Our 2006 ANNUAL REVIEW will look back at the past year of the Southwestern Regional Police Department.   We will also look forward to examine the next two years, 2007-2008.  Benefits of this type of analysis are:

a)    Understand what has gone well or note areas where improvement is possible

b)   Institute Goals and Objectives to determine the most important issues that we should address in the near future and understand possible future cost issues.

Significant Issues In 2006

          GOOD EFFORT 

                   √       State Study of Department Comes Back Very Positive

The PA Department of Community and Economic Development provided an in-depth study that advised our department was, “at or above industry standards.” 

                   √       Performance Standards Initiated by Department

We are now one of the few departments in the State that has initiated a standard of performance for our employees.  This system maintains minimum standards that officers must meet during an officer’s unobligated time.  Because of this program, all employees provide a uniform and high degree of effort during their workday. 

                   √       Work Effort Increases

Officers have dramatically increased their work effort as compared to 2005 even though we were short by one officer for over nine (9) months:  NEARLY 1,000 MORE TRAFFIC STOPS THIS YEAR AS COMPARED TO LAST (Statistics prove that traffic enforcement efforts reduce injuries related to traffic crashes; AND REDUCE CRIME!)

                   √       Board Agrees to New Articles of Agreement; New Effort to Purchase Building

Both of these issues help the department remain a stable resource within the communities we serve.

                    √       Interaction with our Community Remains Strong

From Girl Scout meetings and Child ID events, to Spring Grove’s FETE and SeptemberFest, we want to be as open to the public as possible.  This style of policing benefits both the public and the department.

Also, our web site continues to be a way to access us; people may send questions and receive information via the site (the DCED study and York College survey are both available on the website).  We began counting the number of hits last year on our website in Feb. 2006.  As of Feb. 6, 2007, we have had 7,783 people access our site – we’re very pleased with the results.

                    √       Efficient and Effective Service Remains Our Goal

Since our inception, we are proud of the fact that our department has proven to be one of the most efficient regional police agencies in the STATE!  The PA Department of Community and Economic Development formulate these comparisons – an updated copy will be available soon.  The per capita expense for our residents in 2007 is $88.32 per year.

CHALLENGES TO OVERCOME 

                   √       Shortages of Patrol Time

In 2005, we made the decision to begin counting the time that the officers were performing  on “General Patrol” duties (unobligated time) vs. handling calls or performing follow-up investigations (obligated time).  By doing this, we now have two years worth of data that defines how busy the officers are.  The results of that data are as follows: 

The results indicate three notable issues.  First, the amount of time has increased that officers are spending on calls; by nearly 6% from 2005 to 2006. 

The second issue is even more concerning in that the State indicates that a 70% patrol time vs. 30% investigative time ratio is best.   

Third, officers require additional time for general patrol in order to be proactive and prevent issues before they begin; this includes traffic related problems.   The DCED study points out that one of the priorities of our department should be general patrol duty. “It was a common theme that visible patrol, traffic enforcement, and frequent contact with citizens and businesses were the activities most desired by the officials.” There is currently not enough “patrol time” to allow for this to happen. 

The only solution to this issue is to increase the officer ranks one employee; this will allow for a full-time investigator and take some of the demands of lengthy and time consuming investigations away from the patrol officer. 

                   √       Shortages of Investigative Time

As indicated above, the time to perform a varied array of investigations continues to increase; and our timeliness of the investigation decreases.  I have spoken to many frustrated victims of crime and the District Attorney’s over the last several years.  Their complaints involve the time that it takes for us to arrest the suspect, or interview the witnesses, or file the case with the District Attorney.  These are all the results of tasking a patrol officer with these duties.    

Officers are often asked to work on an investigation on their off-duty time as this is the only way to proceed forward with the case.  This poses two issues; (1) overtime increases, and (2) the officer could say, “no.”  This further delays cases that simply cannot be delayed. 

The following was presented in February 2007 Chief’s Notes as an example of some of the concerns with the absence of an investigator.  These are real issues that we face every week.       

2006 - Significant Goals and Objectives that were set last year.  Were they met? 

1) Improve Traffic Enforcement and Roadway Safety (SUCCESSFULLY COMPLETED) – This area of policing remains our department’s highest priority.

▪        Two new pieces of equipment have enhanced our abilities

▪        Increased enforcement action due to a new Performance Standards Policy          

2)  Pennsylvania Police Accreditation (NOT COMPLETED) – We had our mock assessment in March 2006.  As successful as this stage was, we have not met our goal of becoming State accredited.  The Sergeant in charge of this has been slowed due to other duties.  This remains a priority in 2007. 

3)   Increase Training (SUCCESSFULLY COMPLETED)  -  This area continues to a vital need with our ever changing demands for police services.

▪        Officers Rank          -A department meeting/training class was held in February

                                      -Scenario training was held in November

                                      -Most officers were allowed a unique class that fit their need 

▪        Sergeant Rank        -Attended Public Employee Labor Relations Advisory Service (PELRAS). 

                                      - A unique class was provided that fit their needs   

4)   “Performance Standards” to be engrained in our operations (SUCCESSFULLY COMPLETED)

▪        A system where employees have minimum standards of work productivity when they have unobligated time.  Our program is very unique to our region and ensures that we provide a very efficient service for the dollars spent.  

5) Fiscal Responsibility Issues (SUCCESSFULLY COMPLETED) -

We experienced a 3.58% cost increase from the 2006 to the 2007 budget - Less than the cost of living rate.

6)  Improve Communications and Data Correspondence with Municipal Members (OVERALL IMPROVEMENT)

▪        We have increased the number of e-mails and hard-copies of board actions, department stats, and other information that we provide to member municipalities and their supervisors.

▪        The DCED report states that some improvements are still needed in this area.  We are open to suggestions. 

7)   Employee Fitness (OVERALL IMPROVEMENT)

▪        Grant funded fitness equipment installed

▪        The SWRPD Association sponsored flooring and other items

▪        Fitness program is active with 100% participation - shirts provided for setting fitness goals

▪        Monthly fitness type reading material available to employees

 

2007 - Goals and Objectives for the current year 

1)   Maintain Timeliness and Effectiveness of Our Responses

The needs of our communities will increase.  The numbers of calls will increase.  We hope to be able to attend to the needs of the residents in a timely and effective manner. 

Population in our region has increased by 6% in the last five years – that trend will only increase (2000 pop. was 16,054; 2005 pop. est. 17,098).  While population will increase in our own region, we will also be impacted by population growths to our north and south.  Currently, Jackson Twp. and the Hanover area are experiencing growth spurts.  This will impact our region and the police department through increases in crime, traffic issues, and overall calls for service. 

2)   Improve Productive Dialogue and Communications with Member Municipalities

The department needs to continue to strive to have open communications with the member municipalities; and, to find new ways to allow this to happen. 

3)   Provide a Stable Work Environment for the Employees

Our department has experienced seven employees leaving the department in a 4.5 year period.  This places a strain on several areas such as budget, (purchase of new uniforms), training, (our field training officers are overworked), and the reduction in experience, (we train for the benefit of other departments).

The reasons why our employees have left vary.  In 2006, the cause was uncertainty over job security.  This situation also caused several other employees to seek out other opportunities as well as declining morale in others.  This is obviously not an enviable situation.  We believe that  the situation is improving due to recent positive Board decisions.

Table A

Current Vehicle Status  /  End of Year Estimates for 2007 

Table B provides highlights and comparisons of statistics from 2006 and previous years.
 

Table B

Yearly Totals of Department Statistics