Item: NB #5 City of Arlington Attachment Council Agenda Bill I

COUNCIL MEETING DATE: July 6, 2020 SUBJECT: Community Policing, Policy and Accountability ATTACHMENTS:

DEPARTMENT OF ORIGIN Presentation, Org Chart, IAPRO, BlueTeam, 2018 Strategic Planning, APD Planning Recommendations Police; Jonathan Ventura, Chief and Human Resources; James Trefry, Administrative Services Director EXPENDITURES REQUESTED: None BUDGET CATEGORY: N/A BUDGETED AMOUNT: 0 LEGAL REVIEW: DESCRIPTION: Presentation by the and the Administrative Services Director regarding the Arlington Police Department. Topics covered include community policing, policy and accountability. HISTORY: The Mayor and Councilmembers have requested a presentation about the current state of the police department in light of current events and feedback received from the community.

ALTERNATIVES: Remand to staff for further information.

RECOMMENDED MOTION: Information only; no action required. Arlington Police Department COMMUNITY POLICING / POLICY / ACCOUNTABILITY Community Policing Community Outreach Team / LE Embedded Social Worker (LEESW) (2018) Domestic Violence Coordinator (2019) School Resource Officer All-In Program / Conversations with Cops COP’s Building Trust Grant – Funding for 2 Officers (2015) Boards and Commissions Community Meetings 21st Century Policing Initiative Strategic Plan (2018) Virtual Training Simulator (2019) Crime Data (2019)

Traffic Enforcement up 32% DUI Enforcement up 14% Burglary reports down 15% Robbery reports down 38% Overall Theft Reporting Down 1% Vehicle Theft reports down 32% Standard Hiring Process

Review Post Position Interview Applications

WSP WATCH Reference Employment Background Check Offer (Hire) Check Police Officer Hiring Process

Civil Service Commission Pull names from Public Interview (aka Oral Board Compilation of Applicant Chief’s Interview Meeting for Certification Safety Testing Interview) Scores and Eligibility List of Eligibility List (Rule of 5)

Conditional Employment Background Investigation Polygraph Examination Psychological Examination Medical Examination Offer Begins

Employment Offer or Background Investigation New Employee attends Recruit graduates from Employee completes APD Disqualification/Voluntary Completed Academy Academy Field Training Program Removal How much does it cost to hire a Police Officer?

Public Safety Background Polygraph Psychological Testing Annual Fee Investigation Examination Examination $1,200 $2,000 (avg) $225 (avg) $800 (avg)

Medical Police Academy Uniform and Gear Examination $8,000 (Our Cost) $2,000 (avg) $700 (avg) State $10,000 Example (2016)

The Mayor signed 12 conditional offers of employment ◦ 8 entry level ◦ 4 laterals 18 candidates were in background – some holdover from 2015 12 voluntarily removed themselves or were disqualified 2 were hired (1 entry and 1 lateral) 1 didn’t pass Field Training Basic Law Enforcement Academy (BLEA)

Washington State Criminal Justice Training Commission (WSCJTC) conducts the 720 hour Basic Law Enforcement Academy (BLEA). BLEA curriculum is designed to provide recruit officers with the basic knowledge and skills necessary for safe, proper, and effective law enforcement service. Instructional blocks include: Criminal law and procedures, Emergency Vehicle Operations Course, Cultural awareness, Communication skills, Firearms, Crisis Intervention Patrol Tactics, De-escalation, Criminal investigation, Defensive and Control Tactics, Mock Scenes Crisis Intervention Training (CIT) Law enforcement practitioners know that mental health training is useful, given how frequently officers deal with people in crisis since states began moving away from institutionalizations in the 1960s. WSCJTC provides crisis intervention training to every new full-time employed after July 1, 2017.

◦ Requires all officers receive a minimum of 8 hours of Crisis Intervention (CIT) training by 2021. ◦ Requires a minimum of 2 hours CIT refresher incorporated into mandated annual training. Law Enforcement Training and Community Safety Act (LETCSA)

After the passage of I-940 in 2018, the WSCJTC was tasked with creating new training requirements for officers. This became known as the Law Enforcement Training and Community Safety Act.

◦ Beginning December 7, 2019, all new general authority peace officers must complete a minimum of two hundred hours of initial violence de-escalation and mental health training in the BLEA. Law Enforcement Training and Community Safety Act (LETCSA)

All peace officers certified in Washington before December 7, 2019, and lateral peace officers certified in Washington after December 7, 2019, must complete a minimum of forty hours of continuing de-escalation and mental health training every three years after receiving their initial peace officer certification. Basic Law Enforcement Academy (BLEA)

Crisis Intervention Tactics and De-escalation are spread throughout the BLEA curriculum in nearly all areas to include; Patrol Response to crisis training, Mock Scenes, Criminal and Patrol Procedures, Defensive Tactics and Firearms training.

Effective de-escalation requires not only effective patrol tactics, but also knowledge about human psychology and mental illness. All police officers in WA are now receiving training in communication techniques, implicit/explicit bias, alternatives to [jail] booking, the historical intersection of race and policing, and understanding local cultures. Field Training and Probation The purpose of the Field Training and Evaluation Program is to train new officers so that each is prepared to function as a solo beat officer at the conclusion of their training cycle.

◦ The training cycle consists of 16-20 weeks of intensive on-the-job training and daily performance evaluations. Training is conducted and staffed by field training officers (FTOs) and overseen by an FTO Sergeant. ◦ A new officer’s 1 year probationary period begins the day they graduate BLEA. Mandated 24-Hour In-Service

Effective January 1, 2006, every certified peace officer is required to complete a minimum of 24 hours of In-Service training annually. Effective January 1, 2016, every reserve peace officer will complete a minimum of twenty-four hours of in-service training annually. Lexipol provides comprehensive, state-specific policies developed by a team of over 300 public safety attorneys and law enforcement experts. They carefully monitor and research changing federal and state case law to continuously update our policies to comply with the most current legal standards and best practices. Without this continuous legal compliance, APD could be exposed to costly civil liability. Lexipol helps APD develop and comply with constitutional policing practices, supporting the protection of civil rights and community safety. 8 Can’t Wait Accountability Recruitment Testing Background Annual Review / Evaluations / Training Policy (Lexipol) Collective Bargaining Agreement National Incident Based Reporting System (FBI) Annual Reporting Personnel Complaints Internal / External Informal / Formal Written / Email / Telephone / In-Person Administrative Leave Unfounded / Exonerated / Not- Sustained / Sustained Training / Oral Reprimand / Written Warning / Suspension / Termination Collective Bargaining Agreement (CBA) 320.2 DISCIPLINE POLICY The continued employment of every employee of this department shall be based on conduct that reasonably conforms to the guidelines set forth herein. Failure of any employee to meet the guidelines set forth in this policy, whether on-duty or off-duty, may be cause for disciplinary action.

An employee's off-duty conduct shall be governed by this policy to the extent that it is related to act(s) that may materially affect or arise from the employee's ability to perform official duties or to the extent that it may be indicative of unfitness for his/her position. 320.2.1 PROGRESSIVE DISCIPLINE The administration of discipline is generally expected to be progressive in nature, with relatively minor violations of rules resulting in minor disciplinary action for first offenders. Repetitive similar violations, or more serious violations, would generally result in progressively more serious forms of discipline being administered.

Nothing in this policy is intended to preclude the administration of more serious forms of discipline, including termination, for a first offense when warranted by the seriousness of the offense. Annual Reports Professional Standards Management Software Professional standards software provides for the tracking of officer behavior through data analysis that can produce various types of "alerts" if a problem exists. The software provides for alert by type of incident, i.e., can set different thresholds for different incident types, such as citizen complaints or , use-of- force incidents.

Professional standards software also helps professional standards personnel with caseload management through reminders that actions are required on a case or that a case is approaching overdue status. Reports, graphs, and charts can be easily generated for command staff and policy makers to review and for use in strategic planning and policy analysis. Questions?

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IAPro is uniquely tailored to fit the requirements of your Professional Standards or Internal Affairs unit. IAPro 15th Annual Users Conference IAPro’s comprehensive case management features assist in monitoring and reporting on complaints and other incidents that may indicate patterns of Tuesday, November 19th through Thursday, November 21st, 2019 employee misconduct and behavioral shortfalls. In-depth support for use of Gaylord Opryland Resort & Convention Center • 2800 Opryland Drive • Nashville, Tennessee 37214 force, pursuit, and other critical incident reporting is also offered. Join IAPro and BlueTeam users in Nashville, Tennessee this November for 3 days of learning and exploration of the premier Public Safety Integrity solution. During this once-a-year gathering, attendees However, the single most important benefit of IAPro is its ability to alert in will learn new skills, network with users from 5 countries, and discover best practices, tips and tricks. advance of issues that could, if left unchecked, put the community and the

THE 2019 CONFERENCE WILL INCLUDE: reputation of your agency at risk. • Detailed review of new features in the latest release • Basic training classes for new users Finally, the IAPro solution is more than just software. It includes on-site training, • Advanced usage sessions with each IAPro training specialist bringing years of Professional Standards • Customer feedback forum • Future directions session experience to the table. This is supplemented by comprehensive online user • Guest speakers documentation in wiki format, and a three-day annual users conference tailored • Plus, invaluable opportunities to meet and network with fellow customers to a variety of customer needs

For further information or to register, please contact us at [email protected] Whatever the task, IAPro is there to cover you.

Because IAPro is a 360 degree solution, it gives you the opportunity to upgrade and streamline your entire Professional Standards process. And that can lead to a more effective, ALERT more efficient use of your agency’s resources. • COMPREHENSIVE EARLY INTERVENTION AT YOUR ORGANIZE FINGERTIPS Support for a proactive, “best practices” •  IAPro’s intuitive interface promotes fast approach is an essential part of the IAPro entry, search and reporting of information. solution. Early intervention program support Enhanced search capabilities include in IAPro includes an array of features such as ad-hoc query and report builder features. “heads up” alerts when employees exceed pre- set thresholds, advanced analytical interfaces and a selection of chart-based dashboards. ANALYZE • ALERT BY TYPE OF INCIDENT • Regardless of the quality of data collected, Incident types such as a ‘citizen complaint’ or it’s of little use unless it can be properly ‘use-of-force’ are each assigned an alert categorized and quickly formatted for threshold, based on an employee being analysis and presentation. To this end, a involved in a given number of incidents within multitude of statistical reports and charts are a specified time period. available with just a few clicks of the mouse. • OVERALL ALERT Triggered regardless of incident type.

MANAGE • MONITORED OFFICER ALERT The agency can designate an employee as • IAPro offers a array of time-saving ‘monitored‚’ so that each time a monitored features. Reminders are displayed when individual is involved in an incident, an alert pre-assigned tasks come due. Microsoft is generated. Word template integration means that forms can automatically be filled in by • TOP PERCENTILE ALERT IAPro, saving hours of work. And IAPro’s Instant identification of employees in a linked files feature means that a truly designated top percentile, for a specific paperless process can finally be realized. unit or time period.

• DETAIL ALERT Alert by ‘allegation’ and ‘use-of-force’ type. Australia Trinidad • Oceanside PD • Colorado Springs PD • Daytona Beach PD • Georgia Tech Univ. Police Kentucky • Massachusetts Trial Courts • East Orange PD • Palm Springs PD • Colorado State Univ. PD • Doral PD • Michigan State Dept. of NR • Egg Harbor Township PD • Alameda County SO • Gwinnett County Police • Lexington-Fayette PD • New South Wales Police • Trinidad and Tobago PS • Palo Alto PD • Commerce City PD • Escambia County Corrections • Michigan State Police • Elizabeth PD • Alameda PD • Henry County PD • Louisville Metro Police • Northern Territory Police • Pasadena PD • Denver PD • Escambia County SO • Monroe PD • Essex County Corrections • Albany PD • Macon PD • South Australia Police • Petaluma PD • Denver SO • Florida Dept. of Law Enf. • Northville PD • Essex Co. Prosecutors Off. United States • Alhambra PD • McDonough PD Louisiana • Tasmania Police • Pittsburg PD • Douglas County SO • Fort Lauderdale PD • • Roseville PD • Essex County SO • Antioch PD Norcross PD • Baton Rouge PD • Western Australia Police Alabama • Placer PD • El Paso County SO • Fort Myers PD • • Univ. of Michigan Police • Ewing PD • Arcadia PD Roswell PD • Lafayette Parish SO • Pomona PD • Fort Collins PD • Gainesville PD • • Wyoming DPS • Hamilton Twp. PD • Auburn PD • Bakersfield PD Sandy Springs PD • Lafayette PD • Redlands PD • Golden PD • Hillsborough County SO • (EMS Fire & Police) • Hudson County New Zealand • Baldwin County SO • Bay Area Rapid Transit PD Statesboro PD • Monroe PD • Redwood City PD • Jefferson County SO • Hollywood PD • Prosecutors Office • Birmingham PD • Berkeley PD • New Orleans Independent • New Zealand Police • Rialto PD • Larimer County SO • Indian River County SO Hawaii Minnesota • Irvington PD • Huntsville PD • Beverly Hills PD Police Monitor • Richmond PD • Littleton PD • Jacksonville SO • Brooklyn Park PD • Jersey City PD • Mobile PD • Brea PD • Hawaii PD • New Orleans PD • Riverside County SO • Lone Tree PD • Kissimmee PD • Duluth PD • Lawrence Township PD • Northport PD • Buena Park PD • Honolulu PD • Plaquemines Parish SO • Rocklin PD • Loveland PD • Lake City PD • Ramsey County SO • Linden PD • Opelika PD • Burbank PD • Kauai PD • St. Tammany Parish SO • Roseville PD • Mesa County SO • Lauderhill PD • St. Paul PD • Livingston PD • Tuscaloosa PD • Cal. Dept. of Game and Fish • Maui County Police • Tulane University PD • Sacramento Civilian • Northglenn PD • Lee County SO • Long Branch PD • Alberta College of Paramedics • California Highway Patrol Oversight Board • Parker PD • Manatee County SO Idaho Mississippi • Mercer County SO • Blood Tribe Police Service Alaska • California State Hospitals Maine • Sacramento County SO • Colorado State Univ. Police • Margate PD • Gulfport PD • Montclair PD • • Alaska Dept. of PS • Cathedral City PD • Boise PD • Auburn PD • Sacramento Fire Dept. • Steamboat Springs PD • Marion County SO • • New Brunswick PD • • • Chino PD • Caldwell PD • Olive Branch PD Anchorage PD • Sacramento Probation Office • Thornton PD • Martin County SO Cumberland County SO • New Jersey State Police • C.P. Railway Police • Chula Vista PD • City of Boise HR • • Sacramento PD • University of Colorado PD • Miami Beach PD Maine Dept. of Corrections Missouri • New Jersey Transit Police • Arizona • Citrus Heights PD • Garden City PD • Maine State Police • San Bernardino County SO • Weld County SO • Miami Civilian Oversite • • Columbia PD • Newark PD • Lethbridge Police Service • Apache Junction PD • City of San Jose Lewiston PD • Portland PD • San Bernardino PD • Miami PD • • Joplin PD • North Brunswick PD • Medicine Hat Police Service • Arizona Dept. of PS Independent Police Auditor Meridian PD • York County SO • San Diego PD Connecticut • Miramar PD • • Raytown PD • Nutley PD • Province of Alberta • Arizona State Univ. Police • Contra Costa County SO Nampa PD • San Francisco SO • Bridgeport PD • New Smyrna Beach PD • • St. Louis County SO • Ocean City PO Solicitor General • Avondale PD • Coronado PD Twin Falls PD Maryland • San Jose PD • Hartford PD • Naples PD • • Ocean County SO (Ministry of Justice) • • Cypress PD • St. Louis Metropolitan PD Benton County SO • San Leandro PD • New Haven PD • Ocoee PD Illinois Anne Arundel County Police • Ocean Township PD • • Daly City PD • Federal Agencies Benton PD • San Luis Obispo County SO • New London PD • Okaloosa PD Baltimore County Police Montana • Orange PD • Chandler PD • Desert Hot Springs PD • Aurora PD • Baltimore PD • San Luis Obispo PD • Norwich PD • Ormond Beach PD • • Passaic County SD • Canadian Border • • El Cerrito PD • Bloomington PD • Montana Highway Patrol El Mirage PD • San Marino PD • Stamford PD • Oviedo PD Bowie PD • Paterson PD Services Agency • • El Dorado County SO • Cook County SO • Flagstaff PD • San Pablo PD • Torrington PD • Palm Beach County Sheriff Calvert County SD Nebraska • Plainfield PD • Global Affairs Canada • • Elk Grove PD • Gurnee PD • Gila River PD • Santa Ana PD • Waterbury PD • Pensacola PD Hagerstown PD • Pompton Lakes PD • • Fairfield PD • Joliet PD • • Omaha PD Gilbert PD • Santa Barbara PD • • Pinellas County SO Howard County Police • Rahway PD Manitoba • Fremont PD Yale University PD • Mundelein PD • Goodyear PD • Santa Clara County SO • Pinellas Park PD • MD Nat. Cap. Park Police Nevada • Rutgers University PD • • Fresno PD • Niles PD • Maricopa County Attorney • Santa Cruz PD Delaware • Plantation PD • Maryland State Police • South Orange PD General Office • Fullerton PD • Rockford PD • Maryland Trans. Auth. Police • City of Las Vegas Detentions • Santa Maria PD • Delaware State Police • Port Orange PD • Trenton PD • Maricopa County AG • Galt PD • Springfield PD • Montgomery County PD • Clark County School District • Santa Monica PD • Delaware State University PD • Port St. Lucie PD • Union Township PD • Anishinabek Police Service • Maricopa County SO • Gardena PD • Village of Schaumburg PD • Ocean City PD • Hastings PD • Santa Rosa PD • Dover PD • Rockledge PD • Vineland PD • Police Service • Maricopa PD • Glendale PD • Waukegan PD • Prince George’s County Police • Henderson PD • Solano County SO • New Castle County Police • Santa Rosa County SO • West Orange PD • City of • Mesa PD • Grass Valley PD • Will County SO • Prince George’s County SO • Lander County SO • South Gate PD • University of Delaware PD • Sarasota PD • Westfield PD • Essex County EMS Paramedic • • Hanford PD • Zion PD • • Las Vegas Metro PD Peoria PD • South Pasadena PD • • St. Johns County SO St. Mary’s County SO • • Hayward PD Wilmington PD • North Las Vegas PD • Phoenix PD • Suisun PD • St. Lucie County SO Indiana • Takoma Park PD New Mexico • • Hemet PD • Nye County SO • Pima County SO • Tehachapi PD District of • St. Petersburg PD • Albuquerque PD • Niagara Police Service • Hermosa Beach PD • Fishers PD Massachusetts • Reno Communications Ctr. • Pinal County SO • Torrance PD Columbia • Tallahassee PD • Bloomfield PD • Nishnawbe-Aski • Huntington Beach PD • Fort Wayne PD • Reno PD • Prescott PD • Tustin PD • Tampa Intl. Airport Police • Boston PD • Dona Anna SO Police Service • Indio PD • DC Metropolitan PD • Hammond PD • UNLV PD • Prescott Valley PD • Union City PD • Tarpon Springs PD • Cambridge PD • Hobbs City PD • Ontario Ministry of • Inglewood PD • DC Public Schools • Indianapolis Metropolitan PD • Washoe County SO • Sahuarita PD • University of California • University of Central Florida • Chelsea PD • Las Cruces PD Community Safety and • Irvine PD • Office of Citizen • Noblesville PD • Salt River PD • University of San Diego PD • Walton County SO • Everett PD New Hampshire • New Mexico DPS Correctional Services • Kern County SO Complaint Review • South Bend PD • Scottsdale PD • Upland PD • West Melbourne PD • Framingham PD • NM Dept. of Corrections • Ontario Provincial Police • La Habra PD • New Hampshire State Police • Surprise PD • Vallejo PD Florida • West Palm Beach PD • Haverhill PD • Rio Rancho DPS • • Livermore PD Iowa • Tempe PD • Ventura SO • Winter Garden PD • Lawrence PD • San Juan County SO • • Lodi PD • Apopka PD • Ankeny PD New Jersey • Tolleson PD • Visalia PD • Mass. Bay Transit Auth. Police • Santa Fe PD • Thunder Bay Police Service • Long Beach Civilian Oversite • Aventura PD • Des Moines PD • Atlantic Co. Prosecutor’s Off. • Tucson PD • Watsonville PD Georgia • Massachusetts State Police • • • Long Beach PD • Boca Raton PD • Iowa State Dept. of PS • Bayonne PD Yuma PD • West Covina PD • • Pittsfield PD New York • Toronto Transit Commission • Los Angeles Airport Police • Broward County SO Atlanta Citizen Review • University of Iowa Police • Belleville PD • West Sacramento PD • • Somerville PD • Albany PD • Treaty-Three Police Service Arkansas • Los Angeles Port Police • City of West Palm Beach HR Atlanta Dept. of Corrections • Bergen County PD • Westminster PD • • Quincy PD • Buffalo PD • Waterloo Regional Police • Los Angeles School PD • Clearwater PD Atlanta Fire Dept. Kansas • Berkeley Township PD • Benton County SO • Atlanta PD • Cheektowaga PD • • Manteca PD • Clermont PD • Emporia PD Michigan • Bloomfield PD • Benton PD Colorado • • Clarkstown PD • • Modesto PD • Coconut Creek PD Brunswick PD • Hutchinson PD • Borough of Fort Lee PD • Fort Smith PD • • • Battlecreek PD • Mt. Vernon PD • Murrieta PD Adams County SO • Collier County SO Chatham County SO • Kansas Highway Patrol • Brick Township PD • Little Rock PD • • • Canton PD • Nassau County Equal • Newark PD Arvada PD • Coral Gables PD Clayton County PD • Lenexa PD • Camden County PD • North Little Rock PD • Boulder PD • Clayton County SO • Grand Rapids PD Employment Opp. Office • Saskatchewan Public • Newport Beach PD • Coral Springs Fire Dept. • Sedgwick County SO • Cherry Hill PD • Rogers PD • Broomfield PD • Dekalb County SO • Inkster PD • Nassau County Police Complaints Commission • Novato PD • Coral Springs PD • Shawnee PD • Clifton PD • Colorado Highway Patrol • Duluth PD • Kalamazoo PD • New York City PD • Police Service • Oakland Housing Authority • CSX Railroad Police • Wichita PD • Delaware River Port Auth. • Fulton County Sheriff’s Dept. • Lansing PD • New York State Police

1998 2001 2004 2007 2010 2013 2018 • IAPro is introduced. • First IAPro mouse • BlueTeam — IAPro’s companion • First Australian • IAPro is run by • Complete coverage in the • IAPro in-use by pad and pen are product for the frontline — is customer Western 400 customers across Hawaiian islands with the over 790 public introduced. introduced. Australia Police. four countries. adoption by Big Island, safety agencies in Honolulu, and Kauai. five countries.

2000 2002 2005 2009 2012 2014 • IAPro is adopted by NYPD. • IAPro goes international • First Annual IAPro • New Zealand Police • Significant enhancements • 10th Annual IAPro Users ______with adoption by Users Conference. up and running. to Use of Force reporting Conference in • New Jersey State Police selects IAPro Ontario Provincial in BlueTeam, including St. Pete Beach, Florida. to assist in responding to USDOJ Police and Toronto clickable body image. consent decree requirements. Police Service. • NY Metro Transit Auth. Police • Eugene PD • Memphis PD • Stafford PD • Newport News SO • NY-NJ Port Authority Police • Grants Pass DPS • Murfreesboro PD • Temple PD • Norfolk Fire Dept. • Rochester Office of • Hillsboro PD • Nashville Metro PD • Texarkana PD • Norfolk PD Public Integrity • Medford PD • Shelby County SO • TX Alcohol Beverage Comm. • Petersburg PD • Rochester PD • Portland Police Bureau • Tennessee DPS • Texas Dept. of Public Safety • Prince William County SO • Schenectady PD • Salem Fire Dept. • TX Parks and Wildlife Dept. • Portsmouth PD • Southampton PD • Sherwood PD Texas • University of Texas PD • Riverside Regional Jail • Suffolk County Police • Washington County SO • Baytown PD • University Park PD • Roanoke PD • Syracuse Civilian Oversite • Beaumont PD • Watauga PD • Virginia Beach PD • Syracuse PD Pennsylvania • Bellmead PD • Virginia State Police • Town of Greece PD • Abington Township PD • Bexar County SO US Government • Virginia Wildlife and • Utica PD • Allentown PD • Carrollton PD Federal Agencies Inland Fisheries • Warren County SO • Altoona PD • Cibolo PD • Bureau of Alcohol, • Yonkers PD • Amtrak PD • Cleburne PD Tobacco and Firearms Washington • Lancaster Bureau of Police • Conroe PD • Bureau of Indian Affairs • Auburn PD North Carolina • Penn. Attorney General • Coppell PD • US Capitol Police • Bellevue PD • Asheville PD • Penn. Dept. of Corrections • Corpus Christi PD • US Dept. of Agriculture • Bellingham PD • Chapel Hill PD • Pennsylvania State Police • Crowley PD • US Park Police • Clark County SO • Durham County SO • Philadelphia PD • Dallas City HR • Everett PD • Durham PD • Pittsburgh Bureau of Police • Dallas County SO US Virgin Islands • King County Detentions • Fayetteville PD • Somerville PD • Dallas Fire Dept. • US Virgin Islands PD • King County SO • Greensboro PD • Stroud Area Regional PD • Dallas PD • Kirkland PD • Guilford County SD • Upper Macungie • Denton PD Utah • Lake Stevens PD • Henderson County SO Township PD • DeSoto PD • Layton PD • Lakewood PD • Huntersville PD • El Paso PD • Murray PD • Lewiston PD • Mecklenburg County SO Rhode Island • El Paso Sheriff’s Dept. • Ogden PD • Lynnwood PD • NC Highway Patrol • Providence Ext. Review Auth. • Euless PD • Provo PD • Marysville PD • NC State Bureau of Inv. • Providence PD • Flower Mound PD • Salt Lake City PD • Olympia PD • New Bern PD • Fort Worth PD • Sandy City PD • Pierce County SO • Raleigh PD South Carolina • Frisco PD • South Jordan PD • Redmond PD • Salisbury PD • Bluffton PD • Georgetown PD • Utah Highway Patrol • Seattle PD • Thomasville PD • Charleston PD • Grapevine PD • West Jordan PD • Seattle Port Police • Wilmington PD • Columbia PD • Harris County SO • West Valley PD • Skagit County SO • Wilson PD • Horry County PD • Harlingen PD • Spokane Detention Center • Lancaster SO • Hewitt PD Vermont • Spokane PD Ohio • Lexington PD • Hurst PD • Vermont State Police • Spokane SO • Akron Fire Dept • Myrtle Beach PD • Irving PD • Tacoma PD • Akron PD • Rock Hill PD • LaGrange PD Virginia • Univ. of Washington PD • Cleveland Div. of Police • SC Dept. of Public Safety • Lancaster PD • Alexandria PD • Vancouver PD • Dayton PD • South Carolina DMV • Laporte PD • Alexandria SO • Wash. State Game and Fish • Licking County SO • Sumter PD • Laredo PD • Arlington County Fire Dept. • Whatcom County SO • Mansfield PD • Longview PD • Arlington County Police • Yakima PD • Piqua PD South Dakota • Lubbock PD • Arlington County SO West Virginia • Warren PD • Sioux Falls PD • Mesquite PD • Chesapeake PD • Montgomery County Police • Chesterfield County Police • Charleston PD Oklahoma Tennessee • Montgomery County SO • Chesterfield County SO • Huntington PD • Broken Arrow PD • Alcoa PD • Pharr PD • Culpeper PD • West Virginia State Police • Edmond PD • Bartlett PD • Plano PD • Emporia PD Wisconsin • Muskogee PD • Chattanooga PD • Port Arthur PD • Fairfax County Police • Norman PD • City of Franklin HR • Red Oak PD • Fairfax County Sheriff • Dane County SO • Oklahoma City PD • Clarksville PD • Rosenberg PD • Fredericksburg PD • Douglas County SO • Oklahoma County SD • Columbia PD • Rowlett PD • Hampton PD • Neenah PD • Tulsa County SO • Cookeville PD • San Angelo PD • Hanover County SO • Racine PD • Tulsa PD • Franklin PD • San Antonio PD • Harrisonburg PD • West Allis PD • Gallatin PD • San Marcos PD • Henrico County Police Oregon • Hamilton County SO • Schertz PD • Hopewell PD Wyoming • Albany PD • Knoxville PD • Selma PD • Loudon County SO • Casper PD • Corvallis PD • Lebanon PD • Sherman PD • Lynchburg PD • Laramie PD • Eugene Civilian Oversite • Memphis Fire Dept. • Southlake Dept. of PS • Newport News PD • Madison PD

OUTSIDE THE BOX SERVICES IAPro is ready to go, right out of the box. That means you can be up and running in just a few days. To meet any additional unique needs your agency may have, we will be pleased to quote on specialized services such as:

DATA MIGRATION INTEGRATION SPECIFICATIONS Don’t leave years of valuable data IAPro can be adapted to access your O/S: Windows through 10 and newer behind. We take on the task of department’s HR and other systems in converting data collected on older order to eliminate duplicated upkeep DATABASE: Any version of SQLServer or systems to IAPro format, so you can of employee information as well as for Oracle (SQLServer preferred) move forward with confidence. enhanced early intervention support.

CI Technologies, Inc. • Vancouver, BC Canada • Amherst, NH USA 1-800-620-8504 • www.iapro.com ©2018 CI Technologies Inc. All rights reserved. THE LEADING PROFESSIONAL STANDARDS SOFTWARE IAPro is a registered trademark of CI Technologies Inc. in the US, with application pending in Canada.

The next generation of working together

Supporting the frontline

www.blueteam.com 1-800-620-8504 www.blueteam.com • 1-800-620-8504 2 The leading frontline support solution Used by 550+ public safety agencies, BlueTeam is the premier platform in support of frontline documentation, supervisory oversight and organizational accountability.

BlueTeam’s simplicity is essential to its role as a solution for the frontline, designed for use at all hours, and in all conditions.

Launching the next generation Built using enterprise-level technologies, the next evolution of BlueTeam will offer an array of leading-edge features and capabilities, while retaining its ease-of-use.

www.blueteam.com • 1-800-620-8504 3 product attributes Go paperless

Document uses-of-force, pursuits, firearm discharges, complaints, and more

A simple, intuitive, step-by-step interface minimizes training

Incidents are routed through the chain-of command with review and approval at each step

Supports the handling of less serious complaints by the frontline

www.blueteam.com • 1-800-620-8504 4 Calgary Police Service – Completed complaints are routed from Professional Standards out to the involved members’ chain-of-command for supervisory awareness, review and sign-off.

www.blueteam.com • 1-800-620-8504 5 Las Vegas Metro Police – BlueTeam has been in extensive use at Las Vegas Metro Police since 2006. BlueTeam has also played a key role in supporting their use-of-force Collaborative Reform Model in cooperation with the US DOJ.

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Early intervention and supervisory support

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ARLINGTON POLICE DEPARTMENT Strategic Planning 2018

EXECUTIVE SUMMARY ……………………………………………………………… 3 1. INTRODUCTION AND PLANNING PROCESS ….…….……………. 4

1.1 Purpose and Organization of the Report ….……………………… 4 1.2 Planning Process ……………………………………………………..……….5 1.3 History and Structure of the Department ………………………….6 1.4 Arlington’s Matrix Police Department Study …………………… 8 1.5 Arlington’s Crime Trends …………………………………………………13

1.6 Community Profile ………………………………………………………… 13

2. OPERATIONAL ANALYSIS AND RECOMMENDATIONS …… 14

2.1 Overarching Direction …………………………………………………… 14 2.2 Crime Prevention and Response ………………………………………16

2.3 Police Services Division …………………………………………………. 25

2.4 Community Relationships ……………………………………………… 25

2.5 Performance Measurement …………………………………………. 27

3. ADAPTING TO A CHANGING ENVIRONMENT ………………… 29 3.1 Management of Data and Technology ……………………………. 29 3.2 Emerging Data Analysis Tools and Other Technologies …… 29 3.3 Adapting to Regulatory Changes …………………………………… 31 3.4 Evolving Social Challenges ………………………………………………. 32

3.5 Partnerships …………………………………………………………………… 33 4. STRENGTHENING THE ORGANIZATION …………………………… 35

4.1 Overall Situation Assessment …...……………………………………. 35

4.2 Communication, Connection, & Collaborative Leadership . 35

4.3 Performance Evaluation and Professional Development … 36 4.4 Retention, Succession Management, and Recruitment …. 37 5. CONCLUSION ………………………………………………………………………… 39

APPENDICES ……………………………………………………………………..…………………………….……….. 40 REFERENCES …………………………………………………………………………………………………………….. 43 SUMMARY OF RECOMMENDATIONS (ENUMERATED) ……………………………………………. 44

Arlington Police Department Strategic Planning 2

EXECUTIVE SUMMARY

Thank you to the citizens, council and staff that engaged in the planning sessions to develop the next five year strategic plan for Arlington Police Department. It is common knowledge that many current day social challenges are impacting communities of all size. Much of this burden has shifted to law enforcement and has impacted the ability and resources to provide effective service. The Arlington Police Department’s annual planning process allows them to manage daily operations while remaining focused on the challenges and opportunities ahead. They have accomplished much over the last several years, but are committed to stay on the path to reduce the impacts of crime that affects our quality of life in Arlington. APD continues to move toward the vision of the President’s 21st Century Policing Task Force model and continues to employ the highest standards of professionalism and accountability. This year the new department leadership has taken time to review the results of past practices during a time of internal cultural transformation in our organization. We realize that if we don’t make changes in how we police we won’t see changes in our community’s crime rate or quality of life. This plan provides a path forward to make progress towards a high performing Police Department with tools to address the challenges ahead. The strategies in this plan will provide the City Council a roadmap for continuous improvement and resource planning. Individual strategies will be prioritized for the most effective impact to our goals of providing a safe community for all our residents and businesses. I am confident that our Police Chief and his committee have provided a strategic planning document with the vision and strategies needed to meet the future head-on. Sincerely,

Barbara Tolbert Mayor

Arlington Police Department Strategic Planning 3

1. INTRODUCTION AND PLANNING PROCESS

1.1 Purpose and Organization of this Report This report is the result of several months of assessment and planning that involved a diverse strategic planning committee representing the Arlington Police Department, City of Arlington, Council Members, and community stakeholders.

This document and the accompanying appendices compile the findings and recommendations of the Chief of Police as discussed and vetted by the planning committee. Together with the issuance of this report, APD will engage City leadership in a dialogue around implementation of some or all the recommendations contained in these pages. The Police Department will develop a work plan to implement the final direction as established in subsequent conversations with the Mayor, City Administrator and City Council.

This document and accompanying appendices are organized as follows:

 Section 1 provides additional context by summarizing the planning process and presenting a brief history of the Department. An overview of crime trends and community profile are provided for added context.

 Section 2 reviews existing conditions based chiefly on data analysis, observations, and employee input. Topics include: . Department philosophy, vision, mission, and values. . Resource levels, deployment and performance.

 Section 3 looks forward, considering the following: . Changes occurring in Arlington and the surrounding region. . Regulatory changes affecting policing. . Opportunities to use current and emerging data tools and other technologies.

 Section 4 provides a situational assessment of the internal functions of the Department and offers strategies to strengthen the organization through: . Communication, connection, and collaborative leadership. . Performance evaluation and professional development protocols. . Retention, succession management and recruitment. . Community relationships. . Performance measurement.

 Section 5 concludes the report with a brief summary, comments and suggestions for next steps.

Arlington Police Department Strategic Planning 4

1.2 Planning Process This strategic planning process centered on meetings with the Strategic Planning Committee. This Committee APD Strategic Planning Committee included members from the Arlington Police Department, . Barbara Davis, Facilitator City of Arlington, Council Members, and community . Chris Raezer, City Council stakeholders. The Committee met four times between . Jesica Stickles, City Council November 2017 and March 2018. Department members . Sue Weiss, City Council and City employees provided guidance on draft materials . Paul Ellis, City Administrator prior to each meeting. A professional facilitator served to . Jonathan Ventura, Police Chief steward the overall planning process. . Dave Kraski, Fire Chief . Kristin Garcia, Finance Director Stakeholder Engagement . Daniel Cone, Deputy Police Chief The Strategic Planning Committee discussed what they . Mike Gilbert, Police Sergeant viewed to be the strengths and challenges for the Arlington . Mike Simpson, Grocery Outlet Police Department. From these conversations, the . Cory Duskin, Arlington Pharmacy following themes emerged: . Carla Gastineau, S.A.C. . Jen Bilow, Starbucks Coffee

Jenn Bilow,1. ArlingtonStarbucks Officers are Professional and Personable a. It was expressed that APD officers are professional and personable.

b. APD made significant progress with community engagement and outreach efforts such as attending neighborhood meetings, National Night Out, Conversations with Cops, and various ASD School Events.

2. There is an increasing perception that Arlington is not a safe community a. The police department has been slow to grow with the growing challenges and needs within the community. b. A lack of officers has resulted in slow response times. c. Slow response times result in the perception of poor customer service. d. The police department has become reactive vs. proactive. e. Property Crimes have risen significantly over the last couple years.

3. The Department needs to conduct a workload analysis to accomplish a. Adequate Staffing levels to ensure a 60/40 (proactive patrol vs. 911 response) b. Increased Officer Safety c. Decreased Call load per officer d. Improve response times (goal of > 3minutes for Emergency and Priority 1 calls) e. Improved police presence help communities feel more secure.

Arlington Police Department Strategic Planning 5

1.3 History and Structure of the Department Arlington was incorporated in 1903 with approximately 500 residents and its police force consisted of a single town marshal. The police department remained very small until the 1970’s when steady growth of population, businesses and later annexations created the size it is today. The Arlington Police Department is larger now, attempting to address the needs and demands of the community it serves, including: . A larger geographic area. . A larger, growing, and increasingly diverse population. . Significant increase in property crime rates. . Increasing community expectations. . Significant increases in social issues such as homelessness, mental health and substance addiction. . Increasing expectations for data-driven policing and the associated technology to support it. The Arlington Police Department’s evolution from a small rural department to a growing professional suburban law enforcement agency is a work in progress. Relationship to the City of Arlington The Arlington Police Department is a City of Arlington department. As such, the Police Chief is responsible to the City Administrator, who is hired by the Mayor with the authority of the City Council. The City Council has Public Safety Liaisons that meet to discuss Police, Fire and EMS issues and challenges. It is important that the police department have a productive relationship with the Mayor, City Council, City Administrator and other City Departments. It is important to keep this context in mind when building a plan that is aligned with the City’s priorities and cognizant of the Police Department’s part of this larger whole. Organizational Structure The current organizational structure of the Department, represented in Exhibit 1, is within industry standards, structured around a Patrol Division, Investigations Division, and Police Services Division.

Arlington Police Department Strategic Planning 6

Exhibit 1. Organizational Structure, January 2018

Arlington Police Department Strategic Planning 7

1.4 Arlington’s Matrix Police Department Study In 2014 the City of Arlington commissioned a comprehensive Police Department Study conducted by the Matrix Consulting Group of Mountain View, CA. In 2018 we completed a thorough review of the department’s 2017 statistics to assist in formulating a five-year strategic plan and have reevaluated the original Matrix Study as to assess our progress. Exhibit 2 summarizes the document’s Goals and Objectives and provides a brief status update. Exhibit 2. 2014 Matrix Police Department Study

Goals Objectives Notes Department Definition of Service to the Community Define APD’s partnership . Establish a procedure Completed. with the community to regularly engage National Night Out, All-In community as a Campaign, Conversations partner with Cops, Neighborhood Liaisons. The Department has no Long . Develop a formal Completed. Term Goals or Strategic strategic plan that Department conducted Planning Process includes Vision, goals strategic planning in 2015, and objectives with 2016 and 2017. accountability for results Department Management Supervisor and Management . Analyze current roles Completed. roles have become blurred and determine if they Complete restructure of are correctly aligned department was completed . Revise job in 2015 and 2016 (3 descriptions as Commanders to 1 Deputy appropriate Chief; new Chief of Police.) A lack of communication . Develop effective Completed. between Chief and Command time management All managers and supervisors Staff causes conflicts skills for managers provided with additional and supervisors leadership training and . Chief should establish professional development effective internal plans. Chief, Managers, and Supervisors provide weekly communication department-wide process for each level communication letters. of department Supervisors meet every month . Supervisor need to be to address ongoing challenges seen as “change and planning. Supervisors agents” conduct regular “roll call” briefings for information sharing with their teams.

Arlington Police Department Strategic Planning 8

Exhibit 2 Continued... 2014 Matrix Police Department Study

Department Management There is no formal . Develop system of Ongoing. established internal or data collection Transitioned to new records external performance regarding meeting management and CAD objectives or reports goals and objectives system in 2016. . Explore organization Currently utilize police options for volunteers for statistical performance data processing but have a management need for dedicated crime analyst. Invested in data analyzing and predictive software to be utilized by a dedicated crime analyst. Now conduct ongoing employee coaching and annual evaluations. Chief needs to develop more . Support Chief in Completed. effective public presentation training and use of Recent efforts have been so techniques more effective public successful that the Chief and presentations Deputy Chief were invited to the White House to discuss their experience and success. Hire a contract Public Safety . A Public Safety Completed. Director for a maximum of 2 Director will oversee A Public Safety Director was years the process of hired to oversee the improved complete reorganization of management and department to include supervisory systems selecting and appointing a recommended in this new Chief of Police. report

Arlington Police Department Strategic Planning 9

Exhibit 2 Continued... 2014 Matrix Police Department Study

Department Management Hire an additional police . An agency the size of Completed. officer APD should set a Current level of patrol target goal of 50% officers is 13 (FTE’s). Proactive Patrol time. Currently Failing. . The current (2013) The Matrix Study identified level of police target goal of 50% Proactive proactive time is 47% Patrol Time. Proactive Patrol and will require an time Is currently 39% (2017). additional officer to An updated workload study maintain this service concluded that 3 additional level. Current (2013) officers (FTE’s) would be patrol officer level is required to reach/maintain 10 (FTE’s). a 40% proactive patrol time over the next 5 years. Create Administrative Staff . An executive assistant Not Achieved. Position provides The Police Department had a administrative and half-time Administrative clerical support to Assistant during the police command staff department reorganization . Fields administrative under the Public Safety requests from the Director which greatly public improved documentation, . Provides logistical communications, statistical support for public collection, processing, meetings analysis and efficiencies. The . Conducts position is not currently comparative research funded. These duties are . Maintains spread amongst the administrative and command staff as best as personnel records possible with similar results within the and deficiencies as department documented in the original . These functions are Matrix Study. currently not covered on a consistent basis.

Arlington Police Department Strategic Planning 10

Exhibit 2 Continued... 2014 Matrix Police Department Study

Personnel Management Training for the Managers . Develop a training Completed. and Chief is inadequate schedule for all All managers and supervisors and supervisors have obtained managers that includes appropriate career level leadership, certifications and continue organizational change, to attend training towards discipline, and ethics. professional development.

Career Development and . Develop a system for Completed. succession planning does career development and The Police Department has not exist succession planning implemented a training plan . Improve the for every level and position. performance evaluation The department now system for supervisors conducts annual evaluations and managers with every employee and has implemented 360 degree evaluations for all supervisors and managers. Fund one additional . This position could be Completed. Support Service Officer assigned responsibility Hired an additional Police (Police Services Technician, for property and PST, however, current also referred to as a PST) evidence function property and evidence similar to the Police workload does not justify a Support Officer (PSO) full-time position; whereas the Police Services Division experienced a significant increase in workload which justified a staffing increase as case entry had fallen behind by nearly 5 months. We went from 2 PST’s to 3 PST’s. No change in PSO’s (1) FTE.

Arlington Police Department Strategic Planning 11

Exhibit 2 Continued... 2014 Matrix Police Department Study

Department Vehicle Fleet Department Fleet Needs . (2013) The APD Fleet Currently Failing. Funding is 21 Vehicles, 15 of (2018) The Department which have more than currently has 20 vehicles not 100,000 miles. including ATV’s and Bicycles. . “This is one of the 5 current vehicles are over oldest fleets that the 100,000 miles, 2 are project team has approaching 100,000 miles, encountered and the remaining fleet will throughout the reach more than 100,000 United States” miles long before the current . According to the replacement schedule. Matrix group, a Current funding only allows reasonable for approximately 1.5 replacement policy is vehicles to be replaced per 100,000 miles for year. It will take the frontline emergency replacement/addition of response vehicles. approximately 4 vehicles per (Verified through *Government- year to maintain the current fleet.com) fleet over the next 5 years. Leadership, Teamwork, and Organizational Culture The Department suffers . Implement yearly offsite Ongoing. from a culture of conflict planning sessions Budgetary conditions are and distrust . Implement yearly offsite prohibitive of offsite supervisor/management sessions. New Chief and sessions Deputy Chief appointed as . Maintain effective “Change Agents.” Chief, formal and informal Managers and Supervisors communications with provide weekly department- collective bargaining wide communication letter. group Replaced 3 Sergeants. Supervisors meet every month to address ongoing challenges and planning. Supervisors conduct regular “roll call” briefings for information sharing. Frequent informal meetings with APOA bargaining group. Now conducting Annual Awards Recognition.

Arlington Police Department Strategic Planning 12

1.5 Arlington’s Crime Trends Arlington has a noticeably higher Property Crime rate (45.57 per 1,000 members of the population) as compared to Washington State overall (34.9). The national median Property Crime Index is (25). Violent Crime in Arlington is relatively low (2.67 per 1,000) as compared to the State average of (3.02) and nationally (4.0). More details of Arlington’s Crime trends available in Appendix 1. 1.6 Community Profile Population and Demographics Arlington has a population of 18,690 people with a median age of 34.8 and a median household income of $64,086. Between 2014 and 2015 the population of Arlington, WA grew from 18,370 to 18,578, a 1.13% increase and its median household income grew from $61,131 to $64,086, a 4.83% increase.

The population of Arlington is 84.4% White, 8.84% Hispanic, 2.8% Asian, 1.5% Native American, 1.2% African-American and 2.41% listed as other. 9.2% of Arlington residents speak a language other than English, and 96.9% are U.S. citizens.

The median property value in Arlington is $229,200 and the homeownership rate is 64.1%. Most people in Arlington commute to work with an average commute time of 28.3 minutes. The average Arlington resident household owns 2 vehicles.

Arlington has updated its Comprehensive Plan to comply with the Growth Management Act; this plan accommodates expected housing and employment growth through the year 2035. Arlington is planning for an additional 7,533 new residents between 2018 and 2035, for a population total of approximately 26,111 by the year 2035. Such growth will require an increase in residential and commercial development to meet demand. This anticipated growth will likely create a significant increase in demand for police services. Appendix 2.

Arlington Police Department Strategic Planning 13

2. OPERATIONAL ANALYSIS AND RECOMMENDATIONS

2.1 Overarching Direction: Departmental Philosophy, Vision, Mission and Values Nationwide, effective policing strategies are increasingly guided by four variables: 1. Successful crime control depends on a close relationship between the police and community. 2. Fear in the community is a problem itself, regardless of the traditional measures of crime and arrest rates. Police are being asked to reduce this fear and the means used to reduce fear may not be the same traditionally used to address crime. 3. Community members increasingly want to use the police for services other than crime control, often to address disorder, unsettling behavior in their neighborhoods, or to access other service providers. 4. What police see as disparate incidents are often indicators of a continuing, fundamental problem that demands more than the first police response to resolve. The Community Policing Style continues to be a popular approach because of its focus on (1) community partnerships, (2) organizational transformation, and (3) problem solving. It also reflects a way of policing that does not rely on patrolling in vehicles to reduce crime, detective work to solve crimes, or quick response times to calls-for-service to reduce crimes. It does promote closer community relationships, the systematic assessment of problems, and an organizational approach to solving problems, focusing on addressing crime, the fear of crime, and disorder. Further, it encourages the development of critical thinking: strategic planning; communication skills; organization skills; and initiative, all desired skills in employees and good for encouraging teamwork and building morale among employees. Recommendation 1(A) Establish a clear and meaningful description of APD’s guiding philosophy. The following key ideas were discussed over the course of the planning process and found to be an accurate description of how APD approaches its work: . The Arlington Police Department exists to serve Arlington’s residents, businesses, and visitors. Our top priority is to build a trusting, collaborative relationship with our community and to respond to what is important to community members. Our approach to our work is informed by and focused by what is important to the community, as we ask ourselves: is this what the community wants? . The Arlington Police Department embraces the President’s Task Force on 21st Century Policing Initiative. We seek to serve ethically, effectively, and efficiently. We believe in procedural justice and must have strong policies and procedures in place to guide our work.

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. The Arlington Police Department is a progressive department. We are open to innovative policing models and appropriate use of technology to strengthen the effectiveness of our work. We are a learning organization, seeking to continually improve and adapt to dynamic operating environments. We seek creative ways to provide efficient and effective service, collaborating with others in the region when appropriate. . The Arlington Police Department practices collaborative leadership. Our people are empowered to make decisions consistent with our Vision, Mission, Values and department directives. Clear direction, a collaborative approach to leadership, strong communication, and opportunities to excel support individual and collective success. As with the Department’s Vision, Mission, and Values, this philosophy should be true to our community’s desire for its police department, and it should be formed by members of APD itself. Ultimately, however, it is the responsibility of the Chief of Police to provide leadership to guide the organization toward its vision.

Recommendation 1(B) Establish strong Vision, Mission, and Values statements that distinctly represent the Arlington Police Department. The Department’s Vision Statement seeks to be an aspirational and inspiring statement describing the organization that APD strives to be: The vision of the Arlington Police Department is to be a leader in law enforcement through strong community partnerships, professionally developed employees, enhanced technology, and strategic and succession planning. The Department’s Mission Statement seeks to describe the organization’s purpose, focusing on what the Department does and its role in the community; be an aspirational and inspiring statement describing the organization that APD strives to be: The Arlington Police Department, in partnership with the community, provides exceptional law enforcement services to improve the quality of life in Arlington. Organization Values describe the spirit by which the Department approaches its work. Committee discussion emphasized the importance of these in distinguishing what defines the Department, perhaps distinguishing it from other police departments. To avoid dilution, the Department limited itself to a small number of values that focused on what matters most: Teamwork, Respect, Integrity, Professionalism, and Innovation

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Recommendation 2 Animate these governing statements by promoting them and using them. Unless the Department puts the listed governing statements to work, they are nothing more than words. The statements and what is intended by them must be actively promoted with current and new team members. They must be actively used and referred to whenever the appropriate opportunity arises in making budget requests, in work planning, and in making personnel decisions, including hiring, evaluations, promotions, and terminations. Organizational values in particular are well-suited to inform personnel decisions; it is most important that they be used to attract and screen new employees who are well suited to serve the Arlington community. 2.2 Crime Prevention and Response This section considers the many interlinked components related to APD’s capacity for preventing and responding to crime. The Arlington Police Department enjoys a positive public image and shares the City Council’s desire for a community-based approach to crime prevention. Public stakeholders report appreciation for the Police Department and desire for more police involvement in community development and social support functions, both of which require more consistent and dedicated resources. At the same time, personnel across the Department report feeling overextended and would like to be less reactive in their work. Quantitative analysis of Patrol described on the following pages confirms this self-reported perception that officers go from call to call, with little opportunity for proactive community engagement and preventative policing. Increasing such activities through a model shift that focuses on crime prevention and community policing will have ripple effects throughout the rest of the Department with implications on technology, support functions, crime analysis, command structure, and investigations. To support community partnerships and problem solving, an organizational transformation is needed to align all parts of the organization. This organizational change will require leadership to demonstrate the value of this shift through their actions as well as by investing in resources that align with this model. Staffing Levels Rather than basing staffing levels on a simple ratio of officers per 1,000 residents, police staffing is increasingly determined based on performance relative to community expectations. To evaluate the adequacy of the current staffing levels, the Department engaged City leadership and community in a discussion, as listed in Section 1.2, about service expectations. Based on this discussion, current staffing levels do not meet these expectations.

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The following sections describe how staffing levels for Patrol and Investigations can be determined by response and clearance rates, while staffing levels related to community engagement are determined by community-specific expectations. Staffing Levels Related to Response and Clearance Rates for Patrol and Investigations There are many factors and various approaches to consider in determining appropriate staffing levels. Some departments use the “per capita” approach that look at the number of officers and the population of a jurisdiction and compares the officer number with similar sized cities. This approach is simple, but does not take into account community conditions, community expectations, or quality of service provided. Another method is to set a minimum staffing level for the jurisdiction at different times of day. There are differing standards for setting minimum levels. Departments can consider call load, crime rate, and other variables such as whether there are other police resources performing duties who can be deployed (e.g. administrative officers, or other specially assigned officers) to accommodate fluctuating workload. The most comprehensive approach is to engage stakeholders in detailed conversations about performance expectations based upon workload in a “performance-based” staffing study. This workload approach analyzes staffing needs based upon workload demand while accounting for the specific community characteristics and service expectations. There is no universally accepted standard for this assessment; the work relies instead on the specific characteristics of each jurisdiction such as type of crime, geography, travel times, and desired time for community policing activities. The U.S. Department of Justice Office of Community Oriented Policing Services (COPS) issued a comprehensive report: A Performance-Based Approach to Police Staffing and Allocation by Jeremy M. Wilson and Alexander Weiss, 2012. This report described a step-by-step approach for conducting a workload based assessment that includes: 1. Examining the distribution of calls for service by hour of the day, day of the week and month. 2. Examining the nature of the calls for service. 3. Estimating time consumed on calls for service. 4. Calculating an agency shift-relief factor. 5. Establishing performance objectives. 6. Providing staffing estimates.

In 2014, the Matrix Consulting Group was commissioned by City of Arlington to complete a comprehensive Police Department Staffing Study. This staffing study used a modified version of the methods described in A Performance-Based Approach to Police Staffing and Allocation. This strategic planning report is the culmination of using statistic data from 2017 to complete an updated performance-based staffing study. Appendix 3.

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The last step prior to providing the staffing estimates is to establish and apply a “performance objective.” A performance objective determines what portion of an officer’s time should be dedicated to calls for service, and therefore, how much time is available for other activities such as cultivating positive relationships with the community and engaging in proactive, data-driven policing. To determine the appropriate performance objective for our analysis, we took direction from multiple sources, all of which described a more proactive model with capacity to engage in preventative policing and community engagement. These sources included the Mayor and City Council’s public safety goals which emphasized community based approaches to preventing problems, stakeholder input for stronger community-police relationships (see page 5), and Department leadership and line staff. Based on these inputs and the many well-recognized benefits associated with this model as described in Recommendation 3, we targeted a performance objective established by the International Association of Police Chiefs (IACP) which dedicates one-third of an officer’s time to citizen-generated calls for service. This is a less reactive model than the current one, in which patrol spends approximately 61% of their time responding to calls for service. The following recommendations emphasize a shift towards a more proactive police department focused on increased crime prevention and community policing. As you will see in Recommendation 4, additional patrol officers are required, not only to make this shift, but also to maintain the current level of service. Our workload-based assessment and performance- based staffing study estimated a specific number of positions, but the reality is that the police department will add these positions over time, seeking the greatest possible gain from the existing and added resources. The implementation of other recommendations contained in this report may cause the precise number of additional positions to shift up or down. Recommendation 3 Align the Patrol policing model to increase focus on crime prevention and community policing. This foundational recommendation entails aligning the Department’s policing style to match community expectations and reflects the overarching Department Philosophy and the Mayor and City Council’s public safety goals. This shift would focus the Department towards community-based policing and proactive crime prevention. Community policing uses trust-building and collaboration between a city and its police department to effectively address the underlying issues causing crime. The shift to community policing will include continuing to build community partnerships that can lead to creative problem solving and also serve to bolster community trust in police, which is critical in this time of tense community-police relations elsewhere in the state and nation. Problem solving entails

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proactively examining identified challenges, using the best data, and developing effective strategies to address them. (COPS, U.S. Department of Justice, 2014). Recommendation 4 Increase Patrol staffing to create time for preventative, data-driven policing and directed patrol. A workload-based analysis and performance-based assessment of the Patrol Division found that additional capacity, equal to 3 additional full-time officers, over the current authorized levels (14 patrol officers), would be required to create time for community policing, including community relationship building and proactive crime prevention through directed patrol. Our analysis of the Patrol Division’s typical day found that much of it (~61%) is currently spent being reactive as shown in Exhibit 3. This data analysis was reflected in engagement with patrol officers who described their day as largely running from call to call and handling the paperwork that accompanies those calls. The status quo model, with 45% of time spent responding to calls for service, and it is the Matrix Groups’ recommendation of 50%, are both lower than our current staffing allows, substantially more than the 33% recommended by the IACP, one standard that can be used to define a patrol unit’s performance objective. Exhibit 3. APD Typical Day on Patrol, 2017

Obligated Time Citizen-generated Calls- For-Service (CFS) / 911 Calls Roll Call Briefing Unobligated Contractual Breaks, Meals Administrative Tasks

Unobligated Time Officer-initiated CFS

Traffic Enforcement Proactive Patrol Obligated Time Running License Plates Flagged Down By Citizen Bar / Business Checks

Source: (APD, 2017-2018)

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To be effective in community policing, police must have time for positive interactions, unrelated to criminal activity, with residents on the street. In addition to having time to build positive relationships, the Department must also utilize data to be proactive in policing by determining where crimes are occurring and having the time and resources to dedicate officers to those areas. This type of directed patrol based on sound data analysis and coupled with strong community relationships is known to reduce crimes, such as motor vehicle prowls and stolen vehicles. (Recommendation 5) Additional patrol officer capacity is required if the Department wants to become less reactive and create time for community-focused preventative policing. Increasing patrol staffing is only one way to increase capacity. Patrol operations may also benefit from process improvements and increased use of non-commissioned personnel where appropriate. (Recommendation 6) Recommendation 5 Create Professional Standards Unit. Mutual trust and respect are at the heart of effective policing and we strongly believe that the Arlington Police Department is comprised of principled men and women who provide professional services to our community with honor and distinction. The responsibilities they shoulder are great, and Department and community expectations are high. Unfortunately, on the rare occasion when an officer is accused of misconduct, he or she may be subject to investigation. Implementing an honest and fair fact-finding process that uncovers the truth is an important role of the Department, and it is essential to maintain a process that protects the rights of all involved, including the accused officer. The Department currently does not have a dedicated Professional Standards Division, as is fast becoming the norm across organizations of all sizes. Where Professional Standards Divisions are usually stand-alone units in larger organizations, small to mid-sized agencies frequently combine use-of-force and pursuit review, accreditation management, policy development, and department training oversight under the umbrella of professional standards. The creation of a “command level” position equal to 1 additional full-time commissioned command level employee, such as a Lieutenant or Captain, is necessary for the establishment of a Professional Standards Unit as non-supervisory employees are ordinarily not trained to investigate employment related complaints, not generally authorized to do so, and may have conflicts of interest in accepting complaints against their peers. The most pressing conflict of interest to avoid is that of one employee investigating a complaint against a co-worker with whom the employee may have or benefit from a personal relationship. The Professional Standards Unit would be utilized to develop curricula and provide instruction to police officers after graduating from the Basic Law Enforcement Academy (BLEA) and prior to beginning their field training, oversee the Field Training Program, and all in-service training requirements, including maintaining the training records system.

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Recommendation 6 Consider the use of an additional limited-commission Police Support Officer (PSO). The Arlington Police Department currently employees one (1) limited-commission Police Support Officer as a way to add capacity for specific roles. Limited-commission PSO’s may direct traffic, complete paperwork at a crime scene, conduct jail transfers in pairs, package evidence, and perform other functions that do not require a commissioned officer. Exhibit 4. Exhibit 4: Limited-Commission Opportunity Call Types

Sno. Co. 911 Call Types Call Description Lost Property Lost property such as a wallet, purse, etc. Civil Neighbor complaints and other non-criminal calls or disputes Illegal Dumping Something left in a spot other than where it should have been Abandoned Vehicle Citizen report of cars parked in odd or unauthorized places Animal Any animal related call that is not immediate threat to people Found Property Found property such as a wallet, purse, etc. Cold No Suspect Thefts Specific crimes with no suspect information such as stolen phone

Recommendation 7 Reestablish Free Standing Proactive Anti-Crime Team (PROACT). Increasing Patrol capacity equal to three additional full-time officers over the current authorized level (14 patrol officers) may help the Department to reestablish a two-person PROACT. This option focuses on crime prevention and decreases the amount of time that Patrol could spend building community relationships and data driven directed patrols. If a standalone PROACT is desired, in addition to extra capacity of patrol to focus on community policing, the number of full-time officers required for the unit would be in addition to the three full-time officers needed to make time for community policing. Recommendation 8 Implement technologies to alleviate burdens on Patrol and increase capacity for crime prevention and community policing. Online reporting is easy for victims, eliminates duplicate data entry, and can free up an officer to respond to other calls. Personnel across the organization indicated numerous calls for service where an online reporting system could be used for citizen reports of crime and scheduled patrol responses. The calls with the most opportunity are identified in Exhibit 5. While online reporting produces some efficiency, it also lessons contact between officers and the public. Each incremental change from in-person to electronic contact needs to be evaluated as to how it changes the relationship between the police department and the community.

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Exhibit 5: Online Reporting Opportunity Call Types

Sno. Co. 911 Call Types Call Description Lost Property Lost property such as a wallet, purse, etc. Civil Neighbor complaints and other non-criminal calls or disputes Illegal Dumping Something left in a spot other than where it should have been Abandoned Vehicle Citizen report of cars parked in odd or unauthorized places Animal Any animal related call that is not immediate threat to people Found Property Found property such as a wallet, purse, etc. Cold No Suspect Thefts Specific crimes with no suspect information such as stolen phone Malicious Mischief Graffiti, broken windows, etc. when no burglary or prowl involved

Recommendation 9 Increase data-informed policing with the support of a Crime Analyst. The defunding of the Department’s Crime Analyst position in 2017 did not eliminate the need for data driven analytics and analysis. The community expects that the police department makes data driven operational and strategic planning decisions. The resulting unfunded mandate has challenged the Department’s ability to maintain access to and the processing of, information, data, and potential criminal intelligence.

Crime analysis is a critical function of law enforcement. Effective crime analysis can reduce crime using strategies that direct limited patrol resources efficiently. In addition to providing reports such as weekly crime summaries and year over year comparisons, crime analysis can also be used operationally to identify hot-spots and commonalities in crimes to reveal serial cases. At the command-level crime analytics can be used strategically for long-term planning and to optimize the workforce. (VERA Institute of Justice, 2014). Recommendation 10 Contract Domestic Violence (DV) Coordinator. The criminal justice process can be confusing and difficult to navigate, especially for crime victims of domestic violence (DV). The City of Arlington is currently one of the only municipalities its size in Snohomish County that does not assign its citizen victims to a domestic violence coordinator/advocate who help guide them through the process and provide updates. For the last several years, the Law Offices of Zachor & Thomas, Inc., P.S., which provides prosecuting services to the City of Arlington and several other cities, has recommended, advocated and even directly requested the City obtain victim services. Zachor & Thomas have advised that having prosecution directly providing victim services can create conflict, inadvertently place the prosecution into the role of witness in a criminal case, and increases liability to the City and Prosecutor.

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DV Coordinators are the liaison between the victim, law enforcement and the prosecutor’s office with a focus on strengthening and encouraging communication and partnership. Their goal is to address victim concerns and bridge the information gap, regardless of the filing of criminal charges. According to the International Association of Chiefs of Police (IACP) in the developed strategy, “Enhancing Law Enforcement Response to Victims: a 21st Century Strategy,” law enforcement agencies which have implemented victim-centered responses to domestic violence have found that by enhancing the victim response, “even in the early stages of implementation, law enforcement agencies will recognize the benefits of this effort.” On average, it takes four (4) hours of victim services (non-attorney related) work per filed misdemeanor DV case. As the City continues to grow, so does our criminal justice needs including increased demands on our prosecution. This increased demand directly translates into increased costs and liability. APD investigated about 360 domestic violence incidents in 2017. If only one- quarter of these cases had been referred for criminal prosecution, it equate to a minimum of ninety (90) additional hours the prosecuting attorney will spend conducting victim services in lieu of prosecution. In 2017, the City of Arlington received revenue funds distributed under RCW 82.14.320 – “High Crime” from the State for having a crime rate of 125% in excess of the state-wide average. By law, these funds have to be used, “exclusively for criminal justice purposes.” The legislature defined “criminal justice purpose” to be: Activities that substantially assist the criminal justice system, which may include circumstances where ancillary benefit to the civil justice system occurs, and which includes domestic violence services such as those provided by domestic violence programs, community advocates, and legal advocates as defined in RCW 70.123.020, and publications and public educational efforts dealing with runaway or at-risk youth. The City should contract approximately twenty (20) hours per week of Domestic Violence Victim Services to provide our citizen victims with a Domestic Violence Coordinator.

Recommendation 11 Create an Executive Assistant position to support the Department and Command Staff. This was a recommendation of the Matrix Study as noted in Exhibit 2. It is true that technologies like e-mail, voicemail, mobile devices and online calendars have allowed managers to operate with greater self-sufficiency. Access to an assistant can increase productivity and capacity in areas related to budgeting, technology, administrative support, clerical support, and logistical support for public meetings, all of which are not currently covered on a consistent basis within the Department. Some successes in this area were temporarily experienced and achieved during the recent Department reorganization under a Public Safety Director who had the benefit of an Executive Assistant.

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Recommendation 12 Continue to monitor workload of Investigations Division and Special Programs with shift toward new policing model. The current staffing level of the Investigations Division is reasonable. However, making the best use of the detective’s skills requires thought about support. Is there adequate crime analyst and clerical support? Are the detectives getting adequate training and mentoring? With additional demands on Patrol related to preventative policing, the current level of felony case investigations could increase creating a demand for additional investigative support or additional detectives. Investigative workloads are directly tied to which cases are filed and prosecuted. We will need to communicate regularly with the City Prosecutors and City policy makers to maintain a shared understanding of the prosecution priorities and filing standards for the City. These filing standards and enforcement priorities affect the Department’s deployment and resource utilization. APD should regularly provide city leadership with current data to help inform these decisions. The City may adjust its prioritization of low-level property crimes, or choose to implement deferral programs. Any policy direction of enforcement priorities will have an impact on deployment and support resource levels. For example, some cities choose not to prosecute or have a very high threshold for certain types of crimes such as misdemeanors. Cities with a high threshold have determined that they will not file a case unless the suspect has a specified number of previous arrests or convictions. This filing standard reduces the workload of investigations by removing the need to file the case for use in a criminal proceeding. Alternatively, having a lower threshold for certain types of crime would require additional police resources for those cases in order to investigate the crimes and prepare the file to the level required to prosecute the crime. Recommendation 13 Reevaluate staffing needs regularly to adapt to City development and population growth. Changes in policing and new mixed residential/commercial development that includes greater residential density will change the demand for police services and should be monitored. To better understand the potential impact of current development in Arlington, the Department should utilize a Crime Analyst (Recommendation 9) to anticipate crime and appropriate service response by assessing the experiences of neighboring communities that can share changes in crime stats related to developments of comparable size, density, volume of public transit, and other factors.

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2.3 Police Services Division The Police Services Division processes and maintains the bulk of our police records, a core operation of the Department. This division recently underwent a structural change as part of the Department’s overall reorganization to include the reclassification of a Supervisor position to a Manager position. Also, an additional Police Services Technician was hired full-time to assist with a substantial backlog of work and data entry. The workload of the Police Services Division is impacted by the large volume of work in archiving and public disclosure requests. Public records requests for law enforcement records are often more complicated because of conflicting statutes and rapidly evolving case law. The number of Arlington’s requests increased approximately 40% in the last five years. The Police Services Manager (PSM) will need to continually monitor and assess the need to address staff workload issues while being mindful of opportunities to increase operational efficiencies. The PSM is responsible for creating a training plan that supports on boarding new employees as well as annual training, an important component of professional development and succession planning. There may be a need to increase staffing as the Police Services Division workload increases. 2.4 Community Relationships As previously described in Section 1.2, the Arlington community generally appreciates its relationship with its police department but would like more engagement and more non- enforcement interactions. The proposed model shift introduced in Recommendation 3 increases capacity for crime prevention and community policing, creating additional ability to engage community members in non-enforcement interactions. This investment seeks to preserve the goodwill that currently exists between the community and Department, and will also pay dividends in building effective crime prevention and crime response as described below. Recommendation 14 Increase the frequency and depth of non-enforcement interactions with community members, building a stronger partnership with the community. This includes building organization capacity to develop these community relationships and training officers on community policing techniques. Dedicated effort will be necessary to maintain/improve positive relations with specific populations. Studies demonstrate close police-community relationships are often the reason crimes are solved. The Department will want to have an established trusting relationship with individuals and groups that might be able to help in solving and preventing crimes. These relationships can be slow to develop, must be nurtured over time, and are fragile. Reaching these individuals and groups can be done in several ways: visits by department employees,

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invitations to attend informational meetings facilitated by department employees, and use of electronic media. Recommendation 15 Increase the Department’s overall cultural competency. Trust and relationships between police and diverse communities and individuals may take time. Relationship building cannot be rushed. The Department should acknowledge that this will be a process; there is no inoculations that can make everything better. The Chief may want to be the face of the Department in reaching out to diverse communities and individuals. Strategies may include: . The Department may use its training cadre to develop a resource list of readings, websites, presentations, and other available learning resources to be used by the Department employees to gain knowledge about current events, history, and challenges. . The Department training cadre may arrange a speaker’s forum where members of the community are invited to interact with the department employees on topical issues of race and ethnicity or similarly sensitive matters. . Create a welcoming environment by hosting social events at the police department where diverse community members can interact with department employees in a loosely structured way. Recommendation 16 Increase electronic access to departmental information. The City has recently launched a more dynamic website. The Department needs to provide content that adds value to the public’s interaction with law enforcement and update it regularly. Most law enforcement job applicants find information about police departments via the internet, and specifically on the department’s website. Adding visual appeal and more information about APD could assist with both recruitment and community outreach. Recommendation 17 Improve use of social media. The Arlington Police Department should expand its use of popular social media platforms to continue its positive image and good relationship with the community. Continued proactive use of the Department’s Facebook account and the addition of other platforms such as Twitter, Snapchat, and Instagram could provide an opportunity for the Department to promote the good work it does in the community. The Department should strive to create opportunities for social media interactions (two-way communication) with the community.

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2.5 Performance Measurement Performance measurement is critical to an organization. Performance measures inform a department’s policing priorities and form the standards that a department delivers against. They are also complex, easy to get wrong, and can demand disproportionate resources to implement. Many common measures are flawed or insufficient, and many departments remain focused on outdated indicators. Like other police departments, Arlington emphasizes indicators such as enforcement productivity, (e.g. arrests, tickets), response times, and clearance rates. Though productivity and response times show effort, they don’t reveal if the department or individual police officers are engaging in smart policing or if they are positively impacting the community. The Department should be moving towards a “balanced scorecard” approach for law enforcement, initially proposed by Kaplan and Norton in 1996. By broadening the focus of the police mission, Mark Moore suggested in his book titled, Recognizing Value in Policing, the focus should be framed around the follow dimensions: . Reducing criminal victimization . Calling offenders to account . Reducing fear and enhancing personal security, guaranteeing safety in public spaces . Using financial resources fairly, efficiently, and effectively . Using force and authority fairly, efficiently, and effectively to achieve legitimacy with those policed Recommendation 18 Obtain Accreditation. Accreditation is an assessment of our organization’s ability to fulfill its mission and evaluate compliance with industry standards, best practices, and the requirements of an accrediting body. The accreditation process seeks to ensure that a level of quality is maintained by our organization while also raising our collective competencies. Accreditation is a statement of our continuing commitment to our employees and to our community that this agency provides effective programs and services. Successfully achieving accreditation is also evidence that our organization is self-regulating in a reliable and responsible manner and reaffirms that effectiveness of our public-private partnership. The accreditation process and standard can be managed in accordance with Recommendation 5 and Recommendation 21.

Recommendation 19 Measure organizational success based on indicators the community cares about. Use of a community satisfaction survey could create indicators based on community desires, such as citizen willingness to report crime, citizen fearfulness, and citizens’ perceived crime and disorder issues. Indicators should be chosen carefully, thinking about the ripple effects through the Department and any perverse incentives it could create. For example, if officers are given targets for traffic tickets, they may devote free time and resources to meeting this target

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instead of addressing other emerging crimes or being visible in the community. The community survey could create an important feedback loop, informing priorities of Arlington citizens and measuring departmental performance. Questions for residents that can help lead to meaningful indicators may include: 1. What do you think the current priorities are of the Arlington Police Department? 2. What do you think the current priorities of the Arlington Police Department should be? 3. Have you had an encounter with the Police? If yes, was the Department empathetic? If yes; was your issue resolved satisfactorily? 4. Do you feel informed about crime trends and safety issues in your community? 5. Have you accessed the Arlington Police Department website? If so, did it answer your questions or provide the information requested?

Recommendation 20 Create quality metrics to accompany department-wide quantity metrics. Quantity metrics are the most familiar and easiest to identify and measure, but quantity measures for the Department should be accompanied by quality metrics. Those quality metrics should be rooted in the organization’s mission, vision, and values (see Section 2.1) and based on the type of work, measure dimensions such as: significance, professionalism, accuracy, timeliness, cost-efficiency, or client satisfaction. Performance measurements shouldn’t be a single point in time measurement. It should be rooted in the larger organizational culture. Moving toward this model will require investment and support of those in every position, from leadership to officers and non-commissioned staff. Making results of performance measures broadly available, both internally and externally, can encourage continuous support of the program.

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3. ADAPTING TO A CHANGING ENVIRONMENT

3.1 Management of Data and Technology Technology plays an increasingly important role in the daily work of law enforcement officers in the field, equipping them with enforcement and investigative tools that have the potential to make them safer, better informed, and more effective and efficient. The City of Arlington has a centralized Information Technologies (IT) Department that provides services to the Police Department. The IT Manager has a well-developed understanding of the unique challenges related to criminal justice information management. The Police Department is in a good position to move forward with new technology, and the officers have indicated a desire to embrace new technologies to create efficiencies and enhance their service. Important considerations: For all technology improvements or enhancements, the Department needs to consider the impacts on the Police Services Division as well as privacy concerns of the public. Many of the current APD officers and the upcoming generation of potential recruits have high technology expectations. Keeping current and progressive with technology tools may draw in new employees, as well as retain current employees. The Department should be progressive, but not overly aggressive with regard to technology. It should find ways to engage staff, community members, and community partners in new and emerging technologies. Technology leadership will uphold the expectations of a tech-savvy community and aid in staff retention and recruitment. The Department should maintain currency with technology advances in public safety, monitor current tools while evaluating future tools with the collaborate partnership of the City’s IT Manger. 3.2 Emerging Data Analysis Tools and Other Technologies Contemporary policing is being affected by rapidly emerging new technologies. Technology is becoming an increasingly important means by which law enforcement agencies accomplish their missions and meet the evolving expectations of their community. Implementing new technologies can give police departments an opportunity to fully engage and educate communities in a dialogue about their expectations for transparency, accountability, and privacy. – President’s Task Force on 21st Century Policing, 2015.

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Law enforcement data systems are being developed to gather large amounts of data from multiple sources, analyze the data, and used to make rapid deployment and response decisions. This information can also be used for predictive and intelligence-led policing strategies for more efficient deployment of resources and increased apprehension rates. The Department currently does not have the capacity to take advantage of these advances as addressed in Recommendation 9, which speaks to the need of a Crime Analyst.

Recommendation 21 Invest in Professional Standards Management Software. Professional standards software provides for the tracking of officer behavior through data analysis that can produce various types of "alerts" if a problem exists. The software provides for alert by type of incident, i.e., an agency can set different thresholds for different incident types, such as citizen complaints, use-of-force incidents, or lack-of-service situations. An "overall" alert can also be indicated; this alert is triggered regardless of incident type. The software provides for a "monitored officer alert," which targets a specific employee/unit with an alert whenever the individual/unit is involved in an incident. A "top percentile alert" allows an agency to identify instantly persons/units that appear in a designated top percentile for a specific time period. A "detail alert" is an alert by allegation and by use-of-force type. Professional standards software also helps professional standards personnel with caseload management through reminders that actions are required on a case or that a case is approaching overdue status. Reports, graphs, and charts can be easily generated for command staff and policy makers to review and for use in strategic planning and policy analysis. This investment will be essential to support Recommendation 5 and Recommendation 18.

Recommendation 22 Evaluate new forensic tools that become available. New truth detection systems are becoming available that can be used in lieu of polygraphs by detectives in some circumstances and are inexpensive and easy to learn. Mobile fingerprint units could aid the Department in making instant identifications and reduce mistaken identity. Mobile laser scanners can be used to record and 3D map crime scenes and process fatal vehicle collisions much quicker and more accurately than officers can do by hand. These tools can aid in confirming identity of witnesses and suspects, gathering evidence, completing forms, and even pushing information out to officers on mobile devices. Any acquisition of new tools should be carefully evaluated by the IT Manager to make sure that it is compatible with other equipment.

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Recommendation 23 Invest in automated license plate readers for patrol vehicles. Automated license plate readers can assist officers with identifying and recovering stolen vehicles, locating wanted vehicles, and providing information for various types of investigations. Automating this activity can also improve officer safety. This function is currently conducted manually by the officer through a mobile data terminal (in-car computer) and can be an additional distraction to safely operating a motor vehicle. 3.3 Adapting to Regulatory Changes The following recent and potential future changes in state and federal laws and regulations could impact APD’s future operations: Sentencing requirements. The trend in Washington State is toward less jail time, and more diversion or referral to treatment services or community service, especially for those involved in low level drug or property crimes. Because the level of supervision of individuals who commit such crimes and who are no longer being incarcerated is minimal, especially if they were convicted of committing a misdemeanor crime (bike theft, car prowls, shoplifting, etc.), their criminal behavior may be more likely to continue. Marijuana legalization. After legalization of recreational marijuana, Washington law enforcement agencies are still working out the practical aspects of their relationship and involvement with marijuana possession, consumption, and distribution crimes. The State Legislature continues to modify roles and responsibilities between local law enforcement and the State’s Liquor and Cannabis Board, especially as it relates to personal growing operations. Washington State Public Records Act. Washington State Public Records Act requires that all records maintained by state and local agencies be made available to all members of the public with only narrow statutory exemptions. Due to the potential liability related to disclosure errors and the complicated web of rules related to law enforcement records, police departments, including Arlington, devote sizeable resources to managing the public records process, taking resources away from other priorities. Disparate impact of criminal justice system. Policy makers at all levels of government are concerned about the overrepresentation of minorities in arrests, convictions, and sentences. Police departments are being asked to collect more demographic data to help study these issues, which can be time consuming and may require new forms and data aggregation tools.

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Recommendation 24 APD should publish all department policies and use of force data on its website. The President’s Task Force on 21st Century Policing recommends the following: To embrace a culture of transparency, law enforcement agencies should make all department policies available for public review and regularly post on the department’s website information about stops, summonses, arrests, reported crime, and other law enforcement data aggregated by demographics. 3.4 Evolving Social Challenges Broad social conditions will continue to create challenges for the City of Arlington and other communities in Washington State. Mental Health and Substance Abuse. Washington State does not have enough services for individuals experiencing mental illness or substance abuse crises. Consequently, police are called upon when these untreated or unhoused individuals commit crimes, cause disorder, or endanger others. Law enforcement contacts with individuals in crisis continues to grow. Officers find inadequate options available to assist with these encounters. Even individuals who desire treatment find that treatment centers have no capacity. Opioid abuse is widespread throughout our region and often contributes to three types of crime: use-related crime by individuals who take drugs that affect their behavior, economic- related crime to fund a drug addiction, and system-related crime that result from the structure of drug manufacture and delivery of drugs. Homelessness. The entire region is experiencing a large increase in individuals and families experiencing homelessness, some of whom sleep or camp in unauthorized areas or live in their vehicles. Police often are the first service provider called to respond to citizen complaints about these individuals. Some individuals are experiencing mental health or substance abuse issues, or are engaging in low-level property and/or drug crimes. In many cases, police have a legal basis to arrest and/or book a person for these crimes, but there is a trend toward diversion or referral to services instead of arrest, booking, or charging. Privacy concerns. With the enhanced ability of police departments and other public agencies to gather and store large quantities of data and connect regional data systems, civil rights organizations and some citizens are concerned about privacy. There are calls to limit the amount of information that is gathered, especially in the context of law enforcement activities. Tools such as video surveillance, body-worn or in-car video, and facial recognition software are becoming the focus of privacy concerns, especially in the context of Washington’s Public Records Act.

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Recommendation 25 APD will increase its capacity and expertise for handling social challenges. The opioid epidemic experienced across our country in recent years has had a severe impact on Snohomish County and Arlington in particular. Thirty seven people in Snohomish County, to include Arlington, recently overdosed on opioids in a one week period. While heroin and other opioids have always been a serious concern for public safety and health professionals, over the last five years this issue has become a full-fledged public health crisis. In response to this crisis, the Arlington Police Department has made efforts to conduct education and outreach throughout our community with only limited success. Approximately two years ago, both the City of Everett [PD] and the Snohomish County Sheriff’s Office (SCSO), following the lead of other law enforcement agencies across the country, initiated Community Opioid Outreach Programs (CO-OP). CO-OP models with an emphasis on non-commissioned embedded social workers as the program’s cornerstone. APD has agreed to participate in a North Snohomish County multi-jurisdictional CO-OP in partnership with Snohomish County Human Services, SCSO, and Marysville. This pilot program will begin in March of 2018 to include the hiring of an additional police officer position to backfill the open patrol position created by APD assigning an experienced officer to the new CO-OP.

The rational and strengths of forming a multi-jurisdictional CO-OP in North Snohomish County versus APD, Marysville [PD], or SCSO forming individual or separate CO-OP’s rests in that much of the CO-OP’s target population is transient, not recognizing jurisdiction boundaries. If one agency is successful in its efforts without coordinating with the neighboring or adjoining jurisdictions, said results may only be temporary. Recent experience has taught us that as one agency engages in outreach and/or enforcement, target populations may merely relocate into the neighboring communities. This will often force the neighboring jurisdiction to respond in kind, essentially pushing back, which becomes a never-ending cycle.

3.5 Partnerships Effective partnerships can provide the benefit of a large amount of expertise for emergencies with a reasonable amount of officer resource commitment. These partnerships also give officers an opportunity to develop professional relationships and skills. Arlington Police currently participate in the Seattle Internet Crimes against Children Taskforce, the Allied Law Enforcement Response Team, the Snohomish County Multiple Agency Response Team and the Pacific Northwest Violent Offender Taskforce.

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Recommendation 26 Partner with other public safety agencies in the region. Explore partnership opportunities to address challenges that more efficiently or more effectively addressed in collaboration with others. Regional collaboration may make sense related to: . Water and Bike Patrols . Tactical EMS. Tactical EMS provides emergency medical care during high-risk special operations, such a search warrant execution or active shooter scenarios. Tactical EMS can save officer and civilian lives. . Community Engagement. This may take the form of coordinating outreach by City of Arlington entities (Police, Fire, Parks, Airport, etc.) to align messages, leverage outreach efforts to carry multiple messages, and sharing effective tools, techniques, and partners. . Narcotics, Gang, and Auto-Theft Taskforces . Special Events . Human Services and Social Services . Community Resource Center . Ministerial

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4. STRENGTHENING THE ORGANIZATION

4.1 Overall Situation Assessment The Arlington Police Department has undergone major change, including the recent appointment of a new Chief and Deputy Chief of Police. The recent changes, including the significant department-wide reorganization, while presenting challenges, also offer an opportunity for the new Chief to inspire a course for transformational progress. Organizational culture can be defined as the way the Department operates and the interactions among its members. It encompasses the work atmosphere, bonds among employees, how the Department learns, and the norms and values of the department. It is the deep identity of the organization and can enhance the Department or damage it. 4.2 Communication, Connection, and Collaborative Leadership The function of any organization is as dependent on internal communications and culture as it is on having the proper people, training, equipment, and procedures. The assessment work found that there are opportunities to improve vertical and horizontal communication flow within APD. Communication systems should support the effective dissemination of command direction, organizational and individual performance expectations, and revisions in departmental policies and procedures. In addition, vertical communication improvements are required for identifying decision-making processes and promoting constructive feedback and input from employees.

Recommendation 27 Strive to create department-wide culture that unites diverse work groups under the Arlington Police Department banner. APD is a relatively small but diverse organization. While individuals naturally feel most connected to their individual work groups, it is critical for the success of the organization to maintain a strong Department-wide identity that embraces all work units, both civilian and commissioned personnel.

Recommendation 28 Continue to preach and practice collaborative leadership in which personal initiative and suggestions for improvement are welcome. APD’s philosophy encourages independent decision-making and leadership when it is informed by, aligned with, and accountable to community and departmental values.

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“Collaborative Leadership,” the systematic development of all formal and informal leadership throughout the Department at all levels, including commissioned and non-commissioned personnel, is a way to enhance the flexibility and responsiveness of the organization to anticipate and respond to evolving environments and associated service expectations. It acknowledges that neither the Chief nor any centralized authority can make all the decisions necessary to ensure the efficient and effective functioning of such a complex organization. Collaborative Leadership has five characteristics: 1. A shared understanding of what leadership means in the department. 2. A commitment to shared goals and values by leaders at all levels of the department. 3. A recognition that leaders at different levels in the Department have varying responsibilities and therefore must be trained according to their needs. 4. Formal training to develop leader knowledge and skills at all levels. 5. A means to assess where leaders are in the Department and their evolution as leaders. Collaborative Leadership has many benefits, including: . Creating a more intelligent and adaptive agency. . Cultivating future leaders (succession planning). . Creating a positive workplace environment in which employees feel valued, respected, and that they have opportunities for growth (retention and attraction).

Recommendation 29 Create opportunities to match individual interest and talents with organizational needs. Department staff bring a variety of strengths and interests to the workplace, not all of which may be actively utilized. Professional development plans can be used to link individual talents to departmental initiatives, encouraging staff members to contribute in a well-managed way where they have interest and or strengths. These contributions and special duty assignments simultaneously strengthen the department, provide professional development and succession planning opportunities, and enhance engagement and job satisfaction, leading to retention. 4.3 Performance Evaluation and Professional Development As an agency seeking to once again obtain accreditation, APD is required to do annual employee performance evaluations. There is a strong desire for a more meaningful evaluation and professional development process for both commissioned and non-commissioned employees.

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Recommendation 30 Revise the evaluation process. Staff currently evaluate their superiors just prior to being evaluated themselves, a sequence which, warranted or not, may create a fear of reprisal. This practice creates strong disincentives for honest feedback. The Department should create a process for subordinates to evaluate superiors in a way that promotes a productive critique, ensures anonymity of the subordinate, and protects them from retaliation. This should include separating supervisor evaluations from subordinate evaluations. The employee whose performance is being evaluated and the supervisor conducting the performance evaluation should collaborate to draft a Professional Development Plan for the employee to develop the knowledge and skills helpful for the employee to assume higher responsibility or a desired position. The plan may consist of readings, discussions via mentoring, training classes, or experiences. The current focus in professional development is very short, approximately the current year, resulting in goals that are modest as staff are incentivized to show attainment of stated goals. Instead, this process should have a long-term focus, looking out five years or longer. Supervisors should be mentors and advocates, helping people achieve their long-term goals. If someone aspires to an unreasonable goal, it is the responsibility of the supervisor to have an honest conversation, or to give them the opportunity to succeed or fail. Supervisors may need training and skill development to perform this core function. 4.4 Retention, Succession Management, and Recruitment The Arlington Police Department pays close attention to the composition of its workforce as it relates to age, seniority, and retirement. The Department enjoys a good reputation in the area with competitive pay and benefits. That said, as with other public agencies in the region, the Department is facing a pending wave of retirements creating concerns about retention, leadership succession and recruitment. Approximately 10% of APD’s staff are currently eligible for retirement. In the next ten years, almost 40% of Arlington’s staff will become eligible for retirement. Though all eligible staff will not choose to retire, the number of staff with eligible retirements remains a risk for the Department. Recommendations related to retention, succession management and recruitment are made here, but many other sections of the plan make recommendations related to making APD a great place to work, which will contribute to the retention of existing employees.

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Recommendation 31 Establish a succession management approach. Establish a deliberate and systematic effort to encourage individual advancement and ensure continuity in key positions, including management, technical and professional specialist roles. Succession Management proactively identifies, trains, and develops internal staff to fill leadership positions, expanding the availability of experienced and capable employees when retirement occurs. Successful succession management can shape an organization’s leadership culture and build a leadership pipeline by concentrating resources on talent development.

Recommendation 32 Hire for future leaders. Include considerations of quality and character, key ingredients for future leaders, when hiring at all levels and for all positions.

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5. CONCLUSION

Arlington Police began this strategic planning process in a strong position, with a robust positive relationship with community members, a healthy and respectful affiliation with other partners in the City of Arlington organization, and strong leadership, people, and infrastructure. Perhaps most important, the Department has confidence and aspirations for excellence that are well- founded based on its long history of being an effective and professional agency. The Administration of the Arlington Police Department strongly believe that the recommendations contained in this report will further strengthen the organization by: . Articulating what is most important to the community and the Department. . Executing a significant shift in operations, from a reactive model to a more proactive model focused on community policing and crime prevention, relying on strong data systems, strengthened community relations, and enhanced officer training. . Strengthening internal communications, performance evaluations and other important tools. Next steps include presenting this report and its recommendations at the Arlington City Council Spring Retreat. The spring retreat offers the City Council an opportunity to focus on long-term goals and strategies to inform policy decisions. From the retreat the Department will use the Council’s priorities to develop plans that link long-term objectives as we enter the budget process. With a budget in place, the Department will implement its strategic plan while continually assessing progress against long–term objectives, service levels, and productivity, while revising as needed.

The results of this hard and important work should be stronger community connections and demonstrable performance improvements. Further, the Department will be well prepared for ongoing and upcoming changes in its environment, including new technologies and new regulations, as well as ongoing population growth and increasing commercial and residential density in the City of Arlington.

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APPENDIX 1

Source: Uniform Crime Report (FBI, 2017)

Source: (APD, 2017)

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APPENDIX 2

Source: (United States Census Bureau, 2017)

City of Arlington 20 Year Growth Projection

30000

25000

20000

15000

10000

5000

0

2019 2017 2018 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2016

Source: COA (CED)

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APPENDIX 3 Proactive Verses Committed Time in 2017 0000 - 0400 - 0800 - 1200 - 1600 - 2000 - Total 0400 0800 1200 1600 2000 2400 Patrol Staff Allocation 14.3% 11.4% 14.3% 17.1% 22.9% 20.0% 100.0% Hours Staffed 3,995 3,196 3,995 4,794 6,393 5,594 27,968 Administrative Time 766 613 766 919 1,225 1,072 5,361 Available Work Hours 3,229 2,584 3,229 3,875 5,167 4,521 22,606

Calls for Service (CFS) 1,180 1,033 2,371 3,238 3,179 2,380 13,381 % of Total CFS 8.8% 7.7% 17.7% 24.2% 23.8% 17.8% 100% 1st Officer Minutes / CFS 32 32 32 32 32 32 32 1st Unit Hours 629.3 550.9 1,264.5 1,726.9 1,695.5 1,269.3 7,136.5 Back-Up Unit Responses 590 517 1,186 1,619 1,590 1,190 6,691 Back Up Minutes / CFS 22.0 22.0 22.0 22.0 22.0 22.0 22.0 Back Up Officer(s) Hours 216 189 435 594 583 436 2,453 Reports Written 286 253 756 816 675 534 3320 Report Writing Hours 214.5 189.8 567.0 612.0 506.3 400.5 2490 Bookings 90 35 68 91 113 142 539 Booking Hours 144 56 108.8 145.6 180.8 227.2 862.4

Total Committed Hours 1,204 986 2,375 3,078 2,965 2,333 12,942 Total "Proactive" Hours 2,025 1,598 854 797 2,202 2,188 9,664

Committed Time Percent 37.3% 38.2% 73.5% 79.4% 57.4% 51.6% 57.3% "Proactive Time" Percent 62.7% 61.8% 26.5% 20.6% 42.6% 48.4% 42.7% Source: (APD, 2017)

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REFERENCES

City of Arlington. (2017-2018) Strategic Planning Committee

City of Arlington. (2018). Community Economic Development. Comprehensive Plan Update.

FBI Uniform Crime Reports. (2017).

City of Arlington. (2017). Calls for Service.

City of Arlington. (2017). Crime Statistics. City of Arlington. (2017). Clearance Rates. City of Arlington. (2017). Logged Overtime Hours.

City of Arlington. (2017). Response Times by Call Type (Average).

Snohomish County 911, formerly SNOPAC (2017). Calls-for-service data. City of Arlington. (2017). Response Times by Call Type (Average). WASPC. (2017). Crime in Washington. U.S. Census Bureau. (2015). Census 20015 Population Group. Washington State Office of Financial Management (OFM). (2017) Population, County Census Estimate, City of Arlington Matrix Consulting Group. (2014). City of Arlington Police Department Study. President’s Task Force on 21st Century Policing. (2015). Final Report U.S. Department of Justice, COPS. (2012). A Performance-Based Approach to Police Staffing and Allocation U.S. Department of Justice, COPS. (2014). Community Oriented Policing IACP. (2015). Workload-based Assessments ACLU. (2015). Responses from the Field Sexual Assault, Domestic Violence, & Policing

IACP. (2003) Enhancing Law Enforcement Response to Victims: A 21st Century Strategy

Washington, DC Council for Higher Education. (2006). An Overview of U.S. Accreditation.

Mark Moore. (2002). Recognizing Value in Policing: The Challenge of Measuring Police Performance.

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SUMMARY OF RECOMMENDATIONS (ENUMERATED)

1. (A) Establish a clear and meaningful description of APD’s guiding philosophy. (B) Establish strong Vision, Mission, and Values statements that distinctly represent the Arlington Police Department. (Page 14-15) 2. Animate these governing statements by promoting them and using them. (Page 16) 3. Align the Patrol policing model with an increased focus on crime prevention and community policing. (Page 18) 4. Increase Patrol capacity to create time for preventative, data-driven policing and directed patrol. (Page 19) 5. Create Professional Standards Unit. (Page 20) 6. Consider the use of an additional limited-commission Police Support Officer (PSO). (Page 21) 7. Reestablish Free Standing Proactive Anti-Crime Team (PROACT). (Page 21) 8. Implement technologies to alleviate burdens on Patrol and increase capacity for crime prevention and community policing. (Page 21) 9. Increase data-informed policing with the support of a Crime Analyst. (Page 22) 10. Contract Domestic Violence (DV) Coordinator. (Page 22) 11. Create an Executive Assistant position to support the Department and Command Staff. (Page 23)

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12. Continue to monitor workload of Investigations Division and Special Programs with shift toward new policing model. (Page 24) 13. Reevaluate staffing needs regularly to adapt to City development and population growth. (Page 24) 14. Increase the frequency and depth of non-enforcement interactions with community members, building a stronger partnership with the community. This includes building organization capacity to develop these community relationships and training officers on community policing techniques. (Page 25) 15. Increase the Department’s overall cultural competency. (Page 26) 16. Increase electronic access to departmental information. (Page 26) 17. Improve use of social media. (Page 26) 18. Move the Arlington Police Department towards obtaining Accreditation. (Page 27) 19. Measure organizational success based on indicators the community cares about. (Page 27) 20. Create quality metrics to accompany department-wide quantity metrics. (Page 28) 21. Invest in Professional Standards Management Software. (Page 30) 22. Evaluate new forensic tools that become available. (Page 30) 23. Invest in automated license plate readers for patrol vehicles. (Page 31)

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24. APD should publish all department policies and use of force data on its website. (Page 32) 25. APD will increase its capacity and expertise for handling social challenges. (Page 33) 26. Partner with other public safety agencies in the region. (Page 34) 27. Strive to create department-wide culture that unites diverse work groups under the Arlington Police Department banner. (Page 35) 28. Continue to preach and practice collaborative leadership in which personal initiative and suggestions for improvement are welcome. (Page 35) 29. Create opportunities to match individual interest and talents with organizational needs. (Page 36) 30. Revise the evaluation process. (Page 37) 31. Establish a succession management approach. (Page 38) 32. Hire for future leaders. (Page 38)

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Arlington Police Department Strategic Planning SUMMARY OF RECOMMENDATIONS (ENUMERATED) *Highlighted Recommendations have been implemented or are in process of implementation.

1. (A) Establish a clear and meaningful description of APD’s guiding philosophy. (B) Establish strong Vision, Mission, and Values statements that distinctly represent the Arlington Police Department. (Page 14-15) 2. Animate these governing statements by promoting them and using them. (Page 16) 3. Align the Patrol policing model with an increased focus on crime prevention and community policing. (Page 18) 4. Increase Patrol capacity to create time for preventative, data-driven policing and directed patrol. (Page 19) 5. Create Professional Standards Unit. (Page 20) 6. Consider the use of an additional limited-commission Police Support Officer (PSO). (Page 21) 7. Reestablish Free Standing Proactive Anti-Crime Team (PROACT). (Page 21) 8. Implement technologies to alleviate burdens on Patrol and increase capacity for crime prevention and community policing. (Page 21) 9. Increase data-informed policing with the support of a Crime Analyst. (Page 22) 10. Contract Domestic Violence (DV) Coordinator. (Page 22) 11. Create an Executive Assistant position to support the Department and Command Staff. (Page 23) 12. Continue to monitor workload of Investigations Division and Special Programs with shift toward new policing model. (Page 24) 13. Reevaluate staffing needs regularly to adapt to City development and population growth. (Page 24) 14. Increase the frequency and depth of non-enforcement interactions with community members, building a stronger partnership with the community. This includes building organization capacity to develop these community relationships and training officers on community policing techniques. (Page 25) 15. Increase the Department’s overall cultural competency. (Page 26) 16. Increase electronic access to departmental information. (Page 26)

17. Improve use of social media. (Page 26) 18. Move the Arlington Police Department towards obtaining Accreditation. (Page 27) 19. Measure organizational success based on indicators the community cares about. (Page 27) 20. Create quality metrics to accompany department-wide quantity metrics. (Page 28) 21. Invest in Professional Standards Management Software. (Page 30) 22. Evaluate new forensic tools that become available. (Page 30) 23. Invest in automated license plate readers for patrol vehicles. (Page 31) 24. APD should publish all department policies and use of force data on its website. (Page 32) 25. APD will increase its capacity and expertise for handling social challenges. (Page 33) 26. Partner with other public safety agencies in the region. (Page 34) 27. Strive to create department-wide culture that unites diverse work groups under the Arlington Police Department banner. (Page 35) 28. Continue to preach and practice collaborative leadership in which personal initiative and suggestions for improvement are welcome. (Page 35) 29. Create opportunities to match individual interest and talents with organizational needs. (Page 36) 30. Revise the evaluation process. (Page 37) 31. Establish a succession management approach. (Page 38) 32. Hire for future leaders. (Page 38)