police force, Prime examples of direct Ifability exposure that can be largely avoided are nurnerous. External consriturional claims agalnst the City concerning policy anci pract€ce Ilabllity, Including those involving alleged failures in hiring, tralning, and disclpline, are for the most part exciuded by the terr-ns of Sections 10 and 11; and, in a practical sense, most employment clairns, such as those involving hiring practices, promotions and disclpline, are essentlally excluded by the previously noted lack of control provided to the City in this contract. SECTION 13.3: APPEARANCE �F VEHICLES AND UNIF4RMS Section 13,3 Involves the appearance of vehicles and unlforms used by Sheriff's employees who are assigned to the City. The section recognizes rhe Ciry's interesr in having distinct, recognizable markings to identify the vehicles and personnel who are ass[gned to the Clty while retalning the Sherlff's markings and uniform style, Washington law reserves a stanciard uniform for Sheriff's personnel (RCW 36.28.170). However, the standard is not manciatory, and both vehicles and uniform attire can be made disrinctive. As a pracrical matter, depending on the frequency wirh which Sheriff's vehicles not assigned to the City S are In or passing through the City, the close similarity of assigned and nanassigned vehicles and uniforms wi[I increase the perceiveci police presence In the Ciry. SECTION 14: ENFORCEMENT POLTCTES The City will develap enforcement pollcies and pra�ide them to the Sheriff for implementatian. Pursuant to the terms of Sections 10 and 11 {e,g,, Sectlon 10.3}, in the event of constitutional liabllity claims based on pollcy and practice thearies, the C�ty could be directly liable for a successfuf claim stemming from these policles anci responslble to inciemnify the Sheriff. TTEMS NOT ADDRESSED TN CURRENT CONTRACT The cantract is silent about the disposition of forfeited property derived from the activities of Sheriff`s personnel assigned to the City, Uncier Washington law, forfeited proper-ty can be retained for use by the forfelting agency, and the net proceeds that are not required to be remitteci ta the state can be used to expand anci Improve drug enforcement actl�ities. Additianally, these proceeds are not to be used to supplant narmally budgeted activities {RCW 69.50.505), The contract is also silent about fecieral law enforcement agencies sharing the proceeds af fecieral forfeltures wlth local governments that contributed ta the seizure anci farfeiture of property. 9 Z, POLICE DEPARTNIENT OPERATIONS This report assesses the administratlon, internal operations, Facilities, and tra�ning of the SVPD In relationship to the SCSO and Its ability to provide servlces to the city oF Spokane Valley. ADMZNZS'PRATZ�N AND MANAGEMENT Adminlstratlon of the SVPb Is undertaken by Chlef Rlck Van l.euven, a previously ranked lieutenant who was the narcotics commander of the SCSO. As chief of police, he works directly under the Spokane County sheriff and Is also accountable to him. The chief also communlcates wlth the city manager; they conFer on departmental matters, and the chlef Is deeply in�olved in issues relat+ng to the city, The chief is the only police manager who is a full-time SVPb employee. However, there ls no doubt whom the chief works for and from whom he receives hls direction. All other superlors oF the SVPD are deputy sherlFfs, and only a portion of their salaries are pald by Spokane Valley. All SVAb deputles and superiors wear the uniform of the SCSO; those assjgned to Spokane Valley wear an SVPD shoulder patch in addition to the SCSO patch. All are ultimately accountable to the sheriFf—a fact that reinforces the status of the SVPD as a substation of the sheriff's office. The officers are also very loyal to the sheriff, recognlzing that he is the ultimate authority over the pollce department. From our discussions It was clear that the department's entire management team recognizes that 9t is accountable to the sheriPP F+rst and the city second. The oFficers conslder themsel�es to be on assignment to the clty for a speclfied amount oF time, While with the city, they are very conscious of thelr role In the community and their responsibllity to the city and its management; however, none of the officers interviewed fndicated a will�ngness to leave the SCSO to become an SVPD ofFicer, and they seem noticeably unconcerned about what happens when their tour of duty is up. Th9s arrangement does not seem to ha�e a negati�e impact on the operational abllity of the department, Across upper management of the SVPD, it fs unclear where the city lim9ts of Spokane Valley begin and end relative to assignment. For example, Lt. Steve Jones of the SCSO (a previous applicant for the positlon of police chlef} is not part of the SVPD or of the city of Spokane Valley's contract with the SCSO, yet he contributed halF oF his workweek [n support of the police chief on the ICMA project, Moreover, because of what appear to be insuFficient 10 management personnel in the SVPD, he quite regularly fills the role of operations lieutenant when there are stafFlng issues wlth supervlsors In the Valley, SVPD Chlef Rick Van Leuven hirnself tends to be the on-call supervisor when there are gaps in the schedule. The ICMA team saw little evidence of administrative or operations management capacity in the department, a shortcorning that has a corresponding effect nat only on police operations but also on community and likely polltical reEatlons, Other than having a pollce chlef as the adminlstrative head, the management of both the SCSO and the SVPD is unusual because of how the midmanagement personnel--the SCSO lieutenants—are distributed, In every law enforcement organlzation, uniforrn service or radio patrol is always the largest entity; however, of the eleven lieutenant positions Ilsted on the SCSO's organizational chart, only four are assigned to patrol, and of those, two are assigned to the police department (see the organizatlonal chart on page 14). Thls seems Inadequate. Moreover, reviews of staffing indicate that two lieutenants wlthln the SCSO are assigned to Internal Affairs, which appears to be a waste of resources given the total size of the SCSO. A closer exarnina�ion of the midmanagement oversight within the SVPD reveals an inadequacy at this level of management, The two full-time lieutenants who are assigned to the police department work opposite shiFts with different days off, When one is on vacation, it Is common practice for the other Ileutenant to cover this position. The administrative responsibilities then fall back on the on-duty sergeant who may, under cef-tain circumstances, be the only supervisor on duty. On the day of the ICMA team's visit, thls ofFicer, who is highly skilled and motivated, was working overtime because the other regulariy assigned sergeant was taking a day off, as guaranteed by contract, In fact, from both verbaE testimony and a revlew of budget documents, it appears that a considerable amount of ovef-time is being used and charged back to the clty of Spokane Valley. The last layer of supe�vision is the corporal position, which is prevalent in both the SVPD and the SCSO as a whole. However, a corporal has only rninimal supervisory powers and can perform as an actual supervisor only if a lieutenant is on duty at the same time. Otherwise, a sergeant must be called in on overtime. The corporal actually functions more as an asslstant to the sergeant and 9s responslble for adminlstrative tasks, which greatly diminishes that officer's productivlty as a lead worker. Thls does not appear to be an efFective use of either the position or the personnel. li From our observations we conclude that the overall supervision of the police departmenr and its preFerred administrative and In�estigative processes ls Inadequate and extremely costly for the actuai super�isian being perFormed. Withln the precinct's narmal hours of operation (Monday through Friday from 9 a,m, to 5 p.m.), supervislon is minimal while command staff Is on call if some action occurs requlring a response which is at o�ertime for lieutenants and below. This is not an effective or efficient management practice. ORGANIZATION AND STRUCTURE A re�lew of the SCSO's organizational chart, along with testimony given by those Involved, re�eals that there are numerous part-time positions taking up 25 or 50 percent of an employee's tlme, with the specific costs for those positions being charged back to the SVPD. Although the city is charged for 50 percent of part-time employees' salaries, these employees actually spend very Ilttle time, If any, in Spokane Valley. Many of these positions are specialized, such as the commander of In�estigations Unit, who Is asslgned to headquarters. In defending this inequity oF time spent in the Valley, the SCSO pointed out that 60 percent of all crime and crime-related activities occur in the Valley and that the administratl�e o�ersight of the investigative processes needs to be shared equitably wlth all participants. In many respects, the SVPD and SCSO operate on a shared-servlces model, although In general terms, the SVPD seems to operate as a unit of the SCSO rather than as a stand- alone agency, This setup makes the lines between the two at best blurry and at worst confusing, For their part, however, the public generally do not understand or have any real knowledge of the relationship between the departments. They are only interested in having the police respond quickly If called. Staffing There are no asslstant chiefs or captains assfgned to the department. There Is one full-tlme ]ieutenant who reports directly to the chlef and acts as a fiaison with the SCSO, The captalns work within the department under the 50-50 arrangement The line supervlsors do an excellent job managing the shifts and providing steady leadershlp with Ilmlted upper-level supervision. During Interviews, the officers dld not indlcate that they are understaffed, and the lack of higher-level supervisors—specifically, lieutenants on 12 permanent assignment to the department--did not seem to concern them. Hlghly tralned and experienced, the sergeants seem willing and able to make decislons wlth Ilttle concern that they will be second guessed or criticlzed. The department seems to be solid in its abillty to handle the day-to-day calls for seivice. The patrol divlslon seems to have adequate resources to handle these calls, and the officers respond proFessiona3ly and give proper attention to the calls they receive. StaFfing levels for patrol operations are apparently sufficient to handle other patrol functlons as well. However, a review of the workload analysis shows that adjusting man hours to diFferent shlfts and zones would undoubtedly enhance the department's a�ility to maximlze Its patrol force, The detectives assigned to the SVPD handle property crimes. (Crimes agafnst people are assigned to the sheriff's detectives at the SCSO, who respond when needed. This is where the 50-50 assignment arrangement Is used.) The proper#y detectives seem weal trained and experienced, and they work we11 with the patrol officers. However, the detective operations seem to be lacking sufficlent personnel to handle a wide range of cases From beginning to end. There are currently six detectives assigned to the SVPD. Two additional detectives, both hired under grants, will be assighed to the sex offender programs. If the city chooses to create its own department, the number of detectives will have to be Increased to handke the types of crimes that they had not covered befor�for example, murder and sexual battery, which are now handled by the sheriff's office. (It is noteworthy that none of the detectives works weekends unless called out; in Fact, the department is closed after 5:00 p,m. on weekdays and closed on weekends.) Currently the motor pool is run by one civllian rnechanic who works Full tlme for the SCSO and spends about four hours a day at the SVPD facility. The evidence and property operation, which appears to be handled quite proficiently, could easlly be turned over to a civllian employee. Schedule The SVPD offlcers are currently working a twelve-hour shift schedule, which both they and the supervisors Ilke. The department's forty-four patrol officers are divided 9nto four 11- person shifts. The effect of this work schedule on deployment versus workioad is identified in the "Data Analysls" section of this report beginning on page 62. 13 INVESTIGATIVE CAPABILITIES Currently, according to an orgahlzational chart pro�ided by the SCSO and dated October 2, 2007, khere are s�x detectives assigned to property and dornestic violence In�estigatlons (see the organizational chart below). A spokesperson for the sherlff's office indlcated that two of the slx detecti�es handle domestic �iolence In�estigations in the SVPb, and these detectives are supervised by one ful]-tirne sergeant dedfcated to the departrnent. According to comments recel�ed months after ICMA`s onslte �Isit, one of the six detecti�es Is ass9gned to misdemeanor domestic�iolence while a separate SCSO detecti�e not assigned to Spokane Valley handles the Valley's dornestic �iolence cases, The city's budget Is also assessed for the use of four drug detectl�es, three major crime detecti�es, and three sex crimes detectives. Howe�er, these ten positions are not exclusl�ely assigned to Spokane Valley cases but rather are used countywide, Moreo�er, all ten posltlons are supervlsed by three part-time sergeants, whose primary responsibility is also countywide, This is not to say that drug and other crimes do not occur in Spokane Valley; It ls only meant to pro�ide an overview of how personnel are assigned. City of Spokane Valley Pofice Organlzational Chart Chief bovrntown lnspector .5 Cap1. Investigalions Precincl 2 Lts. .267 Lt. .5 Lt. .5 Lt. Patrol Community Drugs Major crimes Resource Sex crimes 1 Lt. 1 Dep�ty Admin. CR?0' 7 Sgl. 6 Sgis. 1 Sgt. .5 Sgt. .5 Sgl. .5 Sgt. ProperfylDV7 Palrol Tra(fic ISU' Major crimes Sex crimes 1 Sgt. Admin.IService 6 Delectives 6 Cpls. 1 Detecli�e 3 Deiectives PropertylDV ?a1r41 4 Delecli�es Sex crimes Dr�gs 3 Detecli�es 1 Deputy 1 Deputy Majorcrimes Front desk DV 43 Deputies 5 Deputies 2.5 K9s TraKc 1 DeleCli�e .5 Deleclive 2,�Depulies 4 Deputies �TTF� PCTF6 SRDss Staff assisianl 2 Dep�lies Drugs 3 Teckinlcal 1 Comm�nily Resource Police Officer assistanls 2 Domestic violence 3 In�esligaliYe Support Unit 4 Joint Terrorism 7ask Force 2 Technical 5 SchooS ftesource Depulies asslstanis 6?roperty Crimes Task Farce 14 Up untll 2008, the Valley had recorded decreases in all crimes, bur that changed In 2008 when rhe number of burglaries increased from S84 to 753, accounting for approxlmately 200 additional property crimes and 325 additional major crlmes o�er the previous year—from 3,875 in 2007 to 4,195 in 2008, Generally, under most natlonal case-management systems that are based on solvablllty factors, trends, values of property taken, political considerations, and whether firearms were Invo[ved, about 20 percenr of all cri�nes are assigned for follow-up in�estigation, In 2008, according to a January 19, 2009, report submitted to the city by Chlef Van L.euven, the Valley recorded 12,817 total cri�rne incldents, of which 7,513 were property cri�rnes. Applying this national 20 percent rule to the toral number of crimes (12,817) reveals that approxlmately 2,500 cri�nes would require in�estigatlon—or roughly 200 cases per monrh. These 200 cases, if divided up among nine full- and part-tirne detectives, would result In a caseload of 20 assigneci cases per month per detective. Regarciing the case follow-up assign�rnent rates of Spokane Valley, Capt. ]i�n Goodwin, commander of in�estigations for SCSO, provided the ICMA tea�n with a report dated January 20, 2009, which he said represented the SCSO's official countywide case assign�nent repor� for 2008. This report, which shows assigned cases by unit and disposition, states that Spokane Valley detectives were asslgned 1,212 cases for calendar year 2008, whlch works out to an a�erage caseload oF 134 cases per detective per year, or 11 cases per month. Howe�er, from an examination of the disposition oF those 1,212 cases, it is unknown whether they include arrests and clearances made by patrol, inacrive cases, and exceptionally cleared cases, all of which required follow-up woric by detectives but little or no true investigatl�e work, Se�eral �rnonths after the ICMA draft repor-t was submitted for re�iew, the SCSO indicated that of the toral 7,513 property crimes reported in 2008, 1,638 cases were in�estigated—a number that had not been provided to the ICMA team, Certainly the nu�rnber 1,638 is larger than the 1,212 that haci been originally provided, and would ha�e to be factored into the investigati�e re�iew. Ironically, when looicing at the 7,513 cri�rnes reported, the new number of cases assigned For follow-up-1,638—still factors into a 21 percent asslgnment rate and this is still in iceeping wlth ti�e national assign�nent standard. Since the SCSO did not originally pro�lde ti�e ICMA team wkth a profile of the 1,638 assigned cases, a revlew of 15 those cases cannot be used to determine thelr validity or their impact on actual assfgnment for follow-up Investigation, In Its rebuttal of the ICMA draft report, the SCSO stated that it had conducted 935 burglary investigations, which would be Impossible If only 753 burglaries had been recorded. No major police department In the county that is the size of the SVPD investigates iDD percent of cases recorded. If 935 is the correct number of cases, it indicates that the city experienced a 6D percent increase in burglaries from the previous year (20D7}, which, according to the report provided to the ICMA team, totaled 584 burglaries. Moreover, applying the 2D percent national assigned rate referred to above, It also means that the city of Spokane Valley experienced more than 4,50D burglaries in 2DD8. f�evertheless, assuming that the number is correct and that the new number of 1,638 cases is current, the new Information does not slgnif�cantly skew the overall assignment number, which would be 4D0 additional cases assigned per year, or roughly 33 cases per month divided by the number of detectives�an addltional four investigations per month. Such discrepancles raise questions about the report given to us, which se�rved as the basis for ICMA's draft report. The problem is clearly a matter of the correct numbers of crimes reported, assigned, and cleared, Without these nurnbers, the ICMA team cannot perforrn a correct analysis; we can work only with the numbers provlded to us. The ICMA staff members assigned to this review of the SVPa's investigative operations have more than fifty years of experience and analysis in this area and are certainly willing to revlse their analysis if different information is provided. What would happen if Spokane Valley decided to create its own police departrnent and investigate its own crimes? Using 2DD8 totals, the city would be facing a caseload of 753 burglaries per year, of which 20 percent, or 150 cases, would be assigned for follow-up. 7hls caseload would require three burglary detectives, who would together maintain a caseload of 12 cases per month. Of the rernaining recorded property crimes, whlch Include forgery, mischlef, stolen vehlcles, and theft, many would requlre no follow-up investigation because they inc�ude shoplif�ing and other misdemeanors. 7hus, only about iD percent of these crimes requlre follow-up investigations, and these could easlly be handled by two full- time detectives who would have to review onky 22 cases per month, 16 Dornestic violence Is a crime that does require follow-up because It can easily lead to more serious crirnes, including homicide. In 2008, Spokane Valley recorded o�er 1,000 incidents of dornestic �lolence, rnany of which were resolved with arrests made by uniform patrol and with follow-up consisting of review and coordination with the state attorney's office, Since two detectl�es are currently assigned to follow up domestic �lolence cases, it seems reasonable to believe that this number would be adequate. Howe�er, because of the high potential for these crimes to become �iolent, the detectives should report these crimes to the rnajor crime supervisor rather than the property crirnes supervisor to whom they currently report. As for major crimes (I.e., crirnes against persons}, such as assaults, robbery, sexual battery, and homlcide, these are handled by the sheriff's detecti�es downtown. The SCSO estimates about 1,000 Incidents per year {there were 1,Ob3 In 2008), and the SPVD currently has six par�-time detectives—those from the SCSO—to handle them, However, the actual number of cases that are followed up 1s low because rnany arrests are made by patrol and a high percentage of incidents are handled through warrants, Therefore, three full-tirne detectives should be ab{e to hand[e the exist+ng caseloads, and thelr super�isor would also be responslble for the two domestic violence detectives. Finally, regarding drug investigations, the Valley currently funds four positions that are involved with countywide investigations as well as with investigations in the city. These in�estigations are a necessary evil as drug violators often turn to other crlmes 9n order to acquire drugs. This could be an area In which cietectives assigneci to investigate drug crimes could work w3th the SCSO in a joint venture, wlth the city of Spokane Valley,paying the salaries of their personnel. In 2008 there were 838 drug crimes recorded, many of which ended in actual arrests (which is how the number of drug crimes is usually derived). Given the number of crlmes and the potential danger that they hold, three detectives would be warranted for assignment to drug in�estigations. The supervisor assigned to major crimes has only five subordinates and thus could be assigned as the supervisor of this function as well. However, because of the potential for misconduct and danger, it would be prudent to ha�e a separate supervisor asslgned to this in�estigative unit if an arrangement with the SCSO cannot be made. Therefore, if the city of Spokane Valley were to start up its own police departrnent separate from the SCSO, the investlgative component of the police departrnent would cansist of 17 • Three burglary detectives • Two property crirne detecti�es • Two domestic �iolence detectives • Three major crlrnes detectives • Three drug in�estigations detectives The thir�een detecti�es would be supervised by three sergeants: one for the five property crirnes Investlgators, one for the three rnajor crlrnes and two domestic �iolence detecti�es, and one for the three drug detectl�es, Again, this third sergeant would be necessary if an arrangement with the SCSO could not be worked out to hava a sheriff's supervisor undertake suparvis�on over the three detectives In a joint unit concept. The total current total of sixteen pos9tions would be reduced to two and a half posltions, with a concomitant budget reductlon. THE PRECINCT The SVPb is at 12710 East Sprague A�enue. Although it Is a newly refurbished building--It had prevlously been a Pep Boys Autornotive Store--It is nondescript, set back from the road wlth little signage, and it is very dlfFicult for those unfamlliar wlth the area to locate. Upon asking for directions, one Is told to look for the White Elephant 5porting Goods 5tore; the police department Is located next to it, Wlthout this landmark, the bullding could easily be o�erlooked as there are no prominent, observable signs or rnarkers on the street to 9ndicate its presence. The only signage is a gold reflecti�e rnetalllc tape and the narne"5pokane Valley Police bepartment" over the glass door, This signage ]s not vlsible from the street; a citizen has to dri�e into the parking lot to see it, and depending on the position of the sun, the rnetalllc tape slgn cannot be easily read. As it happens, on the proper�y frontage is a ralsed wall holding an American flag; this could easily support the name of the departrnent in large letters that would be easily �isible from the straet, The entire building is 21,779 square feet, 2,503 of whlch are dedicated to the munlclpal court, whlch Is usad for cornmunity and SCOP� leadership rneetings. But Ilke the name of the police department, signage for the cour-t is located on the front winciow of the facility and is therefore hard to see, 18 The �xterior The outside of the bullding Is clean and well maintalned. Securlty ls definitely a strong polnt as additional steps have been taken to fortify the facllity from a major assault. Concrete ballards have been added to the exterlor entranceway to avoid vehlcle breach; a raised steef chain grated fence, similar to the type used by stores in an enclosed shopping mall, is lowered when the facility is closed; and the front desk area is relnforced with protective glass, steel plates, and a gun port for use by the front desk ofF'tcer while assisting the public. It is noteworthy, however, that there Is no exterlor apparatus or e�nergency phone or intercom system far the publlc to use to contact police or sherlff etnployees after hours or on weekends. Although the sheriff's employees work 24/7, the police facility is closed after 5 p.rn, on Monday through Friday and on weekends. One officer who was asked about how citizens can conkact khe police depart�nenk during these times responded that they can call 911 on thelr cell phones. This would be considered unacceptable for a facility that purports to be a fully operational police department. Moreover, it does not �t wlth the image of a police department that identlfies Itself wlth the co�nmunity it serves. The Interior Although none of the security enhancements is offenslve or distracting to the public, the facllity does not suggest a we�coming envlronment, either, Persons seeking to enter the building rnust go through a metal detector, The front lobby could best be described as austere, There are none of the tradltlonal community photos, photos of command staff, awards, dlsplays of community projects or volunteer programs, or other symbols of community found In pollce departments throughout the country. Internafly, the precinct building has been adequately retrofitted to meet a11 the needs of a working police department. It has a number of offices staffeci by pafd employees and volunteers from the SCOPE program, and it more than accommodates the personnel assigned, There is also an evidence and property room, where cirug evldence can be kept for a short time. And the facility has a self-contained motor pool, where tire changes and nori-nal preventive maintenance are performed. The bullding supports several underused or structurally Incotnplete facllltfes that were originally intended for holding suspects overnight or for pre-court arrests but are currently used for storage. Detalnees in overnight arrest must be transporteci to Spokane and 19 booked, F�eld, and potentially bailed from tF�e SCSO holding area. Because of the costs of operatlon, the SCSO decided that all Spokane Valley prisoners are to be processed at the downtown facllity. Howe�er, the savings that the Valley realizes by not operat+ng a cietention center are undercut by the costs in officer time for transportation. Additlonally, while the city Is not accessed a processing fee for felony prisoners, it does incur a $116.00 processing fee for prisoners who are arresteci for city ordlnance violations, Ordinance �iolatlons are processed multiple tirnes each week, whlch requires a chargebacic to the clty and Is not reflected in the city budget. The precinct appears to lack ample or suitable space for elther walting areas or Interv€ew rooms, where pollce can talk privately wlth �ictlms and witnesses, not to mention suspects. Providing access for engaged citizens—citizens as community organizers, those attending to lo�ed ones in a holding center, or victims of or witnesses to a crlme—as well as separate, comfortable waltin� areas and [ntervlew rooms reduces the risks of further victimization by the system and is critically Impoirtant for a contemporary, fuli-service police facility. �inally, It was obvious from the �arious discarded items, such as found bicycies, and from the condition of the propeirty unit, tF�e emp�oyee lounge, and the men's locicer room that the employees do not treat this as home, Mours of Operatio� Oddly, the Valley �recinct is open only during traditional busEness hours, Police personnel rnay use the precinct after hours; however, during that tlme cltizens ha�e no access to police functlons beyond emergency service wltF� SVPD dedicated staff and contact with law enforcement deputles who are out on patrol, As a result, most after-F�our business wlth the SVPD, such as filing reports of crime or complalnts agalnst officers, rnust be conducted at the maln office of tF�e SCSO In Spokane, In fact, many aspects of the police operatlons are conducted through the Spokane office, and retrleving stolen or reco�ered property or balling out an arrestee requires a trip to Spolcane at any time of day. The problem lies in the fact that while the distance from the Va�ley Precinct on Sprague Avenue to the SCSO office on Mallon Dri�e In Spokane Is just o�er fif�een miles, the city of Spolcane Valley itself co�ers more than thirty square miles, so a citizen mlght ha�e to drlve more than a half-hour to get there, Not only is this potentiafly confusing but It also provldes a substandard level of customer service for an agency wlth tF�e community policing 20 orientatlon so evident In the Valley, The potent+al hardship or inconvenlence for Valley resEdents could even have a chilling effect on a cltizen's interest in filing a report. Were the Valley Precinct to become a full-service police starion, the city would have to consider addirional staffing for a full-time pollce depai-tmenr, Including around-the-clock supervision of officers and access for the cirizens, COMMUNTCATTONS AND TECHNOLOGY A mulriagency facility at 1620 North Rebecca Street In Spokane houses the communications and dispatch functions of clties of Spokane and Spokane Valley, as well as of Spokane Counry and all the other cities withln It. It Is also the fre disparch center. That the 5C50 and SVPD are jolnt tenants of the building makes ownership unclear and continues to keep the lines of demarcatlon between the city of Spokane Valley and the SC50 blurred. Within the operation, however, the physical areas for dlspatch and call taking for the 5VPb, the 5C50, and the county fire depar�ment are distinct. As part of the SC50, the SVPD shares [n the computer-alded dlspatch (CAD) system and records management sysrem {RMS}, 5VPD officers use their computers frequently to communlcare with each other as well as to access records that conrain valuable information and insight while they are responding to calls and providing other police services, The police operatlon is divided by both depar�ment and functlon. Flrst-call takers take down incoming Informatlon and forward It on for dispatch to the CAD personnel, Also housed In the facilfty Is the "crime checic" report-taking system for persons who want to file only a short repor� and case number and do not need a police officer to respond, Given the increased calls for pollce servlce over the past year and dwindling resources, this system appears to be hlghly efficient. The RMS Is not as impressive as the 911 system, RMS is controlled by the 5VPD, which coflects and screens the data and then passes the information on the SCSO. This process entails a delay of about twelve hours, which affects both follow-up and county crime analysis. Whlle this ls nor a major impediment, it is also not the most efficient application. The in-car computer system that the SCSO and SVPp use is an old system that was purchased many years ago and, by all accounts, Is not effective. The officers we rode with repor�ed that it Is not an open system and thar reports are hard to generate. They noted 21 that the Volce-over-Internet Protocal (VoIP) companent Is operative only In "hat spats" throughout the city. 7herefore, being able ta send reports fram the flelci and run various records checks depencis on being in these locations, and patral units in the field are aften drapped off the netwark or unable ta haak up a connection until a hot spot is recognized. This prablem is nat only frustrating but also has safety implicatlans. Regarding management systems and, speclfically, the In-house computer's analytical capabilities, the recentiy Introduced Prism system software is designed to produce work analysls and crime statistics; however, ofFcers complaln that it produces �oluminous chunks af data that are not broken dawn and are not produced in a timely manner; management reparts are completed every thirty days. Another management system, the time accounting system (TAS}, was developed specifically to glve real-tlme informatian an the amount of time given to a task performed in a speclfic jurisdiction. In concept, thls appears to be exactly what Is needed ta accaunt for supervisary time gl�en to the clty. A supervisor reported to us that the system is not really being used. VEHICLES AND EQUIPMENT 7he SVPb's asslgned vehicles, which are all Fard Crown Victarias, are colored and marked dlfferently than the SCSO's vehicles; the sergeants' cars, however, are not markeci with SVPD logos, 7he SVPb vehlcles are nat taken home but, rather, are parked at the precinct. An 9nspectlon af a few of the vehicles revealed the standard condltion of nan-take-hame police vehicles that are randamly asslgned and shared: messy interiars, equlpment strewn randomly In the trunk, and unpleasant ociors. Vehlcles that are taken home tend to be better maintained and �o remain In service much langer because af better upkeep. Moreover, supervisars reparted ta us that officers tend to spend up to an haur and a half a day transferring persona� and department-issued equipment Into patrol units as they prepare to go out on patrol, As far department ec�uipment, SVPD afficers are well-equlpped, 7heir unlforms, firearms, computers, and ather support equipment are well maintalned anci in good working arder. RECRUITMENT AND TRAINING 7ralning, especially in high-risk sltuatlons, cannot be emphasized enough, One plaintiff lawsuit judgment cauld decimate a city's or county's budget. All training activities are 22 conducted by and through the Training Di�ision, a unit of the SCSO that sefvices both the SCSO and SVPD and also performs applicant processing and recr�aitment duties. The SVPD provides a portion of the safaries of those training officers working within and for the SVPD, Facilities Current�y, training Is conducted at multiple locations, Police recruits recei�e baslc training at the Spokane Pallce Academy, which is operated by the Spokane Palice Department, A new training facility has been establlshed In a recently acquired building at the c[osed University City shopping center, where a converred J.C. Penney's provfdes thousands of square feet for various types of training. This facility also houses the program manager for the Washington State Criminal Justice Tralning Commisslon� who ensures that documentatlon is processed quickly and that tralning meets state requirements, thereby adding immeasurably to the effectiveness and professionalism of the county's and the city`s respective tralning prog ra ms. The facillty Is jolntly used by the SVPp and SCSO, and is currently operating under a five- year lease, The acting training sergeant indicated that the rent for this �acllfty is being paid 100 percent by the SCSO, as Is the salary oE the TAC of�icer who works there and is asslgned to the Spokane Police Academy. The only downside to this faclllty is that it is rented space with no guarantees beyond the terms of the lease. If the mall goes through a renaissance, use of the facility could be ellminated. Plans are under way for another training facility to be developed at the Spokane County Motor Sports Park. This facillty will be operated jolntly by the SCSO and the SVPD and would replace existing training facilities, including Universlty City Mall and (perhaps) the Spokane Police Academy. It will provide recruit, in-setvice, regfonal, and "specialized" training for pollce departments in the reglon (including trlbal agencies), and will include "mock cities," firearms, and �ehide dri�ing ranges. Recruitment and Hiring Currently, the SC50 Is responsib[e for recruiting and hiring officers. Those who enroll at the Pollce Academy must be sponsored by a police or sheriff's agency. With a starting salary estimated at $42,000 and reasonable bene�lts, as wekl as the current job situation In Spokane County and Washington State, there were se�enty-fi�e people seeking positions 23 with the SCSO when the ICMA team conducted its assessment, and another ninety-eight scheduled to sign up for the upcoiming hlring examinatlon, Staffing Apart from Cpl. Dave Ellis� the acting training sergeant, three unlformed rnembers (from the SCSO and/or SVPD} and one civilian secretary are assigned to the division. The duties and responsibilities of all training personnel, as well as the selection criterla for the position of tralning officer, are ciearly articulated. Tralning personnel appear to be well qualified for their duties, The members of the department, both detectives and patrol officers, have an excellent understanding of thelr responsibilities, and all the officers appear to be well trained. The SVpD has a very active In-service training program (see below}; in conjunctlon with the SCSO, the department offers well-rounded tralning opportunities for all Its officers, and the officers seern anxious to continue their education to improve their perforimance and enhance promotional opportunities. Only a po�tion of all in-service and regional training offered by the SCSO and SVPb is actualfy dellvered by rnembers of the Training Division. Rather than relying on unit members who are considered to be "generalists" and who teach virtually all police-related topics, the SCSO and SVPD employ a wide variety of Instructors from throughout thelr agencies. Personnel who dellver in-service tralning have no minlmum educational requirernents but are r�quired to attend a "methods of instruction° (or tra[n-the-trainer course) and have expertise in the pa�ticular topic area. The SCSO and SVPD provide a pay incentive (higher pay percentage} for personnel who have advanced degrees. There Is no tuition assistance or reimbursement available for SVPD personnel. Section 2 of the contract provides that there would be, at a minimum, one year of transition time for the city to form an independent police department should either party give notice of termination of the agreement. If Spokane Valley moves forward with establishing its own police department, It seems Ilkely that the city could draw on sorne of the current staffing for the new department. The transitlon would be relatively easy because of the state retirement systern and standardlzed salary structures, The remalning positions could be filled by recruiting other sworn officers from the state or from surrounding jurfsdictions, and 24 eventually the city would sponsor Its own police recruits. The transition tiime for the city to begin operating independentiy would probably be only slx months, Programs 7he SVPD offers recruit (basic) training, In-service training, reglonal tralning, fleld tralning, monthly leadership training, and training in supervisory management, Recruit (Basic) Training: Police recruits receive baslc training at the Spokane Police Academy, whlch is operated by the Spokane Police Department. 7he curriculum consists of 720 hours of training, mandated by the Washington State Criirr7inal Justice Training Commiss9on (WSC]TC). 7he entire training program lasts about four and a half months, 7he faculty Is made up of local law enforcement personnel Froirr7 the SVPb (whose personnel are occaslonally called on to provlde two-hour training blocks) and the SCSO, but lt is"run by the Spokane Police Department," 7he acting training sergeant indicated that neither the SVPD nor the city oF Spokane Valley pays for the instructors. Rather, the WSCJ7C pays for local law enforcement instructors to teach recruits ln the acadeirr7y; It also pays for the academy training of all recruits from a11 departments ]n the region. Payment is imade through the academy. After they complete recruit/bas9c training at the police academy, probationary deputies are asslgned to posr-academy tralning: three- to four-week sessions held ar the tralning center in Unlverslry Clty that are designed ro farniliarize rhe deputles with the facili�ies, resources, and personne! at both the SVPD and the SCSO. beputies are then assigned to one of the two departimen�s. Assignmen�s to the SVPD last a rninirnuirr7 of rwo years"for continuiry purposes," Once a depury has completed probation, he/she may bid for future asslgnments. In-Service Training: All commissioned staFf of the SVPD are requlred �o attend forty hours of in-servlce training annually, al�hough Washington S�ate requires only twenty-four hours per year. Corporal Eliis is chiefly responsible for scheduling and adminlstering this training, Typically, four 10-hour training days are scheduled annually for each srafF member, Officers alter thelr shlfts as necessary to attend �his �raining on their days off, �hereby incurring little to no overtime expenses. The depuries "owe the job" ten hours every three months because of rheir unlque work chart. In other words, every rhree monrhs rhey are compensared for �en hours thar they have not actually worked. 7hey are then called in For �en-hour tralning days, with no additional expense. Abou� rwen�y In-service sessions are scheduled each 25 quarter, witn about eighty-five offered per year. This number does not include regional tralning. The tralning sergeant plans and develops both in-service and reglonal rraining programs. Thls of�icer monitors training cycles, malntains and tracks individual personnel training records, and determines wnicn courses need to be offered for recertificarions, Corporal Ellis noted ti�at to identify training needs, he solicits and uses feedback from defensive racrics and firearms Instructors, field training officers (FTOs} (at monti�ly FTO meetings), and supervisors. A review of current and past in-service training revealed a wlde array of relevant tralning topics, such as Tact�cal Warrant Entries for Detectives; Criminal Procedure law Update; Sexual Harassrnent Tralning, and Defensive Tacrics/Weapon Fterentlon. Corporal Ellis hoted that it recently took six rnonths to "flt In a ciass on evidence procedures" but rnat more crltical topics can be rolled out immediately vla tralning bulletins and ro11 call insrruction. Training bulletins are periodically prepared by the tralning sergeanr once a need has been identified. The command staff (sherlff, undersheriffs, and captains) review and approve the bulletins, which are tnen Immedfately forwarded e�ectronlcally to all personnel (Including deputles on patrol via patrol car data terrninals and/or e-rnail accounts). Lega� updates are prepared by an attorney asslgned to ti�e prosecutor's offfce. All tralning materlals and resources are jointly used by the SCSO and SVPD, As one inforrnant noted, "With regard to training, it's one agency," Instructor cadres (such as ti�e �mergency Vehicle Operator Course [EVOC] group} develop the lesson: they determine "whar needs to be taugi�t" and send tnelr proposed lesson(s} to the tralning sergeant for approval, Ti�e tralning sergeanr is then responsible for adminlstering the delfvery of all lessons, Personnel wno perform tralning for tne SCSO and SVPD must rneet the same quallFications described above for recruit school instructors. Every Monday rnorning, tne training sergeant is required to attend command staff ineetings at SCSO }�eadquarters to discuss continuing training and identify furure training topics and metnods, Tne tralning function therefore appears to be well integrated into the overall operations of the SVPD. Forrnal roll calls are i�eld for SVPD patrol officers and deputies at rhe beginning of each twelve-hour snift (the ICMA team was advised that plans were being rnade to alter these 2b shifts). These perlods typically entall a "free" period of about ten to fifteen minutes, which can be—and occasionally is--used for training purposes. MonthEy crime analysis statistics are prepared by the Crime Analysis Dl�ision of the SVPD, This unit provides electronic and hard-copy crlme Information and analysis (e,g., GTS maps of 51hot spots"} for the Spokane area, including the City of Spokane Valley. This unit also prepares and distributes a daily bulletin, whlch Includes similar information. This bulletin Is distributed at ro11 calls and, like the training bulletins, electronlcally, Officers maintaln e-mail accounts and are required to check them cially. Thus, the training function at the SVPb Includes the ability to pro�ide vital training or retraining information to personnel in real time (via electronlc messages and the methods described above}, Multlple delivery methods appear to be used very effectively. In addltion to the training and crime analysls units, there are also specialized units, including • Drug �nforcement Adminlstration Task Force • Spokane Reglonal brug Task Force • Spokane Violent Crimes/Gang �nforcement lJnit • Fnternet Crimes Against Children Task Force • �astern Washington ]oint Fugitive Task Force • Property Crlmes Task Force • Crlminal Tntelligence lJnit • Spokane Area Joint Task Force on Terrorism. Detecti�es and in�estigators from these �arlous special units are considered to be a "shared resource," and they perform thelr own specialized training. They are also required to attend the forty hours of mandated in-service training requfred of all commissioned personnel. Training for several of these units is pald for out of drug seizure funds or, in some cases, grant monies. The ICMA team was informed that there are no formal requirements or state certifications requlred to become an in-service EVOC, firearms, or defensi�e tactics Instructor, However, there is such a requirernent for instructors who teach at the Spokane Police Academy. While a departmental rnlsslon statement is posted at the in-service tralning facility, there is no tralning mission statement specifically for the training unit or facility, 27 Regional Training: The SCSO and 5VPD established a regfanal training program that began in the fall af 2006. Thls training ofFers specla4 caurses o�er and abave the SVPD's normal In°service course offerings. About 50 percent of the reglonal training courses (e.g., the drug interdictian course) are federally funded. {Federal grants have been abtained and used In the past far training. The proceeds of these grants have been used by both departments.) Abaut half of the courses are free of charge, ahd half are affered for a fee, Since its inceptian In 2006, the program has tralned about 2,SOD personnel from appraximately fifty outside agencles. In 2006, the Regianal Training Program affered faur courses; in 2Q47 it affered thirty-eight courses, and In 2008, it offered sixty caurses. A re�Eew af current and past regional tralning reveals a wide array of relevant training topics, such as Praperty and Evidence Room Management, Identity Theft Awareness and Investigations, WMD Tactical Operations, and Muslim Culture for Law Enforcement. In January 2004, Corporal Ellis prepared a study of the ecanomlc savings realized by the Regianal Training Program. He estimated that approximately $444K was saved during 2008. He further stated that "the cost to the agency is almost nothing. There are no advertising costs." Existing police Web sites and networks of law enforcement training personnel appear to be the primary means of advertising, The Tralning Divlsion has alsa worked with the Spakane Conventlon ahd Visitars' Bureau far advertising asslstance, The new tralning facility at Unlversity City wi11 host reglonal tralning classes, which had previously been held an the campus of the community college. The Federal Law Enforcement Tralning Center wil] also use this facility, as will detentian services training stafF. Firearms and vehicle (EVOC) trafning is held off site. Field Training Pragram: A new field training program has recently been develaped for the SCSO and SVPD, Descrlbed as an �`adult based learning method of field tralning," this program was apparently based, in part, an a similar natlonal program sponsared by the COPS affice. Bath agencies use the same methods, same forms, and share "the same field tralning experience." In thls program, deputies work wlth several field tralning ofFlcers (FTOs} during thelr period aF prabation and are requfred to engage in °community projects." Each probatlanary deputy 28 has a different FTO assigned for each month of probation. Fourteen deputies from the SCSO and SVPD are assigned as FTOs, and they are directly supeTVised by the training sergeant, The formal period of field training Is about three mon�hs, although rhere is no set length or minimum number of hours required. This is apparently because of the large number of lateral hires, who typically require ]ess training than recruits wF�o have never worked before in law enforcement, The training sergeant estlmared tha� about 50 percent of their hires are from other law enforcemen� agencies, FTOs prepare a daily observation repoi-t (DOR) afrer each rour performed by the prabationary deputy. The DORs are forwarded elecrronlcally to the training sergeant and are rhen made avallable online for all FTOs to access and review. Thus, each FTO, or supervlsor, has access to prior reports for each probationary depury. All FTOs meet each month to address training Issues and needs. At the end af the formal fie�d training period, FTOs meet with probatlonary deputies as a group to discuss common problems. The mee�ing seTVes as a ques�ion-and-answer session, and probationary deputies are encouraged to ask questions, They are also asked to assess their FTOs via a standardizeci form, Then, after the formal field training period has ended, monthiy checks are made on the probationary depu�ies until the completion of the probationary period (one year). As part of this process the SVPD allows probationary deputles who have completeci their field tralning period ro rlde again wlth an FTO. Thls practice Is encouraged �o allow the newly hired deputies to ask quesrions and dlscuss their observations and experiences from patirol. Regarciing the field training offlcer (FTO) program, pairing new recruits with certlfied FTOs provicies a sound basls for both training and evaluating the new officers. A componen� within the FTO evaluarion �ool focuses on communi�y engagement. The mission statement for the SCSO explicitly speaks to the expectation tha� employees respect the community, but nothing Is said unambiguously abour involving the community in crime- and fear- reduction effo�ts, Monthly Leadership Training: Monrhly leadersh{p rraining, which began in May 2008, is run jolntly by �he SCSO and Spokane Police Depar-tmenr, Class size averages between twenty and forty personnel, Two 4-hour sessions are held each month, The same lesson is 29 ofFered at twice each month, wlth a total of twel�e different leadership training classes taught each year. Supervisars are required to attend; deputies are encouraged to "free themsei�es up" to attend these sessions as well. Basic Management Course for Superrrisors: Upon prarnotian ta detective or corporal, officers talce a first-le�el supervisors' course, whlch the state offers online or �ia classroam Instruction, Personnel prornoted to sergeant ar lieutenant attend a forty-hour rnidmanagement training course adminlstered and certified through the WSCJTC, There is also a series oF risk management and human resource caurses presented In a "Supervlsars Series."7hese courses, which are affered by the county, are held at the Numan Resaurces building in downtawn Spakane and are apen to managers fram all departments (nat just law enfarcement), Captains and above attend an executl�e managernent course (eighty hours), whlch is alsa offered thraugh the WSCJTC, ETHICS AND PR�FESSYONAL STANDARDS There are functions of a pollce agency that cannot be accessed thraugh the Valley Precinct, and some af them are clasely linked to a department's transparency, legitimacy, and ability to establish trust, The OfFice of Professional Standards (OPS), established by the SCSO in 1996, services bath the SCSO and the SVPD (as well as Detention Servlces) and is located In the main headquarters af the SCSO in Spalcane, Its prirnary purpose Is "to establish responsibility for the centralized control of the recording and investigation of cornplaints agalnst departrnent procedures and personnel,"1 It is a "fact-flnding, recording, and organizational feedback unit," Howe�er, because OPS is located in SCSO headc�uarters En Spokane, citizens lacic Imrnediate access to OPS investigators and information. OPS is currently staffed by two lleutenants. In descrlbing their wark, OPS personnel Indicated that about 20 percent of their time is spent responding to freedom of information (FOI) requests. One af the lieutenants currently asslgned to OPS periadically ser�es as a hearing officer in connection with property seizures. OPS also works wlth the prosecutor's office (and a rislc managernent attorney) on civi] actions in�ol�ing the SCSO, OPS personnel 1 Chapter 26, Policy Manual, 2, 7he policies and procedures of the 5C5D and SVPD are set out in this manual, which ]s described as being "Lexipol compllant," Lexlpol, LLC is a company that promulgates a standard set of policies that a number of police agencies have adopted, 30 Indicated that this work primarily entails Investlgatlons. OPS personnel have a working relationship with their counterparts (a Ileutenant and a sergeant) in the Spokane Pollce bepartment. Certain cases (such as a crirninal investlgation Into one oF their own personnel) can be referred out to the Spokane Police Department or to another agency as necessary. The OPS office does not officially develop or provlde any training. However, Individuals assigned to the OPS Unit have dellvered stand-alone tralning lessons in the past. Nelther the SCSO nor SVPd are operating under, or have ever been subjected to, any consent decrees, Complaint Procedures According to OPS personnel, most complaints are internally generated, and few are received from the public, However, these personnel had only aggregate numbers and thus were unable to Indicate either the percentage of total complaints that were generated by the public, or the number or percentage of complaints that orlginated within the jurlsdiction of the SVPp, They indicated that they could determine this by searching the OPS database, but that this Information is not regularly tracked and has never been requested, In situations concerning substantiated complaints, a °case finding notice" is signed by the SVPD chief, but they advised that the SVPD does not regulariy maintaln numbers on these complalnts. The ICMA tearn was told that the police department does not receive that many complaints from the public, but it is not known whether people even know how to complaln or feel safe doing so. It takes courage to question the legltlmacy of officers' behavior and the establishment, Relying on the centralized OPS unit in Spokane could discourage a citizen from filing a report or following through. It might be argued that a separatlon from the Valley Preclnct makes lt easier to compfaln about SVPb offlcers, but there does not appear to be a ciimate that promotes or willingly accepts such complaints. Nevertheless, OPS personnel indicated that during 2006, seventy complaints were filed, and twenty°three were sustained; during 2007, sixty-one complaints were flled, and twenty-slx were sustained; and during 2008, seventy-six public complalnts were flled (a large but unknown number of which arose from Detention Services}, and twenty-eight of these were "substantlated/sustained." 31 The procedures for receiving and responding to clvillan and in�ernally genera�ed complaints are well laid out En department guldelines, Initial complaints are recorded In the case management section of the OPS database, as is the progress of the investigatlon up ta final dispasition. The database categorizes camplalnts such as the follawing: crime, excessive force, unlawful arres�, unlawful search and seizure, viola�ian/infractlon of department policy/procedure, drug/alcahol abuse, harassment, demeanor, unprofessional canducr, and [lmpraper] use of sick t+me. A policy and a procedure are also in place far the handling of appeals raken fram these disciplinary proceedings (Louderrrtill hearings), OPS does not use a formal process far de�ecting civil ac�ians brought agalnst members of the department. Neither the SCSO nor SVPD use a civilian complaint revlew board. There appears ta be no formal civilian involvement In the handling and investigatlon of complalnts against members of�he service, even thaugh the SVPD chief regular�y participates In citlzen advisory and city cauncil meetings. There [s also na formal process for canducting perlodic citizen satisfactian surveys (although one was apparenriy adminlstered in the mld-199Qs, prior to the SCSO's application for accredltatlon). And clvilian complaints that arise in Spakane Valley are nor routinely reparted to the clty manager, either, Use-of-Force Reports The OPS database is afso used ro rrack all '�use-of-force" reports. SCSO and SVPD guldelines dlctate that such a repart must be filed `lanytlme force Is used," Llpon further inqulry, OPS personnel indicated that In certaln circumstances, "verbal command," in and of itself, could be considered "force," generaring campletion of a llse of Farce repart, A derective who is certlffed as a mas�er instructor in defensi�e ractics is currently asslgned to revlew all such reports, OPS personnel do not perfarm ar prepare a manthly use-of-force recapitulation, but they do periodically re�iew the database to look far patterns and aberrations. They nated that any red flags concerning use af farce wauld be raised by rhe reviewer, nat the OPS database (I.e., they da nat use a praac�ive informarion technolagy pragram ta derect aberrations). There Is no srandardized farm far the use-af-farce repart. When a situatian warrants, a member af the departrnent prepares the report, which is then transrnitted as an e-mall cammunicatian from a field supervisor to the use-af-farce reviewer, rhe OPS Llnit, and the appropriate di�ision cammander. It Is an entirely paperless system. 32 The two lieutenant investlgators assigned to the OPS Llnit "catch" cases as they arlse, They reported that major or"sensiti�e" cases (such as a potential conflict of Interest) can be raferred to other agencies for invastlgation. If OPS in�ast€gators intend to begin a self- initiated in�estlgation, they must first notify the command staff (typically, the di�ision head and sherif�, OPS personnel indicated that the SCSO anci SVPD do not use any Porm of a proactive integrity"early warning system." Nor do they usa a separate proacti�e systern to cietect and monitor sick lea�e abuse (pre�lously identifleci as a problem within Detention Ser�ices), although indlvidual investigations ha�e been conducted in the past, 7here Is obviously a systern In place to record and track sick tirne, but the systern does not include a function for the raising ofl'red fiags.° Not all off-duty employment is tracked by the SCSO and SVPD. Off-duty details and assignments are contracted Por, made, and recorded by the dapartment when personnel work in uniform whlle off duty. Other off-duty work—that is, work that is not ciepar-tment sponsored and not done in uniform—is not tracked or rnonitored. There is a regulation, however, that prohibits personnel from working off-duty In premises with Ilquor licenses. Audits and Reviews OPS does not routinely perform any type of audlts to ensure the completeness and accuracy of departmental forms and data. This responsiblflty Is assigned to supervlsors (sergeants and lieutenants). 7he SCSO's Criminal Intelligence Unit (CILI) perforrns an annual audlt In order to ensure compliance with legal guidelines concerning the rnaintenance and purging of indi�idual criminal files, Computer-aided dispatch (CAb) systern auciits are periocilcally performed (I.e,� transcripts are reviewed) to ensure that no irnproper communications are rnade but they are not prirnarily ciesigned to ensure that proper disposEtion are gl�ah to calls for servlce, OPS personnel Indicated that supervisors are primarEly charged with auditing work per�ormanca as necessary. They also repor-ted that they ha�e peopla policing themsel�es wlthin the organlzatlon. There is always at least one sergaant (or abo�e) assigned to each patrol shlft. A new forrn for the adminlstration of anhual perforrnance reviews was 33 developed in 7anuary 2009. These are electronic, but hard copies will apparentiy also be maintained. All personnel are on a January�January evaluation cycle. Patrol supervisors routlnely perform "status checks" each shif�via the CAD system, The '�unit history" of any particular deputy can instantly be obtalned vla data terminals in the supervisors' patrol cars. Tn addition to the foregoing, the SCSO/SVPD's Dispatch Center monitoTS calls for service during each shift (particularly with regard to calls befng "held"), OPS personnel Identified this as another form of periodic, informal auditing. NeltheT the SCSO nor the SVPD use a separate form (I.e., one that fs used exclusively} to record "Terry" stops.� At the present time, upper management is not regularly tracking who fs being stopped and where, when, why, and by whom. Deputfes and patrol sergeants do not maintain individual t-nemo books. We were advised that there Is no regulation dictating that patrol/field arrests be verified or revlewed by a patrol supervlsor (sergeant}, However, all arrests made by patrol and special unfts must be verified or reviewed by a supervisor before the case or file is sent to the records management system. One member of the OPS Unit reported that "multiple sets of eyes review all major reports," Add9tional forms of case or record review occur frequently, For example, the supeTVisor of the Sex Crimes Unit routinely reviews t-nissing persons' reports, complaints of child abuse, etc. This type of review is typically performed via standard database queries. Narcotics units periodically perform audits of U.S. currency and cash deposits, The SCSO`s Investlgative Support Unit (ISU) maintains informatfon regarding the use of confldential informants, All "vehicle pursults" are reviewed by EVOC tralners in an effort to Identify training issues and opportunities, Neither the SCSO nor SVPD have video cameras or GPS In their patrol cars. Patrol vehicle accidents are not routinely reported to C1P5. Such accldents are recorded �"Terry stops" reFer to the in�estigative technique whereby police officers are authorized to perform a skop and ko questlon and frisk persons they reasonabiy suspect of criminal acti�ity; see Terry v. Ohro, 392 Lf.S. 1 (1968), 34 and tracked only If the operator has been determined to be at fault, in whfch case OPS personnel will became in�al�ed (i.e., wlll work with the county's risk manager), The OPS Unit prepares a serniannual report that for the past se�eral years has consisted of one page containing summary Information regarding aggregate numbers of use of force reports and complalnts, These reports contain no further analysis. The OPS Unit does not currently account for or dlstinguish the relative amount of work they perform that relates specifically to the SVPD, While such Informatlon exists in its database, It is not regularly repo�ted in a standardized forrr�at, The SVPD uses an electronic bar code scanning system for the safeguarding and transport of all property that comes Into the deparkment's possess�on (Including narcotics, firearrns, and currency). This system is used to ensure the chain of custody, particularly for evidence, weapons, and contraband, Property Is safeguarded at lockers wlthln the Property Room at SVPD headquarters and Is transported downtown by the Spokane Police Department. Audits of this process are conducted by the Spokane Police Department's Internal Affalrs Unit, The SVPD has a separate policy regarding "firearms that are forfeft to the sheriff's office." A system is in place for the equltable assignment of work to area towing companfes for vehicles that corr�e into the lawful possession of the department. COMMUN�TY ENGAGEMENT: SC�PE There appears to be a long history of citizen engagement with the pollce In the city of Spokane Valley, Washington. The robust Sheriff Community Orlented Policing Effort (SCOP�) initiative predates the city's incorporation in 2003 and is but one of the examples available within the SVPD that illustrates the trust and cooperation the department enjoys from the corr7rrtunity. SCOPE director Rick Scott and other members of the command staff are paid propo�tionately by Spokane Valley through a contract, The proportions appear to be based on populatlon served rather than time on task, Other personnel, such as the chief and the law enforce�-nent deputies and detectives, are paid entirely by the Valley through the contract. While SCOPE Is a countywlde prograrr�, volunteers abound in the city of Spokane Valley, In fact, the flagship and most successful of the county's eighteen SCOPE stations Is Edgecliff, 35 located within the Valley. Edgecliff is both an active SCOPE staCion booming with volunteers, and a Federally deslgnated Weed and Seed site whose residents speak proudly of the changes in the9r neighborhood o�er time. The Edgecllff SCOPE station was an exemplar for the county before the city's incorporation, and it continues to be a model station. In addition to galvanizing the neighborhood activlsts, driving out drugs and drug dealers, and reducing calls For service, the station's volunteers and SCSO employees used Weed and Seed funds to turn a former grade school into a very successful community center. On the day that the ICMA team drove through the neighborhood, young children and adults who were leaving the facll�ty spotted Rick Scott, wa�ed enthusiastically, and called to hlm by name, Rick is widely known throughout the county but seems especially loved in Edgecliff. SCOPE Stations The four SCOPE stations within the city appear to be well-located and well-known community resources. They provide access to the police, police lnformation, crime pre�ention informatlon, and community training. One February afternoon saw a Fair amount of telephone and foot traffic among citizens reporting suspicious or problem activities or seeking information from station personnel. In many ways, the stations appear to be a community hub providing a wide �ariety oF community services. Staffed ofFicially by volunteers for as many as twel�e hours dally, SCOPE stations have designated detectives for the neighborhood. These detectives, who commit part of their workweeks to be in the neighborhood, are routlnely present, working on local investigations and re�iewing the intake logs prepared by �olunteers for additional intelligence or background, There appears to be a comfortable work flow, a reasonable and approprlate di�islon of labor, and a reliance on expertise among the �olunteers and sworn personnel. Nowhere in the country has this writer seen the close collaborative work between volunteers and sworn personnel, nor the type of work conducted by volunteers as wltnessed in Spokane County, Citizen Volunteers Stopping by the SCOPE statlons and visiting with officers and �olunteers pro�ided additional e�idence of the strong relationships between citlzens and officers. The degree to which SCOPE's citizen volunteers are engaged In real work is �ery Impresslve. Their work, which 36 enhances officer efforts in the nelghborhood, is clearly valued, and borh parties engage in real dialogue and participatory problem solving. (Conversarions with command-le�el sraff and the SCOPE director suggest that officers are expected to engage in problem-solving acrivities with community members where appropriate,) Withln the SCOP� stations, staff and volunteers alike speak of"our success" or of acrions "we" engaged in together. The community's partnership with the sheriff`s deputies has produced a palpable sense of pride In—and shared ownership of—what It has accomplished: distressed neighborhoods have been changed into thriving ones wirh a high sense of cohesion and efficacy. Through Neighborhood Watch, 40,000 households across the county, Including 20,000 in the Valley, receive a newsletter delivered to the door. The sophisticared deEivery system Is managed through an extenslve volun�eer network tha� NeRghborhood Watch has culti�ated and maintained. These �olunteers are supported by both the SCOP� direcror and the NeEghborhood Watch dlrector, The most impressive part of the newslerter, whlch provldes useful information and celebra�es the �olunteers, is its capacity �o reach such a vast audience, 7he srructure, management, and acrivities of the county's full contingent of SCOP� volunteers are the responsibility of �wo unsworn staff. Both have fuli-time posit�ons, with half of their salaries paid by the city. Their ro]es, which are distinc� yet inexrricably related, are to suppork, organize, and manage different aspects of the volunteer effort—a function that the ICMA tearn sees as crltically impor�anr ro the volunteer effort in both the city and �he county. Were the city to create a self-sufficient department, i� is hard to imaglne how �hese roles could be redesigned Into either one posirion or �wo part-tirne posltlons. In addition to staffing the SCOPE stations throughout the counry, SCOPE volunteers have a wide menu of acti�iries from which to choose to participate. And regardless of whether they are from Spokane Valley or the county at large, thelr prlmary cornmitmenr is ro thelr project or work assignment. Many volunteers are closely linked with traditional police business—for example, horse patrol of Centennial Parhway or Citizen on Patrol in cars in the neighborhood; others engage In flagging, handicap parking patrol, buslness prowl checks, comrnunity resource referrals, search and rescue, pawn detail, and the community emergency response team (CERT).3 3 7he various activities available to SCOPE volunteers could be consldered misslon critical to police business. 7he role oF order malntenance makes volunteers a quasi-comrnlssloned force. 37 Critically Important to the city and Its contract costs is the fn-kind contrfbution of cltlzen time to city operations. As reported in the July–becember 2008 Semi-Annual Report submitted by Chlef Van Leuven, SCOPE �olunteers in the Valley contributed 25,727 hours, worth an estimated $501,943.4 In tight fiscal times, this effort not only reduces costs but also accompllshes Impor-tant pollce actl�ities that other law enforcement agencies must forgo. In this way, the SCOPE �olunteers do more than augment police services; they fill a niche ro1e, helping to maintain order and citizen satisfaction within budgetary constralnts. Communication The SCSO Planning, Research and Analysis Unit (located at the sheriff's office in downtown Spokane) prepares reports for the SVPb on a monthly basis or as requested on nelghborhood "hot spots" and calls for service, Both these reports, which are disseminated to all staff and �olunteers, and the daily bulletin, whlch is distributed �n the roll call room, indude information from the CAD system. The CAD system is often underused in police agencles as a source of neighborhood inte111gence; howe�er, In many ways It Is the best indicator of community concerns. It contains abundant data on anci detailed analyses of crimes that have been commltted, For example, maps show the location of stofen vehlcles; graphs of hot spot areas indicate the types and models of stolen cars; and summary reports rank the preferreci models for thie�es. The narrati�e contains simllar data For the current and prevfous two calendar years. It is not caear whether the reports are used by officers and managers as a strategic deployment or an accountability tool, but they are created and a�ailable, It is surprising that witi� the excellence In technology and the prlde around data collection, there !s no apparent dashboard for operations or adminlstrati�e functions in elther khe SCSO or the SVPD. In particular, at the time of the team's visit, the OPS was unable to report on how many and what types of compialnts were filed by citlzens against Spokane Valley law enforcement offlcers, There was neither an analysls oF the number of complaints broken down by officer nor any thought gl�en to identifyfng those officers wi�o might present a risk for the department based on thelr indlvidual hlstories—for example, number of citizen complaints filed against them, number oF motor vehlcie accidents in which they have been involved, and amount of sick time taken. As a result, there is no trend analysis to allow for 4 Per the chlef's report, this amount is derived with a national formula for calculating volunteer value at $14,51 per hour. 38 eariy detection of problem behavior and, as needed, timely intervention. The absence of thls management tool and the lack of curioslty about, or perhaps understanding of, the rele�ance of the data Is concerning from a managerial perspective. Like OPS, the Planning, Research and Analysis Unit in SCSO headquar�ers in Spokane, so cltizens lack immediate access to crlme data and analysis oF hot spots as well as to OPS in�estigators. From a cltizen's perspective, it would be good to know about the Internal investigations of the police department. How many are there? What kinds of complaints do citizens file against officers? Are they ta�cen seriousfy by the depar�ment? What kind of findings are there af�er in�estigations? How does a citizen file a complaint? What if the cltizen objects to the finding? Is there an appeal process? There is littie to no information about these processes within elther the SCSO or the SVPD, nor does there appear to be any avenue for clv]Ilan input within the complaint process—no ouersight, no panel. Answering the questions posed abo�e before they are asked woul� improve police-community relations and the legitimacy generally of the SCSO and the SVPD In particular, Similarly, making It simple to flle complaint reports and to learn expeditiously about the process would enhance trust in the system, In general, citizens are suspicious of pollce policing themsel�es, and efFor�s shoul� be taken to assuage their natural and common concerns about colluslon and secrecy. Notably, the SCOPE director comfortably moves between the SVPD and SCSO anc� can serve as an intermedlary for the crime anc� analytic information, Citizen engagement can help nullify those perceptions, But cltlzen engagement also requlres access to 9nformation. The annual reports—often two pages of dot points that reflect a unit`s activitles rather than a police department's outcomes measured against policy expectations—show a lack of sophistication, There Is Ilttle explanation of outcomes that rely on data to illustrate successful policing, community relations, or measures of acti�ity relati�e �o a specific and rele�ant denominator (i,e., a defined benchmark for purposes of comparison).5 To assess the SCOPE Initiative as a model practice of community pollcing-citizen engagement, the ICMA team had to re�lew annual reports from the chief, the SCOP� dlrector, the Neighborhood Watch dlrector, and others; 5 Without a point of comparison, data po9nts have little meaning. When citizen complaints go down, it may mean that there is less about whlch citizens can complain; alternatively, it could mean that there is no trust in the process and that citizens do not see a value In complaining, 7o best understand the meaning of a data point, there should be a point For comparison. If we see that enforcement activity is up an� the number of cltizen complaints Is decreasing, the number is more informative. 39 however, there is no place on the Spokane Valley website where a citizen or an external observer can secure departmental Information. Direct communlcation with stakeholders on important issues demonstrates a partnership anci relationship between work and success. Such communication could be improved by producing and distributing materlals to the governing authority, including the community, about the department's mission, work, successes, and future goals, Inability or iack of desire to do so accentuates the SVPD's tangled relatlonship wlth and dependence on the SCSO. There are good stories to be told here and a missed opportunity. The SVPD appears to enjoy strong partnerships with various law enforcement entfties. It has deputies assigned to task forces headed by federal agencies, and these deputies serve as the department's representatives. The task forces and the SVPD's relationships with them are credlted with successes in warrant service, firearms investigations, and the targeting and apprehension of career crlminals anci drug traffickers In the greater Spokane area, They are a point of prlde among SVPD personnel. Training Although the SCSO's training is extolled as the best around, it is difficult to ascertaln the degree to which community policing or community engagement Is a cornerstone of the training, According to the training officer, the month-long post-academy training offers modules on community engagement, including community meetings and participation by Neighborhood Watch; the list of modules also includes scenario training and sound practice for dealing with the community. However, command-Eeve1 officers are not the ones who are promoting community policing to the trainees. Rather, the subject Is handled by traditional pofice outsfders, such as staff from community°based organizations who teach about sexual harassment and diversity, fncluding tolerance of gay, lesbian, blsexual, and transgendered {GBLT) citlzens. While these are likely quallty fnstructors, palring officers with these outside professionals or having seasoned officer instructors conduct the training and hold specific sessions for problem solving with the comrnunity would clearly demonstrate the valuing of community partnerships from an organizational standpoint, and it would send the strongest message to tralnees that citizen 9nput is valued and sought. 40 Communiky-Centric Principles Crucial to any community policing orientation is an awareness and understanding of the community Itself, From the ICMA team's obser�atfons, the SVPD has a genulne relationship with the community and recognizes that such a relationshlp is the foundation of effective community policing, Chlef Van Leu�en appears committed to the principle of community engagement, but he has not de�eloped such an initiati�e on his own. The depa�tment needs to be made more reflecti�e of the community and more accessible to Its citizens, Dir�ersity: While the U.S. Census from 2000 reports that Spokane County is o�er 88 percent Caucasian, there is a blt more di�ersity in Spokane Valley, which is 8� percent Caucaslan, Howe�er, there is little racial, ethnic, or gender di�ersity In the SVPD or the SCSO, Both the city precinct and the sherlff's office have photos on the walf of all deputles organized by rank, and both sets of photos show an overwhelming majority of whlte men. Closer study reveals a handful of faces of color and about an equal number of women, Questions asked about effo�-ts to recruit for racial, ethnlc, or gender diversity were nonchalantly dlsmissed as the responsEbility of a statewide centralized ci�ll servlce. While it Is true that the department is somewhat hamstrung by the ci�ll servlce, it could still be reaching out to young people about the importance of and rewards assoclated with law enforcement careers, so that in ten years' time, the population of candldates choosing to take the exam will be far more di�erse, Wlth the changing demographics, the growing f�ati�e American population in the area, and the potential threat of white extremists in neighboring states, the department would be advised ta encourage quallfied, capable women and people of color to prepare for and take the ci�il servlce exam, Obser�►ed Interactions with the Community: E�eryone with whom the ICMA team met in the SVPb spoke about relationships and partnerships with the community. One officer spoke of being able to shut down drug houses because of inforrnation pro�lded by cltlzens. As noted pre�iously, one member of the team spent about four hours in the company of a deputy on patrol. It was beneficlal to get out of the preclnct, see nelghborhoods, and learn about crime problems. Without prompting, the offlcer readily offered examples of the community partnerships that ha�e made a difference in the neighborhoods. Mast in�ol�ed co�ert and overt drug sur�elllance acti�ities wlth the assistance of police-friendly nelghbors, 41 The ride-along also offered se�eral opportunities to witness the deputy's engagement with the community—a suspect, a victlm, witnesses, other law enforcement personnel, and the general public. The officer spoke wlth cltlzens on the street in a polite, open, and frlendly manner, His demeanor seemed to express a genuine Interest In the citizens and their opinions about thelr neighborhood, On one occaslon, the deputy was called to assist an Intoxicated pedestrian, He was quicic to ask about the pedestrian's interest in being transported to the detox center. It was clear that the officer knew the pedestrlan, his history, and the staff at the detox. His response further demonstrated a competence with the social service structure, insight into alcohol dependence and addiction, and an understanding of the limits of a tradltlonal law enforcement response, The officer was stern but respectful of the pedestrlan, and showed an exemplary approach to problem sol�ing. Another interaction was with a woman who was planting tuflps in her yard. Recognizing her from a prior conversation, the deputy made palite and friendly conversatlon, hls main goal being to demonstrate his approachabllity. By making himself accessible to her, he ga�e her an opportunity to present any problern she might ha�e, whlle he re�ealed his willingness for a future encounter, At one polnt during the ride-afong, the deputy monitored a radio call of the SVPb, and because he was near the location oF an incident, he ofFered to provlde backup. His car was the first at the scene, and he was able to gather crucial evidence from witnesses, which led to the �ictim, the suspect, and an eventual arrest. The fact that uninvolved witnesses flagged down the officer to provide information about a crlme and the suspect`s whereabouts suggests a high degree oF trust In the police. Fur�her, watching the deputy coordlnate a response with other officers and effectuate the arrest provided information about respect, confidence, and safety, Training and the Community: SCOPE and the larger department offer a number oF tralning opportunities for citlzens. 7he annual crime preventlon conference is daylong event that brings together deputles, community members, and SCOPE vofunteers. The first annual conference had more than 200 attendees. 42 The "Pharmacy Safety and Security and Rx Patral," now in Its second year, is a two-and-a- half-hour session that targets pharmacists and pharmacy staff. Run by a deputy, this sessian builds relationships between law enforcement and pharmacy staff while offering useful suggestions for increasing securlty and enhancing safety. It ls sklll-based tralning that pravides tips far fdentifying and tracking losses due to Impaired employees, and a reFresher on the federal regulations that apply ta the handling and prescribing of canCralled substances. It also discusses self-evaluatlan security checklists and optians for detectian and surveillance systems. This very successful pragram is apen ta all law enforcement and all pharmacy.employees. THE SVPD AND THE SCS�: LINES OF DEMARCATION Because much of the administrative support af the SVPD comes fram the SCSO, the maln headquarters of the SCSO in Spokane Is a mother ship to the SVPD. It Is where much of the business af the SVPD's chief takes place, where SVPD evidence and property are secured, where detalnees are held, where internal investigations are conducted, and from which the dally crime repor� is issued. Officers from the SCSO who are assigned ta the clty af Spakane Valley are there mastly out af choice. Many were previausly assigned to the unincorporated valley and now remain policing the Valley by thefr awn preference out of a deep loyalty ta the provision of quality law enforcement services. Their professionalism was evidenced in their respanse to several radlo calls wlth a unlformed SVPD patrol deputy; moreover, the ICMA tearn witnessed solid cooperatlon among the variaus departments—the city af Spokane, the city of Spakane Valley, and the SCSO. SVPD supervisars were also on scene, interacting with and glving support to the patral deputy, and praviding quality feedback, appraprlate inquiry, and gufdance with the subsequent report writing. Nevertheless, during interviews with officers and cammanders In sheriff's uniforms who are paid In part by the city af Spokane Valley, the ICMA team had ta constantly remind the interviewees that the speclfic tapic of the ICMA assessment was Spokane Va!!ey pa�ice services. With the exception of Chief Van Leuven and sworn deputies assigned ta SVPD, the command staff align themselves with the SCSO, regardless of thelr assignment. When they use the word we, they typically mean the sheriff's afflce, not the police department. Even �hase whose pay is drawn from the Valley's contract tend nat to see themselves as a part af the SVPD. In cantrast, the patrol deputies assigned to SVPD are very clear abaut thelr roles: 43 pro�iding community and emergency services to the citizens of 5pokane Valley. Their assignments are less arnbiguous than those of the officers from the 5C50; they don't ha�e to spllt their time between city and county activities, and they enjoy clear geographic responsibility with a hlgh degree of beat Integrlty. Con�ersations with personnel other than pakrol deputies lefk the team confused abouk the relationship between the Indivldual deputy, the sheriff, and the city of 5pokane Valley, It was noteworthy that among the command staff, only Chief Van Leuven's business card reads "City of 5pokane Valley"; e�eryone else's card has the insignia and the name of the 5C50, yet these commanders are the ones with whom the team met to discuss major issues relative to the SVPb, Most commanders appear to have jobs that pro�lde support for all aspects of the 5C50, including the SVPD, regardless of multiple roles, assignments, and activities of the very broad agency, For exarnple, the training department, the OPS, and the dlrector of SCOPE see the SVPb, the jail, and policing In the unincorporated parts of the county as all being the responslbifity of the 5C50, The current structure of the shared-seivices model accentuates the police department's dependence on the SCSO and makes it difFicult to imagine the SVPD as an independent entity, While the SVPD rnay not be able to support full-time personnel in each of these administrati�e functlons, it could attaln a greater degree of Independence, both percei�ed and real, wlth an improved structure and deslgn of the shared services. While SVPD is merely a unit of the SCSO in terrns of the collective bargaining agreement and the issuer of the paycheck, Spokane Valley accounts for 42 percent of the calls for service in the county and thus about 50 percent of the budget. Thus, If the city of Spokane Valley were to continue to contract for seivices, could not the 5C50 organize staffing to ensure that key support personnel work exclusi�ely for the clty? 44 3. DATA ANALYSIS This report focuses on three main areas: workload, deployment, and response times. These three areas are airnost exclusively related to patrol operations, which constitute by far the bulk of the sherlff's personne! and financial commitment. All the Information presented In this report was developed directly from data recorded in the county dlspatch center, The first section of thls report, concluding with Table 8, uses the call and activity data for the entire year. For the detailed workload analysis and the response time analysis, we used two 4-week sample periods. The flrst period was the month of February 2008 (February 1 to February 28}, or "winter," and the second period was the month of August 2008 (August 1 to August 28), or "surnmer," We rnake no recommendations in this preliminary repor�; our purpose here is to share information that we have developed from the source data to confirm Its accuracy. WORKLOAD ANALYSIS When analyzing the data supplled by the SCSO, we encountered a nurnber of Issues and made assumptions and decislons to address them: • A small but significant percentage of calls Involving patrol units (4,3 percent} had zero time on scene, • The computer software generates a large number of call codes. Thls led to 1.38 different call descriptions, which we reduced to fifteen categories for our tables and nine categorles for our figures. • A small proportion of calls (1,3 percent, or approximately 730 for the year) were missing clear tirnes and were thus discounted. Most of these were likely duplicate records or canceled calls, Our study team has often worked with these types of problems when assessing call-for- service data. To identify calls that were canceled en route, we assumed zero time on scene to account for a slgnificant portion of them. Any call with an on-scene time of less than 30 seconds was fabeled "zero on scene." We also used the information stored within the dispatch data to distinguish between patrol-initiated and other-initiated calls. Regarding the data we received, in the period frorn ]anuary through Decernber 2008, there were approximately 74,300 ca11s for service {wlth accompanying unit information). Of that 45 totai, approxlrnately 56,200 included a patrol unit elther as the pr+mary responder or as a secondary unit. When focusing on our four-week perlods, we analyzed 4,014 (patrol- related) calls in February �008 and 3,814 calls in August 2008, In addition, when analyzing workloads and response tirnes, we ignored calls with incorrect or missing time data, The inaccuracies also included elapsed times that elther were negative or exceeded elght hours. For the entire year, this excluded approximately 850 calls from our ana�ysis. Discussions with the sheriff's office led us to conclude that most of these calls were elther dupllcate records or canceled calls. Tn 2008, the sheriff's office repor�ed 154 calls for service per day. As mentioned, about 4.3 percent of these calls show no officer time spent on the call. In the following pages we show two types of data: acti�lty and workload. The activity levels are measured by the a�erage number of calls per day, broken down by the type and origin of the calls and categorized by the nature of the calls {e.g,, crime, trafFc). Workloads are measured in average work-hours per day. The following tables use fifteen of the seventeen call categories shown in the table below. For the graphs, some of these categories are consolidated to nine distinct categorles. Table�ategories Figure �ategories Accidents TrafFlc Traffic enfarcement Alarm Investigations Check/Investigation Animal calls General noncriminal Mlscellaneous Assist other agency Assist other agency Crime—persons Crir�e Crlme—property Directed patrol Directed patrol Disturbance Suspicious Incident Suspicious person/vehicle ]uvenile .luvenlle Out of service—administrative Out of service Out of servlce—personal Prisoner—arrest Arrest Prlsoner—transport 4b Figure 1. Percentage of Calls per Day by Initiator � Zero on scene Q 3% Q Pollce initiated _— --__ � Other Initlated �x___ _ � 36.7°�, �� f � Y 58,9% Note. Percentages are 6aseci on a total oF 55,461 calls, Percentages do not total 100% because of rounding, Table 1. Number of Calls per Day f�y Ynitiator Ynitiator Total calls Calls/da zero on scene 2,�i 1 6.6 Polkce initiated 32,690 89.3 Other initiated 20,360 55,6 Total 55 4fi1 151.5 Nore. Table excaucies 731 calls with missing tlme data, Observations • About 4.3 percent oF the calls involved zero on-scene tirne and are lncluded in t�ese nurnbers as we{l as In the next figure anci table, l.ater, we exclude these calls. • The data records include a large number oF police-initiated activlties; 89 per day, or about 59 percent oF all activities. • Yhere were a total of 152 calls per day, or 6.3 per hour. �}7 Figure 2. Percentage of Calls per Day by Category ❑ Arrest [] Agency assist �%12 0% ❑ Crime ❑ Directed �airol 13,9% � General non-crimfnal ^ � ❑ In�estigaiions `�� ]u�enile � � Suspicious Incldeni I 5 8% � TraFFic �42,0%—.t ;i' �3�i+}�i�'�� 2.2% �,_ 7� l i�` 51�- � 1 � � J.3.9°l0 � 4��.,�� . �` 0.6% ��;.,.,....-�'• 18.7% Note. Percentages exceed 100% because of rounding. Table Z. Number of Calls per Day by Category Cate o Total calls Calls/da Acci denks 1,729 �F.7 Alarm 1,606 �F.4 Anlmal calls 104 0,3 Assist other agency 1,088 3,0 Check/investigation 6,099 16,7 Crlme--persons 4,298 11,7 Crime—property 3,412 9.3 Directed pakrol 3,191 8.7 Disturbance z,952 8.1 Juvenile 334 0.9 Miscellaneous 1,112 3.0 Prisoner—a rrest 5�}2 1,5 Suspicious person/�ehlcle 7,�}11 20.2 Traffic enfarcement 21,583 59.0 Total 55 �161 X5�.5 48 Observatlons • Four categories (�raFFic, suspicious incidents, crimes, and Investigations) accounted for 89 percent of activitles. • Forty-two percent of calls were traffic related. • Nineteen percent of calls were suspicious incidents (including dis�urbances), • Fourteen percent of calls involved crir�es, and simlfar percen�age involved fnvestfgatfons (induding alarm ca11s). 49 Figure 3. Percentage of Nonzero Calls per Day by Category Q Arrest i.0% CI Agency asslst � Y 1.8% ❑ Crime -� 1.3.7% �� Directed patrol '�.,� � General no�-criminal ❑' Tnvestigations � Q Juvenlle I � Suspiclous IncEdent � I 5.8% � Trafflc I 43.0%� � � �^ ��. - _ Y2.1% I . _ . � � �13.5% � 0.5% i8,6% Tab1e 3. Number af Nanzero Calls per Day by Category Cate o Total calls Cal[s/da Accidents 1,650 4.5 Alarm 1,493 4.1 Animal calls 94 0,3 Assist other agency 974 2.7 Check/investigation 5,651 15.4 Crime—persons 4,099 11.2 Crime—property 3,166 8.7 Directed �atrol 3,071 8,4 Dlsturbance 2,769 7.6 Juvenile 279 0.8 Miscellaneous 1,030 2,8 Prisoner—arrest 511 1,4 Suspicious person/vehlc�e 7,076 19.3 Traffic enforcement 21,187 57,9 Total 53 OSU 144.9 Observations • When zero-on-scene tlme ca11s are excluded, there are 145 cal�s per day, or 6,0 per hour. • 7he top four categories and thelr percentages remain essentially unchanged. 50 �igure 4. Number of Calls per Day by Initiator and by Months 200 ---- --- 180.3 149..9 152.3 �46.3 � ?48.7 150 __ _..._ .... --- _��_ - 132.G �, 1��#, m � � n 100 � _ 35,� _ ,�p.� 9C3.f3 �n ��:7 �:9.i �a U 5Q - � � , C.6 �i,Q �+.7 b.9 7.� �� J.1 Q � p - � Jan-Fe6 2008 Mar-Apr 2008 May-Jun 2008 Ju1-Aug 2008 Sep-Oct 2008 Nov-Dec 2008 �] Other Initiated � Police Initiated � Zero on scene Table 4. fVumber of Calls per Day by I'nitiator and by Months Initfa�or ,]an-Feb Mar-A r Ma -]un .�ul-Au Se -Oct No�-Dec Zero on scene 6.0 6.0 6,7 6,9 7.0 7,1 Police initiated 77.8 89,3 83.8 76,3 117,9 90.9 Other Initiated 48.9 54,6 60,8 63.Z 55,4 50.7 Total 132,6 149,9 151.3 146.3 180,3 1�48.7 Observatlons • The number of calls was largest from September to October. • The number of calls was the smallest from January to February, • The largest months had 36 percent more calls tnan the smallest. • The primary cause for this large difFerence was 118 police-]nitiated activities per day from September to October compared to only 78 from January to February. • In contrast, for these same months, the increase In otner-initiated calls was only 6 calls per day, • Juay to August had the largest number of other-initiated calis. 51 �igure 5. Number of Calls per Day by Category and by Months 200 ��----------- _ � � TrafflC � Susplcious � Juvenlle 0 Investigations 15a _ � General [� Directed patral � � Crime � � Arrest L I[� Agency assist �' 100 - � � 50 - 0 'L°�� 'yo�� 'L°�� 'yo�� 'y°�� 'L°�� '4 QC JO Jp� O�, p,L ��4e' �`a�P �a�, ��`P ��4 °,Q � Table 5. Number af Calls per Day by Gategory and by Months ]an- Mar- May- ]ul- Sep- No�- Cate a Feb A r ]un Au Oct Dec Accidents 5.4 4.3 4.5 4,4 4.5 5.1 Alarm 4.1 4.3 4.� 5.3 4.0 4.4 Animal calls 0,4 0.4 0.3 0.2 0,1 0.3 Assist other agency 2,5 3.1 3.1 �.8 3.0 3.3 Check/Investlgation 13.1 15.9 17.5 17.� 19.9 16,2 Crime-persons 10.1 11,8 13.5 13,6 11,7 9.7 Crime-property 7.0 8,9 10.9 10.7 9,7 8.0 birected patrol 8.9 7,0 6.3 6.7 1�.� 11,1 bisturbance 5,4 7,2 9.5 10.5 7,7 5,9 Juvenlle 0.9 1.0 1,1 0.8 1.0 0.7 Miscellaneous 3.0 3.0 2,5 �,5 3.7 3.5 Prisoner-arrest 1.5 1.6 1,2 ].,4 1.8 1.4 Suspicious person/vehicle 14.8 18,4 17,5 18.5 2C.4 25.8 Traffic enforcement 54.0 63.0 58.8 51.5 74.� 52,3 Total 13Z.6 149.9 151.3 146.3 ].8Q.� 148.7 52 Observations • Traffic-related calls, followed by susplcious incidents, were the most common types of calls throughout the year, • Traffic-related calls {enforcement and accidents) in general averaged between 56 and 79 per day throughout the year. • Suspiclous incidents (inciuding dlsturbances) averaged between 21 and 34 calls per day. • Crime calls averaged between i8 and 24 per day throughout the year, while Investigatlons (including alarm calls) averaged between 17 and 24 calls per day, • These Four categories were consistently 86 percenr to 90 percent of all calls throughout the year. 53 Figure 6. A�erage Busy Times by Category and Initiator �o ------- �-- ______ - - ----- �------- 62 60 ---- -- - --- - -- �-�-� ------- - --- 55 55 1 50 - - � - ;�G - - - 48 42 Q4 N 4d - - - 39 — 39. � a :?3 C � 30 - 29 �'� z� �;, _ 20 -17� �`� -- -- - - --- - � 15 y 5 14 ld - � - - - - o _ l. . __ � —.- - a` 5ti o` � ti � ` �,c, Jy sn� ��' �y� a'� eo� c�ey t�cc �ta �� .�� a�` �e�G�Q- G�� ,J� Q. �, ��,c� �y��a �Jy��c. ,�t P p�te ti�`, � Police initiated Q Other initiated Table 6. A►►erage Busy T'imes by Category and Initiator Police initiated Other initiated Minutes/ Minutes/ Cate o Total cails call Tota1 calls call Accidents i.6i. 4�,2 1,47b 64.5 Alarm 1b 1�.� 1,�}77 2i..3 Anlmal calfs 19 22,5 75 30.6 Ass9st other agency 203 19.J. 767 43.7 Check/invesrigation 2,681 28.3 2,958 38.8 Crime—persons 32J. 29.7 3,746 55.5 Crime—property 167 57.6 2,9b3 54.0 Directed patro! 3,063 14J 6 28.8 Disturbance 78 22.0 2,687 27.9 ]u�enile 21 55,0 257 51.5 Mlscel�aneous 683 z6,3 34b 41.1 Prisoner—arrest 333 45.8 172 61,9 Suspicious person/vehlcle �},955 15,0 2,120 28.8 Trafflc enforcement 19,977 14,0 1,207 26.7 Total 32 678 16.6 24 257 42.0 Note. Figure 6 and Table 6 excaude zero-on-scene calls and calls with missing busy tlmes. 5�} Observations • Average time spent on a call ranged from i.4 to b5 minutes o�erall, with signlflcant variation by call ty}�e and initiatar. • The longest a�erage tlmes spent were b5 minutes on citizen-reported accidents and 62 minutes on other-initiated prisaner arrests. • Police-Initiated traffic-related calls (mostly trafflc stops) averaged i.4 minutes per call, whereas at�er-initlated traffic ca11s (excluding accidents) a�eraged 27 minutes, • Crime calls averaged 39 minutes far police-initiated calls and 55 minutes far other- initiated calls. 55 Figure 7. Number of Responding Units by Initiator and Category 2.5 � z.i z.i 2,0 2.1: 7,D 2�� — - - - i,8 1.8 I .L.7 ; 1.5 --- �1;a i. .-- c 1. 1• i�.. 1.; 1.- � 1. 1.�.D ] 1.0 - - 0,5 0,0 , ; , o'�� y�y�. �°� o��, �y�. ��, �a� �y Jy ��c. 6 � Q-y �Qa ��' p.�� C,�` �¢.��' �a� yQ��` ,�� J P°j�,� p`i�c.'� �c,�,y h Q Police initiated [] Ok�er Initlated Table 7. Number of Responding Units by Initiator and Category Police initia�ed Other initiated Cate o Average Total calls Average Total calls Accldents 1.6 161 2,1 1,489 Alarm 2.0 16 2.3 1,477 Animal calis 1,5 19 1.5 75 Assist other agency 1.2 203 1.8 771 Check/investigatlon 1.2 2,686 1,8 2,965 Crlme--persons 1.3 322 2,4 3,777 Crime—property 1.�} 168 1.8 2,998 Dlrected patrol 1,0 3,065 1,0 6 Disturbance 2.2 78 2.3 2,691 Juvenlle 1.0 21 1,4 258 Miscellaneous 1.1 683 1,7 3�}7 Prisoner--arrest 2.0 336 2,6 175 Suspicious person/vehicle 1.2 4,955 1,9 2,121 TrafFic enForcement 1,2 19,977 1.5 1,210 Totai 1,2 32 690 Z.0 20 360 56 Figure 8. Number of Units Responding by Category: Other Initiated 2500 - --- -....... . ........_ ._... 2000 _ . ` n lsoa � ` - ---- - �, - � ` � 1�� __' ' _ 500 -.._._._ _ o , �- cc�yw �� `\��, a�o` ,�m� �o�y ��\`�, \��, a�� Q �.� a J� �c. �C� P �Pg �' �,a <, y,og � ti r� L`' o� � �`' y`yw�� p�� 1�, JyQ`�� 1 Office r Py �� c� �] 2 Officers � 3+ Officers Table 8. Number of Units Responding by Category: Other Initiated Res ondin units 7hree or Cate o One Two mare Accidents 493 539 457 Alarm 20a 830 447 Anlmal calls 50 15 10 Assist other agency 397 20G 168 Check/investigation 1,286 1,Q7G GQ3 � Crl me—persons 826 1,345 1,GQC Crime—property �.,625 759 614 Directed patrol 6 0 0 Disturbance 651 1,038 1,002 Juvenile 181 60 17 Miscellaneous 171 115 61 Prlsoner—arrest 21 74 80 Suspicious person/vehlcle 965 6b0 496 7rafflc enforcernent 846 228 136 Total 7 718 6 945 5 697 57 Observations • The overail mean number of responding units was �..2 for police-initlated calis and 2,0 for other-initiated calls. • The rnean number o� responding units was a maxirnum of 2,6, for other-Initiated calls involving arrests. • Checking the bottom of Table 8, one can see that most other-initiated cafls involved two or more responding units (62 percent), • In additlon, 28 percent o� a[I other-Initiated calls involved three or more units, • �he largest grou� oF other-initiated calls with three or rnore responding units Involved crimes and person crimes (as op�osed to �ro�erty crimes) in particular, 58 Figure 9. Percentage of Calls and Work-Hours per Day by Category, February 2008 [� Arrest �] Agency aSSlsk � �rime � Dlrected patrof � General Ll�,b �•3% ❑ Investlgatlons \ 1.8% \ 3.3% � 1z.5°� � � Juvenlle � ��' -_� "'� `' 1 �" � Susplcious �� i I� M1 31.8°.� � � Traffic : �� .5% � .'28.4% i 47.8%� ___- 2.7°/a �. � , � � - , �iz.i�a = � -�, .\ '� � -"a.8^� 0 `-'� �_ s�'a.3 io ia.5��"� �� ;_ 'z.i�ro 15�4% 0.6% 14.2% Call Acti�ity Workload Note. Calculations Inc4ude anly nanzera an-scene ca11s. Percentages may exceed 100% because af rounding, Table 9. Number of Calls and Work-Haurs per Day by Category, �ebruary 2flfl8 Cate o Calls/da Work-hours/da Arrest 1.5 2,0 Asslst other agency 2.5 2.9 Crime 16.9 24.5 Directed patral 8.8 2.5 General nancrimfnal 3,6 1,8 Investigatians 16.4 12.2 7uvenlle 0,4 0.5 Suspiciaus incident 20.8 12,5 Traffic 64.8 27.5 7otal 135.6 86.3 Observations • In February 2008, tatal calls were 135.6 per day, or 5.7 per haur, • 7otal workload was 86.3 work°hours per day. 7his meant that an average af 3.6 personnel per hour were busy hanciling calls, • 7raffic-related events canstituted 48 percent aF calls but aniy 32 percent af workload, • Crlrnes constituted 13 percent of calls but 28 percent of warklaad. 59 Figure 10. Percentage of Calls and Work-Hours per day 6y Category, August Z008 [] Arrest �] Agency asslst � Crlme � Dlrected patrol � General 0.$% �%a o ❑ Investigatlons rl.e io �•z°�� ]uvenlle j �� i8.0°k 24.1°�6 _ ~� � Susplclous � TrafFic 3 6.4% I� 3 4.2°Ia '�. —, 5.1°/a � --��_ 2.0% - � � � 18.3°/a '.'i� 15,4°k - �1.7°k ,.._o I �.5°k 0�$% 1�6% 20.0 k �/o Call Acti�ity Worklaad Note, CalculatEOns includes only nonzero on-scene calls, Table 10. Number of Calls and Work-Hours per Day by Category, August 2008 Cate o Calls/da Work-hours da Arrest 1,0 1.6 Assist other agency 2.4 2.1 Crime 23,0 32.4 Directed patrol 6.5 1.6 General noncriminal 2.5 ]..5 Investi gations 19.7 ].4.5 Juvenlle 0.6 0.7 Susplcious incident 25.5 17.3 Traffic 46.4 22.7 Tota1 127.7 94.� Observatlons • In August, the total num�er of calls �er day (127.7, or 5,3 per hour) was slightiy smaller than In February whlle the workload (94,5 work-hours �er day, or 3.9 personnel per hour) was slightly higher. . • Traffic-related events constituted only 3b �ercent of the total calls and 24 percent of the total workload, • Crlmes were 18 �ercent of total calls and 34 percent of the total workload. 6a A n�mber of nonpatrol calls—approxirnately 14,400 calls in 2008, or 39 per day--were actually calls that were left unassigned when the SCSO determined that no unit was available to respond, Most oF these calls were either traPfic related or requests for assistance by other agencies; thus, they were handled by either the hlghway patrol or the other agencies, Only i.7 percent of the calls—approximately 2,500 calls a year, or 7 per day—were of a difFerent type. Clearly, however, they were all other initiated and not high prlor[ty, As no unit responded, we can only include counts and can�ot compute the related wor�cload. Figure 11. Percentage of Ca1Rs by Category in 2008 with Units Unauailable 0.6% �� A9ency Assist � � Crime �] General � Investigatlons � 5uspicious 34.a% �Traffic � 4ther � --- r �8,5°/a 3.7°/a � 8.0°/a ' - Z,6% 3.I% Table 11. Percentage of Ca11s by Category in 2008 with Units Una�ailable Cate o Total calls Calls/da Acciden�s 547 1,5 Alarm 3 0.0 Animal calls 243 0.7 Assist other agency 7,005 19,1 Check/Investigation 1,152 3,1 Crime—persons 117 0,3 Crime—property 336 0.9 Disturbance 250 0,7 Jwenile 1 0.0 Miscellaneous 130 0.4 Prisoner—arrest 5 0,0 Susplclous person/vehicle 282 0,8 Traffic enforcernent 4,370 11.9 Total 14 441 39.5 61 DEPLOYMENT The SCSO operates (primarily} on twel�e-hour shifts with staggered starking times. The ciay shif� starts at either 5:30 a.m. or 7 a.m,, and the night shift starks at efther 5;30 p.m, or 7 p.m. Alor�g with regular patrol officers, we included trafflc er�forcement units, K9 units, and school resource officers. Withir� the patrol unit, we included both officers and supervisors-- that is, all officers anci supervlsors from the rank of sergeant and below, The SCSO deployed an a�erage of 8.2 patrol officers during the twenty-four-hour ciay in February 2008 and 8.6 patrol officers in August 2008. When the additior�al units are included, it deployed an a�erage of 10.2 and 11.5 officers durir�g the twenty-four-hour day 9n February and August, respectively. The deployment varied by seasor� and between weekends and weekdays; It varied even more by time of day. Figure �2. Deployed Officers by Day of Weelc, February 2008 14 ----�-- -- --�--- _. ....._..--- - ------------ ._- ---�----._...__... ... - -�--._....._._._ . . . � _ 4 12 . . . .. . . � / � -- � _ . . _ . . � . 10 - ...._. _ �_._ —�� ' � LO .. -. .�- � _.,-__ _-_- � ~ ___..' ' Qj �� V . ,._ . _ . _ ... . . . � 6 O - - - �� 4 - - - 2 - - . . 0 0 2 �4 6 8 10 12 1�} 16 18 20 22 Hour Baslc patrol (weekday) Basic patrol (weekend) - Total patrol (weekday) Total patro! (weekend) Observations • The average patrol deployment was approximately 8 officers during the week (black iine) and 9 officers on weekends (red line). • During the week, deployment reached as hlgh as 9 officers and dropped as low as 7 officers. 62 • On the weekends, deployment ranged between 1 i officers and 8 offlcers, + �lighest deployments occur between 5:30 a,m, and 7 a.m, • Lowest deployments occur between 5:30 p.m, and 7 p.m. • When additional units (e.g., traffic) were added, the average deployment rose by 2.5 officers on weekdays (green [Ine) and 0.8 oFficers on weekends (blue line). • The additional units affected total deployment mostly between 7 a.m, and 5 p.m, on weekdays. Figure 13. Depfoyment and Workload: Weekdays, February 2008 14 ... _ __ _.. _. ..._. -- --- - � �- 12 10 -- - -- � - - . b $ . . . . ..... -- � � . . . ��' � , � 6 ... . _ . . . . . . . � - -- --� \!i�`,. 4 � �, � -- -�-� 2 . � � 4�. _ -- _��`�.� -� - a --T 0 2 4 6 8 10 i2 14 16 18 20 22 Hour Total patrol Basl� patrol - � Total tiwrk Other-InItlaCed tinrk Poli�e-Initlated Kork 63 �igure 14. Deployment and Workload: Weekends, �ebruary 2008 12 - ------ _ _. 10 --- �--_ - ��—� ' ----� - --_- I � 8 . _�r�- �. � - - 0 = 6� --- . . - ----- ---- -- � � � 4 �'�� . . . . - � - �� , � . ,.�'\.--- � �� . _ ,� . . _ _ _r �� ,�-..�-- � , �.�.� �`� - - �� : - r o - 0 2 4 6 8 10 12 14 16 1$ 20 22 HouY Total patrol Baslc patrol - To ta I �n ric Other-lnitiated knrk PoEice-Inftlated vtnrk Observations • During the wee�, total patrol wor�load averaged 3.6 personnel per hour (green Ilne}. • This was 3S percent of total deplayment, whlch rneans that patrol ofPlcers spent 35 percent of thelr time an patral-related activities. • During the week, patrol wor�load dropped as low as 7 percent of total deployment between S a.m. and 6 a,m. It was as h9gh as 67 percent af total deployment between 8 p.m. and 9 p,m. • On the weekends, tatal patrol workload averaged 3.7 persannel per hour (green line}, • This was 37 percent af tota{ deployment, • On the weekends, the patrol warklaad dropped as low as 14 percent of total deployment between 5 a.m. and 6 a,m, and rose as hlgh as 61 percent of total deployment between rnidnight and 1 a.m. 64 Figure 15. Depfoyed Officers by Day af Week, August 2008 20 - ---- - - - - - � �- --- - � - . .. ..� � 1.5 -- � - - . . __. . � � ._ _ � ... _. _ a� � 1,0 -- ��- ---- -- --� �. ,� �-------�--- --�-- ,�� O ___C` �= — -- 1�.r 5 _ _ _ 0 0 2 � b 8 10 12 14 1b 18 20 22 Hour Baslc patrol (weekday) � Basic patrol (weekend} Total patrol (weekday) Total patrol (weekend) Observatlons • The �umber oF officers deployed was slightly higher in August than I� February, • On average, 9 officers were cieployed during the week in August and 8 oFFicers were deployed o� weekends, • Basic cieploymen� varied between 8 a�d 10 officers during the week and between 7 and 9 ofFicers on weekends. • When additional units (traFfic) were added, the deployment rose as In �ebruary. • The additianal aFFicers were most visible during the day on weekdays. • Tatal deployment reached a maximum af 18 officers during the week a�d 10 oFFicers on weeke�ds, The peak number for �ebruary was only 13 ofFicers, b5 Figure 16. De�loyment and Workload-Weekdays, August 2008 20 -------- --- --�-�--- - - - 15 --- --- -- - -- - - � - --- - -- - . m � -- - - - -- -- - - -- -� - -- - � 0 r of0 — -- -- -- ---_-.___.:_� ---_=��1�__--- � -- - ' - - 5 �� Y� ��'� �� '�.. -- __ x� -�_- ��? - -- - - - - - 4 _ . � 2 4 6 8 10 12 14 16 18 20 22 H o u r Total patrol – Basic patrol Total work Other-Inf�ated work Police�init}ated work �igure 17. Deployment and Workload-Weekends, August 2008 10 -- ----- - - - -- $ - -- _ �t1�__ ------�4 �-�,,,�__�` -� - -- - - - - � � - � � ,��ti, o - - _ - _ � � -� I � -- -- - - - - L \ � y O � �''`� ,� � � 4 -- ---1�, �jf �� \�/!~� , �� --- - �4l �' •- �� ,� � .--.--- , ,,-�\--- � - ---.� — - -- -� - �� - -.x_ _,._� _ a � 0 2 4 6 8 10 12 14 16 18 20 22 Hour Total patrol Baslc patrol Total tiwrk — Other-Initlated Knrk Pollce-Initlated wnrk �� Observations • buring August, workload was slightly hlgher (by almost 10 percent) than in February. • Patrol deployrnent was slightiy higher in August and rnuch higher during the weelc in the daytime. • During the week and on the weelcends, patrol workload averaged 3,9 personnel per hour (green line). • During the weelc, this was 31 percent of total deployment, whlch rneans that patrol ofFicers spent 31 percent of their time on patrol-related activities. + During the week, patroi worlcload dropped as low as 10 percent of total deployment between 5 a.rn. and 6 a.m. and rose as high as 57 percent of total deployment between 9 p.m. and 10 p,m. • On the weekend, the average workload (3,9 personnel} was �� percent of total deployment, • On the weelcends, the patrol workload dropped as {ow as 10 percent of total deployment at between 6 a,m, and 7 a.m. and rose as high as 88 percent oF total depEoyment between 9 a.rn. and 10 a,m. RESPONSE TIMES We analyzed the response tirnes to various types of calls, separating the duration into dispatch and travel times, to determine whether response times varied by call type. We started with 4,01�} and 3,814 calls for February 2008 and August 2008, respectively, and lirnited our analysis to calls that were other initiated wlth nonzero on-scene times. Some calls had no Indlcation of arrival times, however, so we were forced to exclude thern From our analysis. This left 1,3�0 ca11s in February 2008 and 1,771 calls In August 2008, To better understand the response time issue, we calculated the cumufative distribution function (CDF) of response time for three variables: dispatch de{ay, travel time, and total response time. We also conducted an analysis that was based on the prlority codes provided withln the data. We focused on high-prlority calls for the entire year, The response times for these calls are significantly shorter. 67 Figure 18. Average Response Times, by Hour of Day, for February and August 2008 35 ------- __._�_.____..---....-� --- -- -------------��____....__.__-� �-- - -- 30 . .__ _- - - ��l \ 25 -- - -_ # � - 4� � �. f \ J ` '� '`a� l�� ' �` � 2p - - � � i ,�--,-�� . _ c � � ��` � �r� � �' � -_ ' '� , f 15 __ �¢ � � � ~y--� 10 � - - - - - 5 �� Feb 2008 average; 18.6 minutes � Aug 2008 average: 19.7 minutes a a 2 a s s 10 1z 14 1� 1s 2o zz Hour t February 2008 —f- - August ZddB Observatlons � Average response times vary signlficantly by hour of day, + The overall average is slightly longer In August than In �ebruary. • Tn F'ebruary, the longest response times were between 5 p.m, and 6 p.m,, with an average oF 27.9 minutes. These longer times were prlmarily the result of large dispatch delays. • Tn �ebruary, the shortest response times were between 3 a,m. and 4 a.m., and between 11 p.m. and mldnlght, with an average of 12,� minutes. • In August, the longest response times were between 5 p,m, and 6 p,m,, with an average of 31.6 minutes and with the same probable cause, • In August, the shortest response times were between 2 a.m. and 4 a.m., with an average of 11,6 minutes. Reading the Cumulative Distribution Function {CDF) Chart In the CDF' chart below, the vertical axis is the probability or percentage oF calls. The horizontal axis Is tlme of dispatch delay, travel tlme, or total response time, F'or example, approxlmately 80 percent of August's calls had a dlspatch delay of 24 minutes or less, (The 68 80 percent line Intersects the curve at the 24-minute mark.) The same percentage of February's calls had a dispatch delay of 19 minutes or less, When comparing different CDF lines, a higher Ifne represents a larger percentage of low values, Flgure ].9 shows that the dispatch delays are lower for Februaty 2008 than for August 2008. Figure 19. Dispatch Delay Cumulati�e Distribution Function 100 90 -- - --- - - - -- — - __.----- - 80 - - _- __._ 70 - - ��~ - ---- - - -- >°" „ 64 --- - - - ----- -- -- . - - --- - - --- t m $fl � � --- - - - --- --- -- v f a 4a _ - -- 30 � - - ---- - - - -- - 20 ___ . - - -- - - __ - 10 ----- --- - ------- --- - - -- - --- ---- ----- - 0 0 10 20 30 40 50 b0 Mlnutes February 2008 August 2006 b9 Figure 20. Travel Time Cumulative Distribution Function 1Q0 ��—."T.-- 90 -- - �. . - -- - -- - � -- � 80 - - --- - -- - ---- - ----- - �-- - � 70 � �,, 60 �- - - � --- � - - — - �. �f U50 - +� _ -__ _. . _ ____ __..__._ . .___ ' _ _. ___ __ _ � �f a 40 �- r��-._... - - - - -- - -- �� 30 -� - --- -- - - -- ---- -- -- v 20 � - - -. -- --- 10 - - - ------- - -- - 0 0 10 20 30 40 50 60 M111ute5 February 2048 August Z008 Figure 21, Response Time Cumulati�e Distribution Fe�nction 100 90 _ � - . . .....,_.. ��_��___— 80 - -—��~ _ ��~ 70 - - � . ... . _ . � 60 _ c �' 50 _ _ . a 40 _... . - 30 . � 20 � . _ . . _ 10 . _ �, 0 �0 20 30 40 50 60 Minutes February zoo8 August2008 70 Figure 22. A�erage Response Times, February 2008 50 --- - --- - ----- ------ 42.8- - - aa - - .. . -- � 30 26.4 � 7. - - � � --- -- - - _., �_. 23.7_ � -22.3 - - -- ---- - --- ��' � 19,1 19.4 � 20 16.0 -- . � ; _i7.n- _�-- .. - `�" - � - 9.� �. 1. 10 - 7.� - - - -- - - - - 0 , — . — , h�' L� � �� a� (�� '��' C��' ��L �� ' C,�` Qa'` c�� `° ,�,� .1am �a� P Q,�S a G� .\ga ,�� c, � r�� G��' o� �,�� O1�' `a1� .��J ,1G�� Q Travel tl me ��c, ��, ��c,4 J� Dispatch delay C�' Figure 23. Average Response Times, August 2008 50 42J -- -- — — - -- - 40 - ._ .. - — - 3��4 � - - — - —32.2 . _33.6 .-- - - — - - -—- 30 - - — � 25.7 '�' - - - - -- - �� - - � -------- --- - � 21,6 � Z� �- � "17.5 17.� 16.3 l$,2 - 17.3 17.1 ---- - .- -- , -- -- -----^� - t4,4 l l.l l l.! 1,X•;s io - --- - -- - - --— - o , — — — ._ c`��,�, ��G� C,�� a��o� c�ca� �`°�,� c��e� ��,� ��c, P P� aQ c,�� \�a ��¢� c`G`a �Ca r�'� �'�'� oc ��'� , �� '� O��' `a�� ,��.J ,\`�o �] Travel tlme �`c� ��Q, ��Q � Dlspatch delay �i Tab[e 12. Ar►erage Response Time Components by Ca#egory Februa 2008 Au ust 2008 Cate a Dls aYch Travel Res onse Dis akch Tra�el Res onse Arrest 19J 6J 26.4 32.0 10.6 42J Agency asslst 7.7 8.2 �.6,0 10.0 7.5 17,5 Crime 14.2 8,1 22.3 17,3 8.4 25,7 Directed patro! N/A N/A N/A �6.3 0.0 16.3 General 16.9 6,8 23.7 23.7 8.5 32.2 Investigations 9.8 7.2 17.0 11,1 7.2 18.2 ]uvenile 27.2 15.6 42.8 2]..6 12.0 33,6 Suspicious 10.6 6.3 16.9 11.1 6.2 17,3 Traffic 11.2 7.9 19.1 11.3 5,7 17,�. To#al ii.9 7.5 i9.4 13.7 7.3 21.0 Tab1e i3. 90th Percentiles for Components by Ca#egory Februa 2008 Au ust 2008 Cate o Dis atch Travel Res onse Dis atch Travel Res onse Arrest 60+ 17.5 60� 60+ 33.1 G0+ Agency assist 18,2 19.8 35.9 29,9 16,9 34.5 Crime 50J 16.3 59.5 60+ 17.5 60+ Directed pa tro! N/A N/A N/A i 6.3 0.0 �6.3 General 60+ 16,5 60� G0+ 18.9 60� Investigatians 29,9 14.8 40.6 37.1 ].3.7 46,1 Juvenile 57.9 55.8 b0+ 60+ 27.2 60+ Suspiclous 35.2 11,3 45.7 37.0 11.8 44.3 Traffic 36.5 14,0 50,9 41.2 12.4 5�..1 'fotal 39,7 14.9 51.3 53.3 ].4.�. G0+ Observations • Respanse times varied signlficantly by call category. • In February, average response tlmes were as shart as 16 to 17 minutes (For agency asslsts and investigatlons} and as long as 43 minutes (far juvenile calls}, • Tn August, a�erage response times were as s�ort as 16 to 17 minutes {for four categories) and as lang as 43 minutes (for arrests). • Average response times for crimes were 22 minutes in February and 26 minutes In August. • Average response tlmes increased slightly (by 8 percent) fram February 2008 to August 2008. It increased for all categories except far juvenile and traffic calls, • It� February, average dispatch delays �arled between 8 minutes (for agency assists) and 27 minutes (for juvenlle calls). 72 • In August, average ciispatch delays varied be�ween 10 minutes (for agency assists) and 32 rnfnu�es {for arrests). • In February, 90th percentlle values for response times were as shoi-t as 36 minutes (for agency assis�s) and as long as over an hour for three caregories and neariy an hour for crime calls, • In August, 90th percentlle values for response times were as short as 35 minutes (for agency assists) and as long as over an hour for four categories including crime calls. • 7he overall 90th percen�ile value for February was nearly an hour and exceedeci an hour for August. • Orher-Initlated cilrecteci patrols are qu�te unusual. This makes thelr calculations oF response tirne unrel9able. High-Priarity Calls The disparch center assigned a priority code From 1 through 5 to each call. Table 14 shows average response �irnes for the entire year separated by prlority, A separate category for accidents with Injuries Is also included. These averages include al1 nonzero, on-scene, other- initiated calls throughout 2008, Table 1�4. Arrerage Dispatch, Travel, ar�d Response 7imes, by Priarity Priorit Dis atch Travel Res onse Tatal calls 1 2.0 3.8 5.7 384 2 4,9 6.6 11.5 9,542 3 16,7 9.9 26.7 9,514 4 28.5 11.7 40.2 500 5 26.1 11.9 38.0 131 All 11.2 8.3 19.5 20,071 Accident with in'urles 2.3 �4.9 7.2 385 73 Figure 24. Average Response Times by Haur for High-Priarity Calls 1b � � - �� -. .. 14 � � � --- - -- _. - � - iz _ ? � -- - - -- -'� - - , � . _ .----... --..... - -- --.. ,r .-- _.. � 10 � �, - - - -- �-- --�.��'� - — - �► , � � s- �- � � �. �__ _ � � 5� � � �� '� „`� �,,`� �,, .�,,��, , r -- �4 � �� 6 � � �� ` ��` �� },' �■� �`,� #�_. _ _ �.�� 1 4 ` � '` � 1 � `� � ,,- 1 I �' � }�Y �--•-� �` J � w. ��Ilr' �:_: �k �`�I � � /?:;`\ � f+r.� ,/'�? ,\` ` fr,1` 2� f�' —c ��/_ �� `�. .' . - - �� \�s �L � +'e 0 2 4 6 8 �.0 12 14 1b 18 20 22 Hour �_ Dlspatch delay (Hlgh Priority) —�� • Response time (Hlgh P�ority) � , �- Dlspatch delay (Accidenks) - �-- Response time (Accidents) Observatlons • High-priarity calls and accldents with Injuries had much shorter response tlmes of 5,7 and 7.2 minutes, respectiveky, campared to the averall yearly average of 19,5 rninutes. • Average response times for hlgh-priority caVls varied by tirne of day, frarn 2,7 minutes between 6 a.m, and 7 a.m. to 12,3 minutes between 5 p,m, and 6 p,m. • Average response times far personal injury accidents alsa varied by time af day, fram 2,8 minutes between 2 a,m, and 3 a.m, to 15,9 minutes between 3 a,m. and 4 a.m. • Fiourly samples for high-priarity calls and accidents were qulte small, �or example, there were only two accidents wlth In�uries between 3 a,m, and 4 a.m. These results should be used cautiously. 74 4. C�STS AND EXPENDITURES Spokane County provldes law enforcement services to the city of Spokane Valley through an Interlocal agreernent. This agreeiment deFnes the level of servlces to be pro�ided as regional, base le�el, and optlonal. Regional services are those services requlred by law or supported by a dedlcated re�enue source; as such, they are not charged to the city. The cost of base-level and optional services Includes the direct salary and benefit cost of personnel pro�iding services to the city, either directly or Indirectly; maintenance; and operational costs allocated to the city, COST DISTRTBUTI�N The Interlocal Agreernent is pooriy written, difficult to follow, and dlfficult to interpret as to how costs are allocated to the clty. In addition, imany of the costs of services to be charged ta the city are elther not defined or poorly defined. Base-level and optional services charged to the clty are deflned as follows: 8ase le�el and optional services direct and, special pays, if Indirect costs shall include, but not necessarily be limited to, salary, benefits any, for personnel pro�iding servlces, along with any associated costs for clothing allowance, o�ertime, supplies, services, telephone, imotor pool, lease cars, system services, insurance, equipment and applicable adrninistrati�e costs, These costs are further descrlbed in Attachments "A", °B", and "C" attached hereto and incorporated by reference. This language seems reasonably clear as it relates to the costs associated wlth personnel providing services; however, the method for deterim'tning some personnel-related costs is based on averages rather than on actual costs. Moreover, the method of determining other costs, including supplies, motor pool, lease cars, system service, insurance, equlpment and app�icable adiministrative costs, is not defined. Attachment "A" is a schedule of base-level staffing for the city showing the number of employees by position and the 2003 costs. Attachment"B" is a schedule of contract positlon costs showing the personnel, supplles, support unit, administration, and county overhead costs for each position. Attachrnent"C" is the law enforcernent support unit {LESU) cost allocation. The agreement defines L�SU costs as follows: The annual costs shall be the City's share of the I.ESU budget based upon the percentage of services provided and the cost allocation developed by I.ESU as 75 further described in Attachment "C", attached hereto and incorporated herein by reference. The LESU costs allocated to the city are poorly defined in that the basis for determining the amount is not IdentiFied. Thus, the allocation of costs does not always seem logical. For example, Property Room/Records costs are based on the number of commissioned officers in the city as a percentage of total nurnber of commissioned officers in the sheriff's office, However, the Praperty Roorn/Records bullding most Ilkely holds significant amounts of data accumulated prior to the incorporation of the city In 2003. These costs may be rnore appropriately determined on a space-used basis, The lack of speclfic deflnitlons for determining how a number of these costs are aflocated is prob]ematic because it pro�ides oppartunities for disagreernent between the clty and the caunty o�er the understanding and equlty of these cost allocatlans in future years. Personnel The costs af persannel assigned directly to the clty of Spokane Valley are determined based on an annual employee distribution. This distribution shows the number of employees In fi�e categories; reglonal ernployees, employees supported by revenue, support and adrninistratlon ernployees (shared), unlncorporated caunty emp�oyees, and city employees This distrlbutlon forms the basls far allocating most of the costs for police servlces ta the city. The 2009 emplayee dlstribution is shown on the following pages; 76 2008 SHERIFF'S OFFICE EMPLOYEE DISTRIBUTION 303 TOTAL EIVkPLOYEES Reglonal Empfoyees Cornmiss. Non-Gomm, #Empl• Unit Classlflcatlon 2 Sheriff&Staff 1 Sheriff 1.000 1 Siaff Asslstant 1,000 7 Civ11 Divislon 1 Lieutenant 1 A00 4 Deputies 4.000 2 Glerical 2,000 9 Number of Reglonal Employees Employees 5upporte8 by Revenue Commiss. Non-Cornm. # Emp!• Unit Classlflcation 1 DEA(2900091 J 1 Det/Gorp. 1.000 1 ��.�c�h ��1.��°.v� 1 G�[;,�'t��, i.C��7^� 1 Marine Deputy i peAuty j.000 1 RDTF (290F192) 1 Clerical 1,000 4 Number o}Employees Supporied by Revenue Suppori&Adminlslrallon Employees(5hared) Commiss. Non-Comm. #�mp1• Unik Classlflcation Support 14 Forensic 1 Manager 1.000 9 Forenslc Specialists 9.000 3 Clerical 3,000 1 Digiial Forensic Specialisi 1,000 20 Radio 5 Supervisors �.000 15 Operators 15,000 4 Garage � Manager 1 A00 3 Technicians 3.000 Admin. 3 Sen�or Adrnin. 2 Undersherlifs 2,000 1 Informaiion Systems Coord, i.000 8 Admin. Support 6 Clerlcal 6.000 1 t;��-1t+�;o.-1kr�;uf�;�cr�i;rl�a;ur I,f�.�[l 1 CI�riC�".��f2'a�� .0.^.l 1 Office of Professional Standards i L�eutenant i.000 4 Training i Sergeant 1.000 2 DeAutles 2.000 1 Clerical 1.000 t Public In(ormation Oificer 1 Sergeank 1.000 i Crime Analysis 1 Clerical 1.000 5 Clerical Support 5 Clerical 5.000 61 Number of 5upporllABministratlon EmAloyees 77 2008 SHERIFF'S OFFICE EMPLOYEE DfSTRIBUTION 303 707AL EMPLOYEES nil��'r oral�� al��ne Co�rr� ;: 1rt� :�" .�ee� t�"nrM :' : c�,�i�'I�t1. #Emp1• Unit C[asslllcatlon 74.5 Patrol 1 Captain 1.000 3 Lleutenants 3.000 7 5ergeants 7.000 63.5 Deputies 63.500 1 Deer Park 1 Depury 1.000 2.5 K-9 Track/K-9 Bomb 2,5 Deputies 2,500 14 Traific 15ergeant 1,000 1 DetlCorp i,000 10 Depuiles 10,000 2 Commerclaf Vehlcle Enforcement 2 DetlCorp 2.000 18 Investigations .50 Captain 0,500 .50 Lieutenant 0.500 Properiy Crimes 1 5ergeant 1,000 5 Det/Corp 5.000 Property Cri�nes Task Force 4 DetlCorp 4,000 5ex Crimes .50 Sergeant 0.500 3 DeUCorp 3.000 Major Crimes .50 Sergeant 0.500 3 DeUCorp 3,000 8.5 Drug Invesiigalions .50 Lieutenant 0.500 ,50 Sergeant 0,500 5.5 DetlCorp 5.500 2 Deputies 2.000 1 C+ru;� E°r;�:,�t[�ere':„ �,i;�l:.'i:�� " l7c`i�.nr�� ;,tJ��] 1 ��-�r� E�`,��Ur;rnan� 'T�aai�. •. 5��;�Fanl �,��v 4 School Resource Officers 4 beputies 4.000 1,733 CommunitySer�ices .733 Lieutenant 0.733 1 Deputy 1.000 128.233 Number Employees: Unlncorporated 1A2.233 58.000 78 2008 SHERIFF'S OFFICE EMPLOYEE DISTRIBUTION 303 T07AL �MPLOYE�S �CNy oi 5pokane Valiey�mployees Commiss, Ncn-Comm, #Empl• Unit Classltication 3 Administration i Inspector/Chief i.000 i Sergeanl i.000 i Staff Assistant 1.000 62.5 Patrol 2 Lieutenants 2.000 6 Sergeants 6.000 6 betlCorp. 6,000 48.5 beputies 46.500 7 Traific 1 Sergeant 1,000 1 DetlCorp, 1.000 5 beputies 5,000 2.5 K-9 Track/K-9 Bomb 2.5 bepuiies 2,500 16 Investigations ,50 Captain 0.500 .50 Lfeutenant 0.500 Property Crimes 1 Sergeant 1.000 6 betlCorp. 6,000 Properry Crimes Task Force 1 betlCorp, i.000 Sex Crimes ,50 Sergeant 0.500 3 Det/Corp 3.000 Major Crimes .50 Sergeani 0.500 3 betlCorp 3.000 7.5 brug Investigations .50 Lleutenant 0.500 .50 Sergeant 0.500 4.5 Det/Corp. 4.500 2 Deputies 2.000 4 Sci�ool Resource Officers 4 Deputias 4.000 0.267 Communiiy Services .267 Lieutenant Q,267 102.767 Number Employees:Valley 101.767 i.000 305 T l EMPLOY�ES OF SHERIFF'S OFFICE 244 59 Commissloned Offlcers Total 244.000 S okane Valle Commissioned Officers 101,767 S okane Valle %of CommissEoned Otticers 41.71% Employee costs ailocated ta the city include salary and beneflts, o�ertime, haliday pay, extra duty pay, vacatlon se'lJback, and Law Enforcernent OfFicers' and Fire Fighters (L.EOFF) medfcal for active employees. The allocatian of salary and benefits Is based on the actua{ cost ta the county for these employees, an amount that was budgeted to be $10,132,100 for 2009. The allocation of holiday pay, extra duty pay, �acatian seflback, and L�OFF medlcal for active ernployees Is based an actual casts incurred by thase pasltions, Prior to 2007, these costs appear ta have been based an a calculated average. 79 I 2008 Ci�y �f Spokan� Valley �mployees # Empf• Unik ClaSSification Salarv& Benefits 3.00 Adminlskration 1290SV39 1 InspectorlChief i44,405 1 Sargeant i i j,467 i Staff Assistant(non-Comm) 63,015 16.00 In�estigations 1290SV40 .50 Captain 65,343 .50 l.ieutenant 63,606 2 Sergeants 224,267 i 3 Det/Corp. 1,33$,357 62.00 Patro11290SV41 2 Lieutenants 256,266 6 Sergeants 68�,974 6 DetlCarp, 612,085 4$.5 Deputies 4,474,46$ 7.00 Traffic/290SV49 1 Sergeant 110,691 1 Det/Corp. 103,191 5 Deputies 46i,580 2.50 K-S TracklK-9 8omb/290SV53 2,5 Deputies 255,480 5.00 Drug Inves4igations 1290SV80 .50 Lleutenant 65,535 .50 Sergeank 56,805 4.5 QatlCorp. 467,563 2 Deputies 192,763 4.00 School Resource Officers/290SVSR 4 Deputies 383,233 102.50 Total Salary&Benefits in SV Budgets 10,i32,100 OT/HPNac SefVMeci Supp 290SV38 9,776 280SV40 49,145 280SV4 i 436,381 280SV49 22,934 280SV53 8,191 290SV90 22,934 290SVSR 13,105 Tolal"Other Pay" 562,466 Total Sa1ary�+O�her Pay{In SV 8udgets): 10,694,566 0.267 Community Se�vices .267 L.ieutenant 33,087 102.767 Number of�Employees: Val�ey 10,727,653; 80 Attachment A of the Interlocal Agreement lists the base level of employees dedicated to the city. 7his base-level staffing totals 101.5 full-tlme equivalents (FTEs). The 2009 staffing level totals 102.8 FTEs, an Increase of 1.3 FTEs. 7he difference in the 2009 staffing from that In the Interlocal Agreernent is accounted for by the addition of one FTE detective/corporal, a part-time FT� lieutenant (community senrlces officer), and a part-tirne FT� deputy, and a 0,5 decrease in FTE sergeants. These are shown In the table below Interlocal Position 2009 FTEs agreement FT�s Chief of police 1,000 1.000 Deputy chief of police - Assistant chief of police - Inspector - - Major - - Captai n 0.500 0.500 Lieutenant 3,267 3.000 Sergeant 10.500 11,000 Detective/Carporal 24,500 23.500 Deputies 62,000 b1.500 Staff Asslstant 1.000 1,000 Tatal 102J67 101.500 Of the 2009 staff, only 83 FTEs are located at the city precinct; the rest are part of joint units stationed in different locatlons, While the city pays the cost of these joint-unit FTEs, it is difficult to know what serrrlces the city actuafly receives, Other Costs The city is charged for the costs for other services provided by the sherlff's office. 7hese are shown in the following table. 81 2009 Annual Costs for Spokane Valley Law Enforcement 5V 5alaries 10,694,364 X 100% 10,694,364 Forensic Unit 389,095 X 41.71% 162,292 Radio 1,511,520 X 42.090% 636,199 Garage 290,Oi 1 X 41,71% 120,964 Budget/AcctglAdmin 5upport/Pi0 584,298 X 4i.71% 243,711 2 Undersheriff 292,430 X 41.71% 121,973 TraininglPolygraph10P5 485,228 X 41.71% 202,389 Crime Analys€s 44,919 X 41.71% i 8,736 Gang �nforcement 5gt. 113,858 X 50% 56,929 Clerical 5upport 239,878 X 41.71% 100,053 5cope Lieutenant 124,06� x 26.67% 33,087 Indirect Costs 12,390,695 X 8.09% 1,002,407 M&0 i,998,964 X 41,71% 833,768 Equipment/Technology 0 X 41.71% 0 Property RoomlRecords 1,2�t�t,330 X 41.71% 519,010 Telephone in 2905V39 36,48� X 0% 36,48�1 Fuel in 2905V41 268,375 X 0% 268,375 Scope Services 162,908 X 26.67% �t3,�48 5irt 5ervices 45,673 X�11.71% 19,050 �Contracts> -64,500 TOTAL 15,048,737 Salary and Benefits: The charges for costs shown in the table for the firs� eleven items— from SV salaries �hrough SCOPE Ileutenant--are for salary and benefi�s. The SV salarles were determined as discussed above, The amounts charged to the city for other salary- and benefits-related costs for ser�ices provided, with the exception of radlo, gang enforcement sergeant, and SCOPE Ileutenant, are determined based on the number of commissloned officers assigned to the city (101.767} divlded by the total number of commissioned officers in the SCSO {244): 41,71 percent in 2009. The amount inl�lally budgeted is reconciled to reflect actual expendi�ures at the end of each year, While this method provides a relatively 82 sirnple way of a�locating these costs, it may result In the city overpaying because the costs are not based on the actuai servlces provlded. If they were charged to the city on the basis of the actua] services provided, as is the cost for radlo, it would require that an estlmated amount be established for budget purposes and reconciled with actual costs on either a periodic basis or annual basis. The amount a[located for radio is based on computer-aided dispatch (CAD) data pro�ided to the ICMA team. If the data are accurate, this amount should refiect the actual cost attributable to the clty. No explanation was provided for the 50 percent allocated for the gang enforcement sergeant. However, the percentage allocated in 2008 was based on the ratio of commissioned officers assigned to the city to commissloned officers in the SCSO. The 26.67 �ercent allocated for the SCOP� lieutenant Is based on the ratio of four SCOPE stations in the Va11ey divided by the fifteen total SCOPE stations o�erated by the SCSO. Indirect Costs: Indirect costs for the SCSO were determined from Spokane County's OMB A°87 Indirect Cost Plan Flscal 2006, as shown below. Department 290 Sheriff ($) 1 Building depreciation 2,567 2 Equipment depreciation 74,596 3 337 Insurance (General Fund) 538,326 4 340 Adminlstrative se�lces 98,135 5 340 Labor relations 32,045 6 020 Aud Flnancial services 124,941 7 250 Prosecuting attorney 41,320 � 8 320 Treasurer 16,119 9 335 Inforrnation systerns (General Fund) 771,725 10 041 Human resources 123,154 11 050 Civfl services 94,490 12 100 Facillties malntenance 329,851 13 260 Purchasing 87,983 14 270 State examiner 29,410 15 289 Campus securlty 0 16 Steam plant 7,581 Total current allocations 2,372,243 Less: fixed costs (and adjustments) 2,429,091 Carry-forward (56,848) PROPOS�D COSTS 2,315,�95 83 The total current allocatlons abo�e are adjusted to exclude costs not applicable to the city. Thls ad�usted amount ($�,170,33i} is then dl�ided by the actual salary and benefits costs in the 5C50 ($2b,822,896} to arrl�e at the Indirect cost rate of 8.09 percent, as shown below. 2QOfi final 2006 actual 2006 final indirect cost salary & indirect cost Sheriff indirect casts benefits rate % Indirect costs from OM8 A-87 �,37�,�43 Less P56 bullding area appllcable to Spokane Valley 178,909 Less facilltles allocation for sheriff garage 23,00�4 Total indlrect costs allocated 2,i70,331 �6,S�z,896 8.09 The indlrect cost rate Is applied to the total of the salary and beneFlts costs to arri�e at the indirect cost of $1,a0z,407 (�12,390,695 x 8,09 percent). In addition to the salary and benefits costs and indirect costs, support costs related dlrectly to the 5C5o are aEso allocated to the city. These costs are for maintenance and operation (M&0}, ec�ulpment/technology, property room and records, telephone and fuel, SCOPE services, and the special incident response team (SIRT}, Maintenance and Operation Casts: M&O costs are the mafntenance and operation costs for the sheriff`s office, as itemized in the following table. The column labeled "Total M&0" shows the total cost for each line Item, The column labeled "Minus Regional"shows the amount of each Ilne item deducted as a regional expense. The column labeled "Minus bT Line Item" shows the amount allocated only to the 5CS0. The column labeled "Minus SV Line Item" shows the amount allocated only to the city of 5pokane Valiey. The column labeled "Adjusted Base" shows the M&O expenses for each line item for which a portion of the cost is allocated to the city. The costs are totaled at the bot�om of each column. 84 2008 MAINTENANCE & OPERATION COSTS I SPOKANE COUNTY SH�RI��'S OFFICE Mlnus Minus DT Minus SV Adjusted CL.ASS Total M&O Reaional Line Item Line Item Base 3107 0 erating Reserve 45,000 45,000 311� Office Supplies 18,081 2,000 16,081 3112 Toner 12,400 12,400 3140 Publication 5,425 260 5,165 3150 Clothing 42,550 5,850 36,700 3i60 Food 3,300 3,300 3i80 Supplies 371,382 110,330 261,052 3i81 Ammo 43,370 4,870 38,500 3i85 Chaplain Supplies 1,000 1,000 3i87 Honor Guard 1,000 1,000 3i88 Hostage Negotiators 1,000 1,000 3i90 Radio M&0 Supplies 26,667 26,667 3198 Tac Ec{uipment i0,500 i0,50fl 3199 Swat Equipment 8,600 8,600 3210 Gas 694,321 12,295 4i3,65i 268,375 0 3551 Attractive �quipment 33,955 7,400 26,555 3552 lnsuraiale Equipment 23,700 2,000 2i,700 41 i 5 Banking Services 100 100 4130 Daia Proc CADI�iMS 176,762 176,762 �1�3 Livestock Hauler 15,600 15,600 0 4145 Towing 12,500 500 12,000 �iG6 Shredawa 3,350 800 2,550 4160 Health,Medical,Hosp 7,000 7,000 4148 Alarm Monitoring 1,200 1,200 4180 Consulting 4,870 4,870 4190 Professional Services 143,383 33,000 110,383 4199 Forensic Anal 3,668 3,668 4210Telephane 123,634 6,590 64,448 36,484 16,i12 422p Postage 2,750 400 2,350 4350 Discret+onary Travel �2,500 12,000 500 4364 Compliance Travel 69,7b6 3,000 66,756 4414 Advertising 4 0 4510 Bldg, Rent 152,698 13,000 139,698 4520 Equipment Rent 35,445 8,800 26,645 4691 Penslonllnsurance 4,000 4,000 0 4720 l]til-Electric 300 300 �F810 Repair/Maint, 22,300 7,510 14,790 4811 FiepairlMaint. Contr. 30,000 i 8,000 �2,000 4910 Investigative Exp. 42,250 20,000 22,250 4920 Dues 3,285 915 2,370 4940 Outslde Printing 19,275 1,400 17,875 4970 Laundry � 2,000 2,000 4990 Other Fees i,000 1,000 52i2 City of Spokane 47,825 47,825 5999 Unclass Joint Use 22,�412 22,412 85 20�8 MAINTENANCE &OPERATIO�V COSTS/SPOKANE CO�JiVTY SH�RIFF'S OFFICE Mlnus Mlnus DT Minus SV Adjusted CLASS Total M&O Realonal Line ifem Line Itam Base 9190 I/F Prof. Services 244,228 24h,228 9210 I/F Pastage 15,100 7,200 7,900 9380 IIF M&O Supplies 500 300 200 9510 I/F Rental of Space 3,�000 3,040 9610 II� Industrial Ins. 80 80 0 7500 Fleet Lease 515,000 515,000 TOTAL 3,080,022 298,100 478,099 3Q4,859 1,998,954 Once agaln, as w€th the salary and benefits casts, the amaunt allocated to the city is based on the number of cammissioned officers asslgned to the city divided by the total number of commissioned officers In the SCSO, or 41.71 percent in 2009. As prevlously stated, this provides a relatively slrnple method for allocating these costs; however, because the costs are nat based on either the actual services pravided or the materials and operations used far the beneflt of the city, the clty may be averpaying for these services, The ICMA team belleves that nearly all these casts should be charged to the city accarding to the actual services provided or materials and operatlons used. This wauld require that an arnount be estlmated for budget purposes and recanciled against actual costs either periodically ar annually. Equipmen#/Teci�nology Costs: Equipment/technolagy costs are capltal-related casts, as shown In the table below, 2008 MAINT�NANCE &OPERATION GOSTS 1 SPOKAN� COUNTY SHERIFF`S OFFICE Mlnus Minus DT Minus SV AdJusted CLASS Total M&O Reqfonal Line ltem Line Item Base 3550 Atlractive Capital 79,520 0 79,b20 6410 Office Machinery 0 0 6420 Transportation 65,000 65,000 0 6460 HardwarelSoitware 384,000 26,100 357,900 6470 Police Equipment 10,000 i0,000 0 Total Capltai 538,520 101,100 0 0 �37,420 The "Adjusted Base" For these expenditures has been aliocated according ta the number of cornmissloned afficers in the city In prevlous years, This seems inequitable to us unless the assets purchased become the property af the city. Property Room and Records: Costs far praperty room anc� records (PRM) are allocated on the basls of the 2006 Joint Use PRM Report, In whfch the costs of the praperty room, 86 records, wash rack, gym equipment, and explosi�e disposal are appartfoned between the city of Spokane and 5pakane County. Spokane County subsequently allocates a portion of its casts ta the city af Spakane Valley. The cost allacatlon is agaln based an the number of cammissianed afficers, as pre�'tously discussed, However, the number af commissloned officers may not be the most approprlate methad for allocating these costs, A more approprlate allacatlon might be made on a space-used basis. Telephone and Fuel: Telephone and fuel costs reflect the actual cost of these servlces to the clty. SCOP�: The 26.67 percent allocated for Spokane County Sheriff Community Oriented Pollcing Effort (SCOPE) Is obtained by dividing the number of SCOPE stations in the Valley (four} by the total number of SCOPE statlo�s operated by the SCSD (fifteen). Special Incidence Response Team: SIRT costs are allocated based on the ratio of commissioned officers assigned to the city to the total number of commissioned officers In the sheriff's office, 41,71 percent. FINANCYAL SUSTAINABYLITY The ICMA team was asked to discuss the flnanclal sustainability of the costs for ]aw enforcement services. The city's costs for these services have Increased from $11.5 million in 2003 to an estimated $15.0 milllon for 2009, as shown in the table below. According to these estimated figures, the city's law enforceme�t costs have increased at an a�erage annual rate of 4.53 percent, Year Expenditures ($} Percentage change (%) 2003 actual 11,537,017 N/A �004 actual 11,718,934 1,58 2005 actual 12,579,861 7.35 2006 estlmated 13,603,131 8,13 2007 estimated 13,906,412 2.23 2008 estlmated 14,426,758 3.74 2009 estimated 15,048,737 4,31 Average percentage change o�er period �4.53 However, any discusslon of the sustalnability of law enforcement costs must consider how these costs affect the taxpayers and their ability to continue to pay for services. The city's incorporation had financlal impacts on the county—primarlly, a loss of sales tax revenue to 87 the county's general fund and the shifting of a large share of the SCSO's casts to the city for law enfarcement serv[ces. As shown on the table belaw, sales tax revenues declined by $11.0 milllon—fror� $29.2 rr�illian in 2001 to �18,2 million in 2004, the first full year af the city's existence. Since then, they have increased each year, although they had not yet returned to their preincarporation le�els as af 2008, Sheriff revenues increased more than nineFold—fram $1.4 ml[lion In 2001 ta $14.5 million in 2004—and contlnued to Increase each year since then, reaching $17,3 r�illlon in 2008. Praperty tax revenues ha�e increased each year, and ather re�enues have generally Increased each year, with the exception of 2005, when they declined fram $54.6 million to $51.8 million. Total re�enues have Increased each year, from $107,4 mlllion in 2001 to $140,4 million in 2008. Spokane County General Fund Revenues Sheri#'f Ofher Total Year 5ales Tax Property Tax Re�enues Revenues Revenues 2001 29,182,588 29,417,038 1,407,358 47,406,296 107,413,280 2002 29,044,200 29,$31,Q46 1,721,925 56,496,619 117,093,'790 2003 22,568,013 30,478,901 7,390,582 52,767,982 113,205,478 2004 18,212,118 32,472,713 13,974,309 54,572,006 119,231,146 2005 19,928,585 33,323,296 14,495,430 51,82b,'707 119,574,018 2006 21,053,869 34,983,39�1 15,89$,276 62,212,263 134,147,802 2007 22,625,349 38,766,091 16,707,353 59,958,748 138,057,541 2008 22,394,051 �10,772,885 17,292,011 59,919,383 140,378,330 On a percentage basis, sales tax revenues declined 22,30 percent fror� 2002 to 2003; between 2001 and 2008, they declined at an annual average rate of 3.71 percent. SherifF revenues increased 329.20 percent from 2002 ko 2003 and Increased at an average annual rate of 43,10 percent from 2001 to 2008. Also between 2001 and 2008, property tax revenue fncreased at an average annual rate of 4.77 percent; other re�enue fncreased at an a�erage annual rate of 3.40 percent; and total revenue Increased at an average annual rate oF 3,90 percent. Thls Is shown in the Following tables. 88 General Fund ReUenues Other Revenue Total Actual Percentage Actual Percentage Year Revenues Change Revenues Change 2001 47,�406,296 N/A 107,413,2$0 N/A 2002 Sb,496,619 19.18% 117,d93,790 9.01% 2003 52,767,982 -6.60% 113,205,478 •3.32% 2004 54,572,Q06 3.42% 119,231,146 5.32% 2005 51,826,707 -5.03% 119,574,018 0.29% 2006 62,212,2b3 20.04% 134,147,802 12.19% 2007 59,95$,748 -3.62% 1�8,057,541 2.91% 2008 59,919,3$3 -0.07% 14�,378,330 1.68% Average Percentage Change Over Period 3.40% 3.90% Sales Tax Property Tax Sheriff Rer�enues Actual Percentage Actual Fercentage Actual Percentage 'Year Re�enues Change Revenues Change Revenues Change 2001 29,182,588 N/A 29,417,038 NIA 1,407,358 NIA 2002 29,044,200 -0.47% 29,831,046 1.41�/a 1,721,925 2235% 2003 22,568,O13 -22.30% 3Q478,901 2.17�/0 7,390,582 329.20% 2U04 18,212,118 -1930�'0 32,472,713 6.54qo 13,974,309 89.08% 2005 19,928,585 9.42% 33,323,296 2.62°Io 14,495,430 3.73% 2006 21,053,8b9 5.b5% 34,983,394 4.98% I5,$98,276 9.68% 2007 22,625,349 7.45%a 38,766,091 10.81% 16,707,353 5.09% 20U8 22,394,OSf -1.02% 4D,772,885 5.1$% 17,242,011 3.50% Average Percenfage Change Qvcr Period -3.71% 4.77% 43.10% 89 General fund revenue data are also shown ln the Follawing graphs. Spokane County- General �'und Revenues �160 �140 �a120 — �100 — � � �80 - - — �60 �40 � � — �� — i I; �` �20 — — — �0 T 2001 2002 2003 2004 2005 2006 2007 2008 Year �+RalesTax ��PropertyTax ■SheriFFRevenues 'OtherRevenues Spokane County-General�nd Revenues �160 $140 , — -� �, �120 � -,'- � - � ' „ t; �100 y a '�° �80 - � Sb0 __ _ ., �40 C- �20 �a _- 1001 2002 2003 2004 2005 200b 1007 2408 Year ^•a°�ales'lkx -�°°�'roperly'Il+x -�SherifF �Ufher ::�TotalTievenues Revenues Revenues 90 The revenue data indicate that the county did not experlence an overall loss of revenue as a result of the city's lncorporation. Its loss of sales tax revenue was more than offset by Its increase in sheriff revenues from charges to the clty for law enforcement services. Total sales tax and sheriff revenues increased from $30.6 million in �001 to $39.7 million In 2008, as shown in the table below. This suggests that the county realized a net revenue benefit resulting from the law enforcement revenue received from the clty. Sheriff's Percentage Year Sales tax re�enues To�al chan e % 2001 29,182,588 1,407,358 30,589,946 �002 29,044,200 1,721,925 30,766,125 0.58 2003 22,568,012 7,390,58� 29,958,595 -2.62 2004 18,212,118 13,974,309 3�,186,4�7 7.44 2005 19,9�8,585 14,495,430 34,424,015 6.95 2006 21,053,869 15,898,276 36,952,145 7.34 �007 22,625,349 16,707,353 39,332,702 6.44 2008 22,394,051 17,292,011 39,686,062 0.90 A�erage percentage change o�er periad 3.79 Sheriff expendltures, on the other hand, increased from $22.3 million In 2001 to $33.4 million in 2008, an average annual rate of 5,95 percent, Sheriff Actual expenditures Percentage Year chan e % 2001 22,314,664 N/A 2002 23,073,498 3.40 2003 24,686,742 6.99 Z004 25,362,147 2.74 2005 28,126,839 10.90 2006 29,768,547 5,84 2007 30,309,678 1.82 2008 33,446,79� 10,35 A�erage percentage change a�er period 5.95 Another way of looking at the financial sustainability is to consider the cost of law enforcement services for resldents of the city of Spokane Valley compared to that for resldents of Spokane County. The city had an estimated 2007 population of 88,280, or 19,57 percent of the county's 2007 estimated populatlon of 451,200 (see the table below}. 91 The unlncorporated portlons of Spokane County had an estimated 2007 population of 126,887, or 28,12 percent of the county's population, Percentage of Area Po ulatian total % Alrway Heights 5,030 1.11 Cheney 10,210 2.26 beer P�rk 3,235 OJ2 Fairfield 627 0.14 �.ahta 192 0.04 �.lberty Lake 6,580 1.46 Medical �,ake 4,695 1,04 Millwood 1,665 0,37 Rockford 504 0.11 Spangle 275 0,06 Spolcane 202,900 44.97 Spokane Valley 88,280 19,57 Waveriy 120 0.03 Unincorporated county 126,887 28.12 County population 451,200 100.00 Source: State oF Washington, Office of Financial Management, However, the clty paid $13,906,412 for [aw enforcement to the county, which was 45.88 percent oF the sherlff's expenditures of $30,309,678 (see the table below}. City residents also pald proper-ty taxes to the county, as well as contributing to other county revenues, The 28.12 percent oF county residents living in unincorporated county paid no addltlonal costs for ]aw enForcement, Cit of S okane Valle Year Sheriff ex enditures Share Percenta e °/a 2003 24,686,742 11,537,017 46,73 2004 25,362,147 11,718,934 46,21 2005 28,126,839 12,579,861 44,73 2006 29,768,547 13,603,131 45.70 2007 30,309r678 13l906�412 45.88 2008 33,446,792 14,426,758 43.13 These data suggest that Incorporation has increased the costs of law enforcement services for city resldents over their prevlous costs as residents of unlncorporated Spokane County, That Is not to say, however, that incorporation has not beer� otherwise beneficial for city residents. 92 It Is the opinion of the ICMA team that the clty can best achleve sustalnable costs for law enforceme�nt services by more careFully ciefining how it pays for those services and ensuring that they pay only for those costs incurred in providing servlces to the clty. The current cost allocatfon systern relies too heavily on averages and on ratios of the number of cornmissloned offcers in the SVPD and the SCSO, both af whlch ]ack any direct relationship to the costs incurreci to pravide law enforcement services to the city alone. 93 5. RECOMMENDATIONS ICMA Consulting Services oFfers the following recommendatlons regarding any Future contracts and the appropriate management and operational practices that should be implemented, REVYEW OF CURRENT CONTRACT Should the city choose to continue Its contractual relationship wlth the SCSO, the following recommendations are submitted for any future contracts. 1, Performance benchmarks—For example, minlmum response times, minimum numbers of patrol oFficers per shlft, or turnaround time for Initial reports to be made a�ailable to the public—should be Included in the descriptions of the services provided, Such benchmarks could include anything that the partles want agree upon, so long as they can be measured numerically and are legal, Reasonable de�iatlon from the stated benchmarks can be agreed upon and stated as well, as can be the number of deviatlons allowed before agreed-upon contract sanctions are triggered. 2, Pro�lslon shouEd be made for the city manager to be oFFered and be giWen the opportunity to select from among at least three candidates for police chieF. �xemplary language such as the follow�ng may be useful: Upon execution af this agreement the Sheriff sha!!pravide the Crty Manager with no less than three candidates from which t'he City Manager may select the city police chief, Llpon selection of a Police Chief by the City Manager, said Police Chief shal! thereafter serve in that capacity until removed by rhe City Manager as provrded in this agreement. The Sheriff may remove the Police Chief only upon agreement or request of the City Manager or if a disciplinary actron for vialations of!aw or Sherrff's Office policies by t'he Pollce Chief is sustained, 3. Because the relationship between the city manager and the police chief is central to Section � of the contract, that sectlon should address the replacement oF the police chief in detail—for example, by adding a pro�ision that allows the City to replace the police chlef at least once per contract term, as necessary. �xemplary language such as the following may be useful; Na less than [number] times during the term of this contract, the City Manager shall have the right to require the remova! of the Polrce Chlef fram rhe officers assigned to the City withaut cause, .in the event the City Manager requires such removal, the Sheriff shall remove the Police Chief immediately and the next' highest-ranking 94 officer assigned to �he City sha116e designa�ed as the temporary, acting Police Chief Wrrhin [number] days after the removal of the Police Chief, the Sheriff shall provide the City Manager wirh three candidates for the position of Police Chief for rhe City, none of whrch sha!!6e any officer who has previously 6een removed from the position of Police Chief at the directron of the City Manager. 4, A provislon should be Included requiring that clty residents be able to access city- related public records at a location within the city ]irnEts during business hours, 5. A provision should be included for the sheriff to replace any employee, at the request of the city� if ce�tain factors arise—for example, if a certaln number of complaints, sustained violations, or use-of-force incidents relating to an ernployee is exceeded. 6. A provlslon should be included that the proceeds of forfeitures arising wlthln the City be dedicated for use withln the City. POLICE DEPARTMENT OPERATIONS The Precinct 1. To make the precinct building more Identifiable from the street, s9gnage for both the SVPD and the municipal court could be combined—perhaps as the Spokane Valley Public Safety Municipal Court Bullding--and displayed on the elevated walled flag podium in front in iarge ietters that would be easily visible from the street. 2. The lobby should present a rnore welcoming environment. The precinct could mount community photos, photos of command staff, awards, displays of community projects or volunteer programs, and other symbols of community common in police departments throughout the country. Such items are generally low in cost and would go far toward enhancing the perceptlon of the SCSO's commitment to making this facility truly a part oF the Spokane Val[ey community, 3. As a viable alternative to processing orciinance vlolatlons, whlch entails a $116 chargeback to the city that is not reflected In the city budget, the clty could issue a civil citation similar to a traffic summons with a required thumbprint; this could save time and money for both the 5C50 and the SVPb. Communications and Technology 1. Both the TAS and the Prism system have major flaws, whlch could be addressed by a technlcal consultant, who coulci revlew the systems and, through constructive changes, make them more useful and accountable, 95 i 2. The use of a wireless card system through a mobile phone provider, such as Sprint, I Verizon, or AT&T, could eliminate the probiem of patrol units in the field befng dropped oFf the network or unable to hook up a connection until a hot spot is � recognlzed, This alternative is more expensive, but adopting this new �echnology might actually save money through improved workflow and service dellvery, Vehicles and Equipment 1, A take-home policy for police vehlcles, under which shotguns and rifles are focked in the car trunks during oFficers' off hours, would minimize the time that is wasted transferring personal belongings and department-Issued equipment into police vehlcles in preparatlon for patrol, Having deputies drive to and from work in thelr police cars would also give the police higher visibility and produce the perception of an enhanced outposting in the neighborhoods In which they reslde. 2, While we believe that a take-home policy would be beneficial for rhe city, our sta�t- up costs assume one vehicle For the police chlef, one for each lieutenant, ahd one for every three oFFicers therea�ker, Our projectlons attempt to reflect the current sltuation, In which there Is no take-home policy, We recognlze that should the city choose to adopt a take-home policy in the future, there would be additional operating costs incurred, Recruitmen� and Training 1. The SVPD should establish specific In-servlce and executive development training goais and objectives. It should also develop a process for tracking and regularly report+ng the relative level of accomplishment of these goals, 2. The SVPD shouid develop for the Tralning Division both a speclfic mission statemenr and a statement of goals, objectives, and expectations. 3, The SVPb should enhance the current Tralning Division's annual report (and other periodlc repor�s) to reflect the division's monthly progress toward its stated tralning goals. The annual report should describe all tralning needs, challenges, and accomplishments (e.g., topics covered, �raining hours performed� and �otal numbers of personnel trafned), It should also Include a mechanism for formally incorporating feedback from field personnel, �Os, supervisors, and perhaps the publlc, 4. FTOs should be required to successfully complete a methods of Instructlon (trafn-�he- trainer) course, 96 5. The SVPD should create and docurnent a rnore formallzed process for selecting, planning, and developing al] In-service tralning toplcs and lessons. 6. Whlle speciflc Fleld tralning goals can be gleaned frorn reading the department's current Field Training Guide (i.e,, evaluatlon guidelines such as the 5emi-Annual Reports), they should be more specifically stated and monitored. 7, The serniannual training report that Is prepared by the training sergeant should be more standardized. Rather than narratl�e descriptlons, this report should include speciFic data that can be regularly tracked. zt is recammended that the SVPD warl� to Identlfy several key performance indicators for the overalf training and applicant investigation function and report these to the SVPD chief on a monthly or quarterly bas9s, fn this way, the departrnent can measure its progress toward stated training goals. 8, In-service tralning lesson plans should fnclude specific learning goals for each lesson. These should be in the following format: "At the conciusion of thls lesson, the deputy wil� be able to...." 9. All instructional materlals used In connection with any in-service lesson (e.g., written materia�s or PowerPolnt presentations) should be serially numbered (1 of 10, 2 of 10, etc.) and referenced in the lesson plan. 1.0, Members of the Training Dlvision should regularly attend professional development courses for trainers and should be encouraged to pursue advanced degrees, il.. The monthly checks that occur when probatlonary deputies ride again (after their formal field training period) with FTOs should be described fully In the current Fleld Training Guide, Including stated goals and expectations. 12. The department should Identify specific goals for the monthly leadership training that it conducts. Ethics and Professional Standards 1, The OP5 staff should be enhanced. Clerical duties restrict staff from performing more proactl�e functions, such as training, audits, and Inspections, As an alternative, the function of responding to FOI requests should be removed from the OPS Unit. 2, Ethlcs training must be more fully Integrated Into the in-ser�ice training programs of the 5C50 and SVPD, OPS personnel should be called upon to assist the Training Divlsion in developing curriculum and provlding tralning, A proactive Integrity management/training plan should be de�eloped, 97 3, The annual and semlannual reports that are prepared and submitted by the OPS LJnit should be substantially revised to Include meaningful data—at a minimum, the type and relative number of use-of-force reports, civilian and internal complalnts (and disposltions), department vehicle accldents, firearm discharges, etc,, that originate wlthin the SVPD's jurisdlctlon. Rather than simply presenting aggregate numbers af such things, the reports shauld alsa Include a breakdawn af type, place of occurrence or origin, etc. In additian, they should use a standard template and provide a primary means of establishing basellnes and tracking pragress toward stated organizatianal goals, 4. OPS shauld actively track all department vehicle accidents (nat just"officer at fault" incidents), if only far retralning purposes, 5, Line-af-duty injuries, �ehicle accidents, and al! weapons discharge repoi-ts should be electranlcally tracked and per�odlcally repor�ed. b. The SVPD shauld canslder a farmalized process for periodically performing citlzen satisfactian surveys, 7, Integrlty control in police arganizatians should normally be understood as a "crltical system." For that reasan, the SVPD should conslder developing a �`redundant" integrity cantrol system to decrease the prababillty of a system fallure. Fn other words, wi�ile a fairly sophisticated integrity cantral/respanse system appears to exist, there shauld be an additional layer af responsibility to serve as a check and balance, The SVPb shauld de�elop, fallow, and document a pragram of systematic and random audlts and Inspectians af vi�-tually all police operatlons (calls for servlce respanse and disposltians, slck leave, etc.} It shauld alsa consider deslgnating ane ranking officer (lieutenant or captain) to plan, conduct, and report such audits and Inspections and be chlefly responslble far proactively enfarcing professional standards within the SVPD, 8, The SVPb shauld devise a system far properly recording and analyzing "Terry" stops that are performed by their personnel. 9, Use-of-farce repor�s should be recorded on a standardized official farm. The OPS Unit shauld farmallze its process far reviewing these repor�s, and this pracess should be periodlcally cross-checked and audited, �0. CAD system audlts should be expanded ta Include a regular check ar audit far proper case ar call dlspasitions. �1. The OPS Unit should develop a farmal system far monitaring sick time and electronically detecting and responding to slck leave abuse. 98 12. The SVPD should develop specific job descriptions for eaeh rank including explicit duties and responsibilities. These descriptions could be derived from the "performance matr+x" that Is currently being developed. 13. The SVPD should review and revise (if necessary) its organizational mission statement and its statement of goals and objectives, Both must be distinct to the SVPD, and the goals and objectiues must be "operationalized"—that Is, broken down into usable statements that indicate what the department intends to do In terms of organizational performance. 14, Once a clear and conclse mission statement is created, the SVPD can develop speciflc strategic goals that flow directly from the mission, �ach year, t#�e depar-tment can then deve�op specific performance targets to measure Its abllity to meet these goals, Annual repor-ts would describe these specific goals and track t�e department's relative amount of success in achleving them. Departmental goals and objectives can then be revised as necessary. 15. The department Is currently gathering and analyzing a great deal of performance data on an ongoing basis. Senior administrators regularly track data relating to calls for ser�ice, cr�me reports, arrest and summons activity, vehicle accidents, sick time, etc. This informatlon Is not currently located in one central database. It Is recommended that all such information be combined Into a single usable perFormance measurement system similar to the type described by O'Connell and Straub in 2007.� If all such data are readlly accessible from one central database or dashboard, they are more likely to be regularly consulted, retrieved, and used to actively manage t�e daily operations of t�e depar-tment. Multiple sources and locations of informatfon can hlnder the SVPD's ab�lity to engage in proactive management. ib. A!I members of t�e department (and perhaps the community} should be consulted to develop a comprehensive set of organizatlonal performance indlcators that accurately ciescribe the type and quantlty of work being performed withln t�e SVPD, Certain tasks, such as a "resident c�ecks" or trafflc duty, are likely perFormed of�en enoug� to appear as a regular (i,e., mohthly} performance category that gets reviewed and reported to the city government via a standardlzed format or template, It Is Imperative that baseline levels be established for all performance categories, This entails measuring a category over a perlod of months, calculating percentage 6 Paul E, O'Connell and Frank Straub, Performance-Based Mar+agement for Police Organizations (Long Grove, III.; Waveland, �Ob7}. 99 Increases and decreases, computing year-to-date totals, and a�eraging monthly totals in order to determine seasonal variatlon and to obtain o�erall performance le�els for the agency.� Such analysis can also include sector and indi�idual officer performance review. 17. Once the department de�elops a comprehensive performance management framework, it should ensure that the framework is cleariy communlcated, understood, and acted upon by all members of the department. 18, 7he SVPD chief currently has no cieslgnated executi�e officer, whlch leaves somewhat of a supervisory and leadership void within the department. It Is strongly recommended that an executl�e officer (at the rank of lieutenant of captain) be designateci for the SVPD. This individual would perform varlous administrative tasks related to the efficient operation of the department, such as fiscal o�ersight, and would relieve the chfef of a �arfety of dutfes and responsibllities that he is now performing. 19. The SVPD chief's rnonthly, semiannual, and annual reports should Include more content in terms of ciata reflecting train�ng hours performed, o�ertime and slck time expended, department �ehicle accidents, etc, This Information should be presented in a more standardized format and should refiect the department's relati�e progress toward stated goals. This would provide a more meaningful description of work being performed and would assfst in the enFarcement of professional standards, 20. Citizen complaints arising within Spokane Valley should be regularly reported to the city rnanager or to h!s or her des�gnee. 21, 7he OPS Unit should develop an fntegrity and professional standards"eariy warning system" that would proactively track certaln key lndlcators for all members of the department. Such Indicators would include, but not be limited to, use of force, �ehicle accidents, and internal and ci�ilian complalnts. 22, The SVPD should devise a formalized process for recording and monitoring "outslde" eimployment by its personnel. Community Engagement Should the city of Spokane Valley declde to continue to contract for services, It Is recommended that the SVPD become a self-managed team. It can have support from the SCSO, but it needs to retain and use its own data for its own management. Where the 'O'Connell and Straub, Performance-Based Management for Police Organlzations. 100 sheriff's office is providing support, there needs to be more clear deliverables for the city and delineation from the sheriff's office. Other recommendations for the SVPD are as Follows: 1. Improve rnanagement capacity in operations and administration. • There is an absence of supervisory staFf on all shifts and In the Valley Precinct. The reliance on Lieutenant ]ones and Chfef Van Leuven for routine supervis�on pulls them from serious managerfal tasks, Additional operatlonal oversight in the department Is warranted, • The lacic oF sophlstication of adminlstrative reports such as the annual report suggests the need for a senlor-level adminlstrative person In the chlef's office, This could be an unsworn positlon, There needs to be the abllity to gather, analyze, assess, and distribute inforrnatlon of all lcinds to the authorizing environment--�the mayor and council, the community, and the SVPD skaff. The SVPD should conslder developing performance goals and Indicators on which the chief reports at regular intervals, Assembly of these materials wlll help with fund raising and enhance transparency with the community. 2, Establish some management separation to enhance internal and external accountability, • Internally, there Is confusion about the relatlonshlp between the SVPD and the SCSO. The OPS, the Planning, Research and Analysis Unit, the Training Divlsion, and SCOP� are all countywlde functions, Command staff work In the SVPD wearing green sheriff un{forrns, There Is not a clear understanding of the distinct needs of the SVPD relative to reporting, recruiting, and cftizen engagement. • Externally, audiences do not distingulsh between SCOP� efforts in the city and those in the county. For whom does Rick Scott work? At whose behest are citizens being organized? Do the SCOPE volunteers "belong" to the sherlff, ar are they committed to the SVPD and its efforts? What are the SVPD`s goals relative to community engagement? Are they the same as SCOP�'s or distinct from thern? 3. Clarify role and chaln oF command for the rnost senior levels of sheriff deputles (apparently not a problem at the patrol level). 4. Develop lnternal rnetrics and report on them, and use the data to better understand the department and operatlons. What systerns are in place for accountabillty to ensure dellvery of operatlonal goais? 1Q1 5. Establish a me�hod For regular analysls and repor�ing of SVPD goals and objectives both internally and exrernally, 6. Create flrewalls and repor�s with the 5C50 so that the SVPD feels and runs as if it were independent entlty, 7. Promote gender, racial, and ethnic dlverslty In recrultment and hiring within the SVPD. 8. Create a managerlal dashboard on impor�ant human resource Issues that are crucial for community trust, legitimacy, and engagement, • Track and analyze Indivld�al and department trends thro�gh OPS. • Improve access to Information on and filing of complalnts and commendations, • Develop an educatlonal campalgn around c�stomer ser�ice. Educate internally and ex�ernally. Prepare the department and the external audience for an increase in complaints and commendations before the reporting leve�s off, This is a typical scenarlo wlth public outreach and education on filing complalnts. • Report on citizen complaints and commendations Internally monthly and externally at least annually, 9. Make some srruc�ural and operational changes to the Valley Precinct: improve Its visibility, expand its hours of buslness, and provide informatlon in the lobby and on the Web about the many oppor�unities to connect wlth the SVPD—citizen volunteering, ffling complalnts and commendations, etc, COSTS AND EXPENDITURES 1. The amounts al{ocated and charged to the clty for salary and benefits should be based on the acrual dlrect costs lncurred to provide the ser�ices wherever possible, 2. The amounts allocate and charged to the city for malntenance and operation costs should be based on the actual direct costs fnc�rred to provide the servlces wherever possible, 3. Capital expendit�res should not be allocated to the clty unless the assets purchased become the property of the clty. 102 6. ZMPLZCATIONS FQR A STAND-AL�NE AGENCY Should the City choose to operate a municipal police department Instead of contracting for pollce servlces, a number of considerations must be taken into account. i REVIEW OF CURRENT CONTRACT Of high importance is the fact that the Clty would no longer be largely insulated from Ilability as I� is under the current contract. Acts and omissions by City police officers could result in liability, and a much greater potential for policy- and practice-related liabili�y would exist. Additionally, the City could be exposed to liability claims relating to hlring practices, promotions, discipline, and wage and hour ciisputes, All municipal pofice agencies face such potential liability as described above. Accordingly, a wealth of experience exists In the law enforcement community to help a newly created agency deal with such exposure. Organizations such as ICMA and International, sta�e, and local assoclatlons of police chiefs can assis� by helping a municipality acquire an experlenced police chief and making sure that all departmental policies adhere �o current best practices. Natfonal accredltatfon can also be achieved, Creatlon of a police attorney position s�affed with police legal advisors who have experlence in the state would help the City function more effectively and avoid liability, State legal advlsor associations can help find such attorneys, Thus, should the City decide to establlsh a municipal pollce depar�ment, the review team recommends that it 1. Seek out and hire a very experlenced police chief, As a newly created agency with no current employees, the Clty would have a golden opportunity to search for a chlef from a national pool of candidates. 2. Use the resources of organlzations such as ICMA and major law enforcement associations to help assemble a pool of candldates for police chfef. 3. Empower the police chief to assemble an experienced command staFf. 4, Use the resources of organizations such as ICMA and major law enforcement associa�ions to make sure that all departmental pollcles adhere to current best practices and national standards. 5, Hlre police legal advlsors wlth experience in Washington State and use resources such as a state legal advisors assoclatlon, as necessary, to locate candlda�es. 6. Seek natlonal law enforcement accredlta�ion for the agency as soon as possible, 103 7. Instltute a supetvisory and executl�e development program in order to create a pool of experienced, qualified candldates for future police chlefs and command staff members from withln the agency. POLICE DEPARTMENT OPERATZONS Training Should the SVpb become an lndependent agency, the following factors concerning tralning would bear careful consideration: 1, The SVPD would still need to send thelr recruits through the SVPD's Academy {whlch Is "run by the state.") Recruit tralning would lifcely continue to be paid for by the state. Therefore, no additional costs should be realized In this regard. 2. The SVPD currently pays for in-set-vice tralning services in so far as they make partial contrlbutlons to the salarles of personnel asslgned to the SCSO's Training Unit. The bulk of training expenses, howe�er, are currently borne by the SCSO. For example, the current lease for the Unl�erslty City tralning facillty Is being paid "100% by the SCSO." If the SVPD were to become an Independent agency, it would need to efther (1) arrive at a financial arrangement with the SCSO to continue to use its in-service training facilities and personnel, or (2) develop, staff, traln, equip and finance an entire in-service training program of their own (which would include EVOC, firearms, post-academy; field training, and executi�e de�elopment programs), The latter would obviously result in considerable addEtional costs for the SV�b. These are addressed below. 3. It is lifcely that a uniformed staff of two {one tralning sergeant and a deputy) would be requlred to service a newly established training unit exclusively for the SVPD, These indivlduals would be charged with de�eloping; implementing; deli�ering and tracking all in-service training deli�ered to SVPD personnel, The department wou�d need the ability to attract qualified instructors for Its In-servlce programs and would need to identify qua[ified �VOC and firearms instructors as well, �. While office space might exist at SV�b headquarters for certaln types of classroom instruction, the department would ob�lously need to develop and malntain a facliity for other (I.e,, more physical, tactical) In-servECe training, 5. A dlstinct field training program would need to be de�eloped and staffed exclusl�ely by SVPD tralning officers and FTOs, It appears that the SV�D currently has a cadre of FTOs that could serve this function. 10�} 6. The SVPD would need to secure leadershlp and basic management tralning for Its supervisors. It would therefore need to continue its relatfonship wlth these current programs (as opposeci to attempting to establish their own). 7, The SVPD would need to Icientify, train anci suppor� a 15grants person" of its own to seek and obtaln outside funding for its tralning programs. Ethics and Professional Standards Assuming that the SVPD were to became an independent agency, the following factors concerning professlonal standards and Integrity management bear careFul consideratian, The SVPD would need ta 1. Identify, tra[n, and suppor� personnel to staFf its own OPS, This would necessarily include substantial training and support casts (such as the de�elopment and rnaintenance af an OPS Informatian technology system). Gi�en current SVPD staffing le�els, it Is estirr�ated that one super�lsor, preferably a lieutenant, be appolnted, 2, De�elop, irnplernent, and enforce Its own departrnental rules and regulatlons. It would like�y look to Lexipol to pro�ide this ser�lce, 3. Identify, train� and support an executl�e oFFicer� preferably at the rank of Ileutenant or abo�e, 4, be�elop a capaclty to perForm periodic audits and fnspections (described abo�e). S. De�elop Its own perforrnance re�lew process. 6. De�elop the capacity to maintain and manage the data systems referred to above (including the tracking oF Terry stops, use-of-force repor�s, and outsicie employment), Community Engagement As pre�iously noted, the SCOP� initiati�e predates the incorporation af the city, and the history of the city's volunteers and unsworn staFF Is inextricably linked to that of the county's efforts. Thus, [f the SVPD were to separate from the SCSO, it would have a lirt�ited capacity to gal�anlze �olunteers and might have to create a competitive and, most Ilke�y, an undermanaged �olunteer eFfort. Tt is difficult to Imagine how the adrninistration, the tralning, and the supervlslon could be scaleci down without being lost or becorrEing ineffecti�e. Moreo�er, the SCOPE program Is go�erned by a board of ciirectors, whose members Include �olunteers and personnel frorn the SCSO. Thus, It would appear that volunteer loyalties, econornies of scale, and the overall richness of the SCOPE brand would 105 make It impossible for the city to elther replicate that effort or separate the SCOP� � volunteers from the countywide endeavor. i Interestingly, the Valley Mall, which Is wlthin city limlts, hosts a SCOP� station that is not i counted among the city's stations, However, it has been a successful rneeting spot for citizens with pollce matters and a vlsibility opportunity far the sheriff. Therefore, the SCSO mlght decide to cantinue to operate the SCOP� statians withln the Valley's city limlts in the same rnanner as it daes the mall station, This would be to the detrirnent of the SVPD's abillty to connect with the comrnunity or ta further discannect itself fram the SCSO. It Is warth noting that SCOPE is an independent entlty with federal nat-for-proflt tax status, Wlth its 501c3 status, it has rnare expansive Fund-raising appartunitles than the city, its palice department, or the sherifF`s office. Although it is nat c�ear to what exkent that status has been expEolted for fund-raising purposes, It Is nonetheless strategic and its patentlal value worth cansidering, �inally, lF the clty separates from the SCSO, where daes SCOPE go? The SCOPE program provldes an excellent lens thraugh whlch ta view the entanglernent af clty business. The program in range and services is quite large, and only one faurth oF It Falls within the city af Spokane Valley; however, staFf, operatlons, management, and relatlonships are so enmeshed that it Is difflcult if not impossible to imagine the city being able to replicate the program on a smaller scale on Its awn, Mareover, it will be nearly impassible to extricate valunteers Fram the rnain SCOPE project, nor wlll the city be ab{e to afford twa part°tlme staff to managa a volunteer program. It Is cancaivable, hawever, that wlth permissian of the shariFf and the SCOPE baard of diractars, SCOPE wauld remaln Intact, its relationship ta the SCSO and Its brand would ret�nain unchanged, and the SVPD cauld cantract for its services. COSTS AND EXPENDITURES The pt�ajected cast aF an Independent police department implemented in the city af Spokane Valley wlll Include both start-up costs, or ane-time expenditures, and annual operating and capltal casts, Expenditures include salarles and benefits, property and equipment, supplies, capital outlays, and other miscallaneaus casts. In additian, assuming that it wlll be rnare cost-effective far the city ta contract wlth the caunty Fot� variaus services, such as the property room and records t�etentlan and the garage, these costs are alsa Included In the analysis, All financial prajactians are in Z009 dollars, 10b Personnel Costs Projected salaries and benefits are based on the 2009 salary and benefit levels paid to SCSO employees. A review of collective bargaining agreements across various Washington citles revealed rnixed salary levels; some unions negotiated salaries that are below those currently pald by the SCSO, and others negotiated salary levels exceeding SCSO salaries. Therefore, it Is difficult to determine "standard" wage levels for various staff, and 2009 levels are used in the following projectlons. Average salary and benefits were determined for each rank and then multiplied by the recornmended city ful]-time equivalent {FTE) staffing level. For example, the average salary for all lleutenants [n the SCSO was $J.28,469. Thls amount, rnultlplied by our recommendation for three lieutenants In the SVPD, results in a cost of$385,407, Our staffing recommendations of 95,0 FTEs results in a projected salary and benefit cost of $9,226,924. In the past five years, other personnel casts, including a�ertime, slck pay, haliday pay, and �acation sellbac�C, ha�e been approxirnately 6.0 percent of total salary and benefits. Six percent of total salary and benefits results fn $553,600 of addltional personnel costs. Tota1 personnel costs are estlmated to be $9,780,524, as shown In the table below. P�RSONNEL Year 1 Salary& Salarya Years2+ Benefits Beneflts Salary� #Empl, Un� Classlflcaflon Per Empla�ee To e Benellls 5.00 Administratlon 1 Police Chlef Sworn 144,4D5 i44,405 144,a05 1 Lleutenani-Adminislratlon Sworn 128,469 12B,469 128,469 3 Adminisirative Support 63,Of5 189,045 189,045 i7.D0 Investlgatlons 1 Lleutenani-Investlgalions Sworn 128,469 12B,469 128,469 3 Sergeants Swom 112,B77 33B,630 338,630 13�eteclives Sworn 102,906 i,337,777 1,337,777 65.00 Patrol/Trallic 1 Lleutenant•Patro! Swom 12B,469 12B,469 128,469 4 Sargeant Sworn 112,877 451,506 45i,506 8 Cor�orals Sworn 102,906 823,248 823,24B 4 K-9 Ofiicer Swom 93,025 372,099 372,099 40 Patrol Officers Sworn 93,025 3,720,987 3,720,987 8 Traffic Otlicers Sworn 93,025 744,i97 74d,197 3.00 Civil Service 3 Mix Mix 94,836 2B4,509 284,509 1.00 Properly RoomlRecords i Property Evidence Technlclan 63,015 63,015 63,015 4.00 School�tesource Offlcers 4 Paltol Ofiicers Swom 93,025 372,099 372,099 95.00 Prapased Spakane Valley Employea Budget-Salarles&Beneflts 9,226,924 9,226,924 OT/SlcklHolldaylSellbacR 553,6DD 553,600 TOTAL PERSONiV�L COSTS 9,780,524 9,780,524 Property and Equipment Property and equipment costs include the inftial purchase of uniforms, vests, firearms, radios, and other miscellaneous ec�ulpment. �'his Is estimated to be $5,000 per sworn 107 officer, or $460,000 in start-up property and equlpment costs. Future costs are included in the "Ot�er" category discussed fur�her an. Other estimated property and equipment costs Include telephone, the law enfarcement bullding maintenance cantract, anci fuel. These casts are estimated on the basis of histarical (2005-2008) expenditures as well as the 2009 budget. Total estimated proper�y and equipment costs are shown in the follawing table. Property/equipment �stimated costs {$) New equlpment (uniforms, flrearms, vests, radia, other miscellaneaus @$5,000/officer} �F60,000 Telephone 36r500 Law enfarcement building maintenance contract i20,000 Fuel 268,400 Total property/equipment 884,900 Contracts with Spokane County The city currently has several cantracts with the county. In aciciltlon to the law enfarcement cantract, the city contracts with the county for cammunicatlons, properky raam/recards management, and emergency management. The cantracts between the clty and the county shawn below are assumed to exist if the city creates its awn pallce depar�ment. The costs are based an estimates provided by the city and hlstorical payments for these services. County contracts Costs ($) Properky raam/recards 523,000 SCO�E 44,100 Ga rage i 21,000 Radio 596,000 Forensics 209,000 Tota1 county contract 1,493,100 Supplies A city palice ciepar�ment would need to fund annual supplies each year, Including training equipment, dag faod, and veterinarian visits for the K-9 unit; computer supplies; and other miscellaneaus Items. The projecteci supply casts are shown in the table be�aw. Supplies Costs ($) Tralning i0,000 K-9 food/health 5,600 108 Miscellaneous/MIS 25,000 Tatal supplies 40,6QU Other Included in the current law enforcemen� con�ract with the county are maintenance and operations (M&O} costs, discussed pre�lously on pages 84-86. Our pro}ections are based on hlstorical M&O costs, subtracting out those costs that were included above such as telephone and supplies. Projected maintenance and operating costs are $833,800 annually. In additlon to personnel costs previously discussed, we ha�e included $100,000 for staff recruitment, legal advice, and testing of potent�al Spokane Valley police employees, Finally, organizing a new police department would require the city to incur risk management costs. From discussions wlth county staff and insurance experts, we have estimated that insurance wi11 cost $1.44/employee man-hour. Accordingly, 9S employees x 2,177 hours (allowance for over-rime included for appropriate staff) x $1.44 results in estimated Insurance costs of $297,700, Other Cos�s ($} Maintenance and operations 833,800 Initial staffing costs/searches 10Q,000 Insurance 297,700 Tatal ather 1,231,50U Capital outlay Capital outlay costs incl�de the initial purchase or lease of automobiles from the county. It is assumed the city will need approximately thirty-three automobiles: one for the police chlef and each Ileutenant, and one for every three officers thereafter, The �ehicles are projected to have a F�e-year useful Ilfe; the cost is $25,000 for the initial purchase of each car from the county and $30,000 for a new vehlcle, K-9 vehicles are assumed to cost an additionaf $5,000 to eq�ip. About slx cars are projected to be replaced each year at a cost of $182,750, with the Initlal cost being $845,000. The clty will also incur costs for the initial start-up of the K-9 force. The recommended staffing level Includes four officers In company with a dog. Each dog 9s projected to cost $7,000 to purchase and traln, Miscellaneous supplies are approximately $5,000 annuaily. 109 Inevitably the police departrnent wlll need other capital and maintenance items each year; therefore, we include $50,000 for miscellaneous capital outlay, The projected capita� outlay Is shown below. Capital autlay Casts (�} Init;al auto purchase from county {30 cars x $25,000) 845,000 K-9 dogs/training/supplles 33,000 Annual/auto alfocation 182,750 Miscellaneous/hardware/software 50,000 Total capital out[ay 1,110,750 O�erhead Varlous entities, ranging from the city council to the finance department, wlll rnost likely provide support services, such as policy direction, accounting and reporting, and budgeting, Therefore, we have Included 10 percent of the start-up department's budget as an overhead cost, This estimate Includes the costs of providing management Information servlces, building maintenance, vehlcle and mechanical maintenance, and other support servlces. The total budget is projected to be $14,358,624 upon start-up. ThereFore, overhead costs are estimated to be $1,435,862 initially and approximately $1.3 million annually thereafter. Sustainability of Costs The 2009 law enforcement contract between the Clty of Spokane Valley and the 5C50 Is estimated to cost the city $15,538,576, Our estimates indicate that a start-up police department would cost $15,794,486 the flrst year, which would result in an annual loss of $255,910 in 2009 dollars. Because several oF the Items are one-time expenditures needed to establish the department, future department costs are estimated to be $14,413,711 in 2009 dollars—a cost savings oF$1,12�,865, Operating costs In future years will fncrease by factors unknown at this time, which would also happen if the city continued to contract with the county for law enforcement services. However, the clty may wish to construct its own property and records management facility and would incur stark-up costs (facility, equipment, supplies, etc.) that would reduce overall savings. Our city police department cost estimates are shown on the followfng page. 110 Pro osed Clly of S okane Valle Police�e artment(2009 Dollars} PERSONNEL Yearf Years2+ Salary& Salary 8 Selary& Beneifts 9e�aiils Benefits pEmnl, UJnf Classlflcallon PerEmolovee Tola1 5.00 AdminlsUatlon 1 Pol�ce Chfel Sworn 144,4p5 f44,4A5 144,405 I Lieuienant-AdminlstraUon S�nrorn 128,469 528,469 128,469 3 Admin's4rative Suppod 63,015 S$9,Od5 189,045 17.00 Inves6gatior�s 1 Lleulenanl-Investigalloru Sworn 128,469 128,469 128,469 3 Sergeanls Sworn 112,877 398,630 338,630 13�e�ecfives Surorn 102,906 5,337,777 1,337,777 65.00 PaIroVTralfit 1 LJeulenanl•PaVol Su�orn 128,469 128,469 128,4b9 4 Sergeant Sunrn 112,877 451,506 451,506 e Cor�orais 5`+.'orn 102,906 823,248 823,248 4 K•9 Olficer $�.nrn 93,025 372,099 372,099 40 PalroS Olficers Su�om 93,025 3,720,987 3,720,887 87iafficOlficers Sn+om 33,025 744,197 Z44,197 3.00 Giu3 Service 3 M�x �1oc 94,836 284,569 284,509 I.00 Praperty RoamlRecards 1 Praperty Evfdence 7echNt�an 63,015 63,045 63,Oi5 4.00 Schod Resource Officers 4 Patrol O}ficers Sv,nrn 99,025 372,099 372,099 95.00 Propased Spokane Va11ey Employee Bodget•Selarles&Ber�eflls 9,226,924 9,22b,924 OT15!c;uHof�daylSellhacfc, 559,600 653,600 TOTALPERSONNELCOSTS 9,784,5�4 9,780,524 PROPERTYIEOUTAI�IENT Nex Equipmenl(unAOrms,firearms,vest,rad:o,olhar m+sc.@ 55,000,'olficer), 450,000 0 Ta,ephane 36,5D0 38,500 Law Enforcement 81dg ASalnienance Con�racl 120,000 k20,000 Fuel 2Gg.QQ 258.406 TOTAL PROPERTYIEQUIPAIENT 884,900 424,900 COUHTY CONTR AGTS Property RcomlRecords 523,000 523,000 SCAPE 44,100 44,i00 Garage 12f,000 121,00o Rada 596,000 596,000 Farer�sks 209.000 2os.oaa TOTALCOUN7YCONTRACT 1,493,10a 1,493,100 SUPPLIES Training Suppl'�,es i0,000 10,000 K-9 FoodfHealthlSuppfes 5,660 5,500 A1isce9aneous suppGesRAIS 25.000 25.000 TOTAl5UPALfES 40,600 40,b40 OTHER Ma�ntenance&Opera6ng Gosts 8�1,800 833,800 InifalSEaffngGoslsrSearthes 100,OW 0 Insorance 297300 2s7.7aa TOTAL OTFSER 1,231,500 i,131,600 TOTAL a PERA71 NG EXP EN�ITURE5 13,430,624 12,870,624 CAPITA�OUTLAY Ini6al Auto Purchase kom County{29 cars x$25,000&4 K-9 cars�$30,000): 845,000 0 K,9 Dogs�'�alninglsupp�es: 33,000 0 Mnua!Auto PJlocatlorL 0 i82,756 ItisclHard,�arrJSofiware 50.000 5o.a°� TO7AL CAPRAL OUTLAY 928.000 232.750 ToTALPRWECTF�BU�GET{20094o1larsJ S 14,�58,624 $ 13,iIXS,374 PLUSOVcRHF1+�E}(PENOITURES{10%� S 1.435.862 � 1.310.337 S i5,794,46b $ 14,413,711 2409 BUOGETE�LAV!ENFORCE6�ENT CONTRACT.$ 15,598,57b $ 15,538,576 PROJECTE�SAVINGS!(LOSSf-YEAR I $ (255,910) PROJEGTE�SA41NG5!(LO55}•FUTURE YEARS $ 1,124,665 �OverUme,Ha;lday,S!<k Pay,eicJS a�tiumed to 6e 6X of lolal sa�aries 6ased an hlslodcal averages and industryat+erage. :FUstyearros[.Followingyearsvi�IlreqvlremalntenanceandoperaCionsinbudgel. �Auumes the Cdy will need m replare 6 squad car5 annua}iy at an average cost oi$30,060. �]609 Conlrac[amount does no[inciude 1he Emergenty Management or CammunicaSions ConUxc[s ISg3,400&$255,925 pro;ected In 2009}.Ama�nt p+ovided hy lheCry. 111 7. PERFORMANCE I�IDICATORS/BENCHMARKS Tn this final sectlon we Identify performance metrlcs that should be routinely used to measure law enforcement's actl�itles in service to Spokane Valley. 'CRATNING 1. 7he tota] number of training hours performed and total num6er of personnel trained in each particular toplc/lesson, ETH�CS AND PROFESSTONAL STANDARDS 7he SVPD will 6e requfred to develop its own means (i.e., without relying upon any outslde agency or personnel} of electronically tracking and recording the following performance indicators, Baseline performance ie�els and °anomalies" can be detected by establishing annual total and, then perlodically re�iewing these metrics, Including percentage increase/decrease from the pre�ious period: 1. The type and number of use of force reports prepared, personnel and ci�illans in�ol�ed, time and place of occurrence and general descrlptlon of circumstances, 2. 7he type and number of ci�ilian and lnternal complaints by category (and dispositions}. 3. 7he type anci number of department �eh9cle accidents, both "at Fault" and "no fault" accldents. �. The type, number, location and nature of all firearm discharges. S. The results of systematic and random audlts and inspections of �I�-tually all po�ice operations (e,g,, calls for service response and dlspositlons, property receipt and safeguarding, etc.). 6. The type, location, and number of Terry stops performed, as well as a description of all indi�iduals In�ol�ed and a description of all actlons taken, 7, 7he totaf amount oF sick time expended per un(t, per shift, etc, 8. The type, nature, and total amount of"outside" employment 6eing performed by Its personnel. COMMUNITY RELAT�ONS As Is, the department Is not ai�le to report on anything but the most basic of ineasures, which frankiy, wlthout some analysis, will not answer performance; rather, they'll count as activitles. To secure more valuable data and get closer to understanding performance, i�oth 112 real and perceived, we suggest a regular community survey {door ta doar or with cell phone penerrarion ta ensure wlde representatlon) �ha� assesses level af fear, trust In tF�e police, responsiveness of �he pafice, and other r�easures, We would also suggest rautlne afficer surveys, the resul�s of whlch we would campare with regular analysis af adminlstrative data. Amang the ques�ions we would "ask" the administrative data are • Wf�a� is going on with crlme? • WF�at is rhe filing rate of complalnts by �he prosecuror? • What is F�appening wirF� other enforcement activities? That is, are stops resulting In arres�s? Warnings? Citations? �ield interview cards? • WF�at is the supervisory oversight of those funcrions? • What Is being dane wi�h civilian complaints? Are there any audits of victims of house breaks or of citizens wF�o ffle compfalnts that would help the departmenr unders�and their level af satlsfaction? DATA ANALYSIS Workload vs. Deplayment Ratio of workload {both officer initiated and arher ini�ia�ed} should be monitored on regular basis to ensure rha� staff are deployed effectively. While there Is no "s�andard" for this ratio, we recommend using the 1/3 approach as a starting point for discussion: on average, approximately one-third af a officer's on duty time should be spent handling calls for servlce, about one-thlyd handing administrative rasks {e,g., roll call, reparts, meals, vehlcles}, and one-rF�ird being avallable, or"uncammitted time,"The percentage of uncommitred �ime is, in the strictest sense, a policy decislon driven by the number of officers working as well as by how efficlentiy the force handles calls far service. Respanse Times Analysis The department should routlnely conduct exceprion reports analysis For response times ro emergency, high-priariry cal{s. These repor�s should be prepared ar least weekiy with the goal being to Identify unacceptable response tlmes (bath dispatch and travel) and then to analyze what occurred during the inciden� �hat caused �he c�elay. Failing to c�o tF�is on a regular, weekly basls restricts the ability of the c�epartment to analyze the details of the event to prevent reoccurrence, 113 Officer-Initiated Ac�i�ities Officers should be held accaun�able for fnitiating activ{ties and no� just responding �o radio calls. Such activitles should go beyond traffic stops to should include both positive c�tizen contacts (security surveys, etc.) and field Inrerrogations. A significant portion of an ofFicer's duties should be self-Initiated acrivities, and these should be monitored as part of the evaluation process. 11�}