Report Finding #12
There are no identified minimum staffing levels for front-line supervision and midlevel management.
Recommendation #12:
Establish minimum staffing levels for front-line supervision and midlevel management.
Report Finding #13
Citygate assesses that Patrol supervision is a critical area of the organization, and that additional efforts can be made to ensure Patrol Sergeants remain out of the office and in the field providing direct supervision for critical 9 1 1 calls and other officer activities.
Recommendation #13:
Increase mid-level Patrol management, which enhances oversight while providing Sergeants increased field supervision opportunities.
Report Finding #14
Domestic and drug calls are growing significantly year over year and need holistic attention and engagement from the Department.
Recommendation #14:
Review proactive policing methods and engage with the community and social welfare partners to address community needs regarding domestic violence and drugs.
Report Finding #15
The Department has difficulty tracking in-service and out-of-service times, and logging time for court, report writing, training, and other key administrative activities. In addition, Patrol radio identifiers do not remain with Patrol as officers take on new assignments, creating Patrol measurement challenges for the Department.
Recommendation #15:
Mandate in-service and out-of-service policies, review time-keeping category and coding processes, and review and enhance computeraided dispatch coding. Identify and update Patrol radio identifiers as officers pursue assignments in new roles.
Report Finding #16
A review of available computer-aided dispatch incident data shows that current minimum and full staffing levels are sufficient to handle public-generated calls for service. However, there are opportunities for the Department to better classify and measure work.
Recommendation #16:
Use the computer-aided dispatch incident staffing analysis in this report to ensure shift schedules are aligned properly, while enhancing data collection around key activities not being measured today such as court, training, and other related activities.
Report Finding #17
Call handling time at Douglas County Emergency Communications is higher than expected. Citygate finds that while Department Command Staff monitor response times through infrequent periodic checks of priority calls, no response time goals have been established for the Department by the City Commission from which to drive oversight while working with Douglas County Emergency Communications.
Recommendation #17:
In coordination with the City Commission and Douglas County Emergency Communications, diagnose and resolve excessive call handling times.
Report Finding #18
The Department does not have a formal traffic safety program. Traffic accidents are frequent calls for service to which Patrol officers respond. In addition to traffic accident response, traffic safety programs based on historical data provide a variety of positive resources that benefit a community.
Recommendation #18:
The Department should consider re-establishing a Traffic Safety Team to ensure focus on engineering and education, along with enforcement.
Report Finding #19
The Department is considering placing Teleserve officers in the field.
Recommendation #19:
Expand Teleserve officers to the field to increase efficiency and reduce potential points of conflict.
Report Finding #20
The current system for Animal Control Services processes and retrieval is not efficient.
Recommendation #20:
Establish an efficient program that allows the Humane Society to collect fees that are reimbursable to the City. Update electronic reporting processes, maintain quarantine processes, and work with the City Attorney to establish more efficient and effective mail-in citation processes.
Lawrence Strategic Plan Progress Indicators
- 1.SaS-1: Percent of residents who perceive Lawrence as safe or very safe
- 2.SaS-2: Part 1 crimes per 1,000 residents
- 3.SaS-6: Variance of satisfaction with perceptions of safety by race, gender, education and income
- 4.SaS-8: Percent of residents rating trust in emergency services departments as satisfied or very satisfied
- 5.SaS-9: Sexual and domestic violence per 1,000 residents