2008 FIRST QUARTER EVALUATION

2008 FIRST QUARTER EVALUATION

(January 1 – March 31, 2008)

EUGENE POLICE DEPARTMENT STRATEGIC PLAN

June 5, 2008

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TABLE OF CONTENTS

I. INTRODUCTION .............................................................................................................v Performance Measure Status Descriptions ................................................................................vi II. POLICE PROGRAMS OF THE STRATEGIC PLAN......................................................... vii Police Administration .............................................................................................................. 1 Internal Affairs (IA) ................................................................................................................ 4 Planning and Research............................................................................................................ 7 Policy Analysis ........................................................................................................................ 9 Public Information Office (PIO)...............................................................................................11 Operations Support Division Administration .............................................................................14 Facilities and Equipment ........................................................................................................16 Finance and Budget ...............................................................................................................19 Training Basic/State Requirements –Supplemental/Staff Development ......................................21 Volunteer Coordination ..........................................................................................................24 Patrol Division Administration .................................................................................................26 Police Canine (K-9) Program...................................................................................................29 Crowd Control Team (CCT) ....................................................................................................30 Community Service Officers (CSO) - Crime Prevention .............................................................32 Community Service Officers (CSO) - Field Support ...................................................................35 Community Service Officers (CSO) - Public Safety Stations.......................................................37 Explosive Disposal Unit-Metro (M-EDU) ...................................................................................40 Forensic Investigation Re-Construction Survey Team (FIRST)...................................................42 Patrol Services.......................................................................................................................44 Safer Schools / School Resource Team (SRT) ..........................................................................47 Special Weapons & Tactics (SWAT) - Crisis Negotiations Team (CNT) .......................................50 Traffic Enforcement Unit (TEU)...............................................................................................52 Investigations Division Administration .....................................................................................54 Arson Unit.............................................................................................................................57 Crime Analysis.......................................................................................................................59 Financial Crimes Investigations...............................................................................................61 Forensic Evidence Unit (FEU) .................................................................................................63 Interagency Drug Lab Response Team (IDLRT).......................................................................65 Property Control Unit (PCU) ...................................................................................................66 Property Crimes Investigations ...............................................................................................68 Special Investigations Unit (SIU) ............................................................................................71 Vice/ Narcotics Unit (VNU) .....................................................................................................73 Violent Crimes Unit (VCU) ......................................................................................................75 Technical Services Division Administration...............................................................................77 Public Safety Answering Point (PSAP) / 9-1-1 & Dispatch .........................................................79 Police Records.......................................................................................................................82

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III. SHORT-TERM STRATEGIC INITIATIVES.................................................................84 Develop An Organizational Staffing Plan..................................................................................85 Develop A Police Facilities Plan ...............................................................................................86 IV. APPENDIX “A” ...........................................................................................................89 Mission .................................................................................................................................89 Goals ....................................................................................................................................89 Organizational Values ............................................................................................................90 V. APPENDIX “B”..............................................................................................................91 Abbreviations in Use by Eugene Police Department..................................................................91 VI. APPENDIX “C” ............................................................................................................92 ICMA-PERF Action Plan Items.................................................................................................92

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I. INTRODUCTION On December 30, 2005, after more than a year of input and critical review from department employees, policy and governing bodies and the public, the Eugene Police Department adopted its first strategic plan in many years. Since the plan was adopted a progress report has been conducted every three months by department supervisors and command staff. This evaluation and progress report covers the first quarter of 2008, the start of the third year of the strategic plan. The establishment of a clear and accountable reporting mechanism to communicate EPD’s service priorities, accomplishments, and challenges is the purpose of each quarterly evaluation. Every three months the Command Leadership Team, composed of all police department supervisors, meets to report the progress achieved by their work teams in meeting the objectives of all of the strategic plan’s programs and initiatives. Following this meeting a full written evaluation and an executive summary are compiled and posted on the department’s website. Opportunities for discussion of each evaluation are provided to the Eugene Police Commission. Appendix A to this evaluation provides the reader with the department’s mission and vision statements and over-arching goals. The full strategic plan is available on the Police Department website; previous quarterly reports addressing the performance measures for all on-going programs and the short-term initiatives are also available on the department’s website.

Use of an icon to delineate measures and objectives that are linked to the ICMA-PERF 2005 Action Plan1 will continue in this and future reports. All current documents are available on the Police web portal at the City of Eugene web site: http://www.eugene-or.gov/ (Choose “Police” from the City department drop-down menu.) For information about the Eugene Police Department Strategic Plan or the planning process, please contact:

Linda Phelps, Strategic Planner Eugene Police Department 777 Pearl Street, Rm 107

Eugene, OR 07401 (541) 682-6308

[email protected]

1 Following the sentencing of former EPD officer Roger Magaña in July 2004, the City sought a professional consultant and in October 2004, the International Cities and Counties Management Association (ICMA) and the Police Executive Research Forum (PERF) agreed to review EPD’s recruitment, screening, and hiring policies and practices; training and internal affairs practices and procedures; and supervision and management relative to these areas. This review was intended to evaluate these systems against accepted and best professional practice and make recommendations for improvement. ICMA-PERF’s report was issued in March 2005.

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http://www.eugene-or.gov/

mailto:[email protected]

Performance Measure Status Descriptions

Strategic Plan Quarterly Evaluation Completed. The performance measure for the associated objective has been fully met. No

additional report will be required for this performance measure during the calendar year.

Achieved. The performance measure for the associated objective has been met during

this reporting period. This description is used with performance measures for objectives that require new information in every reporting period (quarter) during the calendar year.

Not Achieved. The performance measure could not be met during this reporting period, or if

this is the final reporting period of an annual measure, the performance measure could not be met during the year. An explanation will be given to explain why the performance measure was not achieved. This could include a lack of necessary resources, staffing limitations or changes, factors outside EPD’s control such as changes by the District Attorney or decisions made by another agency, etc.

In Progress. Work is underway on the objective, and the performance reported represents

only this reporting period (quarter). In some cases a performance measurement may be annual. In those cases even though all work for the quarter has been achieved, the overall measurement can only be reported as “In Progress” until all quarters in the calendar year have passed.

Delayed. The performance measurement could not be accomplished during the reporting

period or the date the measure is due needs to be adjusted. An explanation will be given to explain the delay which could be due to lack of information, missing data, equipment or system delays, funding or staffing issues, etc. The measurement is still expected to occur at a later date within the strategic plan timeline.

Not Applicable. The measurement is not relevant in this quarter’s report. In some cases a

program may not have pertinent work that relates to the performance measure during the reporting period. The measure is not dropped because it will occur during other reporting periods at some stage in the strategic plan timeline.

Dropped. The measure has been discontinued and an explanation will be given during the

quarter that this decision has been made. The measurement will remain in the evaluation documents until the next revision of the strategic plan.

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II. POLICE PROGRAMS OF THE STRATEGIC PLAN Office of the Chief of Police

Police Administration Internal Affairs Planning and Research Policy Analysis Public Information

Operations Support Division

Operations Support Division Administration Facilities and Equipment Finance and Budget Training Volunteer Coordination

Patrol DivisionPatrol Division Administration Canine (K-9) Community Service Officers – Crime Prevention Community Service Officers – Field Support Community Service Officers – Public Safety Stations Crowd Control Team (CCT) Explosive Disposal (Metro) Unit (EDU) Major Collision Investigations (MCI) Patrol Services (Call Response Levels 1-4) Safer Schools Special Weapons and Tactics (SWAT)/ Crisis Negotiations Team (CNT) Traffic Enforcement (TEU)

Investigations Division

Investigations Division Administration Arson Investigations Crime Analysis Financial Crimes Forensics Evidence Interagency Drug Lab Response Team (IDLRT) Property Control Property Crimes Special Investigations Vice-Narcotics Investigations (VNU) Violent Crimes

Technical Services Division

Technical Services Division Administration PSAP/ 9-1-1 & Dispatch Records Section

* Italic indicates “ad-hoc” units or teams.

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Police Administration

Section 1: HIGHLIGHTS With the City’s Executive Management Team the chief participated in the interview process for the

new city manager, considered recommendations from the City’s new Budgeting for Outcomes process, and established priorities for development of the city manager’s recommended budget, due April 30, 2008.

Participated with City’s Executive Management Team to interview candidates for city manager.

Concluded selection process and approved nine new officers for hire, filling all available sworn

vacancies. Provided initial training and promoted new supervisory personnel in several key areas, including

Patrol Division, filling all available supervisory vacancies. Concluded annual awards process with ceremony in March, recognizing the achievements and

accomplishments of EPD individuals and units. Ceremony was well-attended.

Section 2: NEW AND/OR CONTINUING ISSUES The developing fiscal crisis faced by Lane County was monitored for potential effects to the City of

Eugene, particularly those affecting the public safety. Continued to monitor and make minor adjustments to the complaint investigation and review

process as system issues are identified.

Section 3: PERFORMANCE MEASURES Program Objective #1: Provide executive leadership to the department, coordinating its activities with the established goals, objectives, and priorities of the Mayor and Council, and the City’s Executive Team.

Performance Measure 1.1: Provide information and testimony, as required, to the Mayor and Council and related boards and commissions in support of their policy guidance, by all established due dates. Achieved. The chief and department continue to provide information at City Council and other related boards and commissions on a variety of subjects. The SB111 (Use of Force) plan was submitted to and approved by the City Council and the chief and finance officer attended two Eugene Budget Committee meetings preparing for the review of the city manager’s recommended budget that will occur next quarter.

Performance Measure 1.2: Provide information and support to the City Manager’s Office and other city departments, as needed, to coordinate the services and activities of the City of Eugene.

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Achieved. The chief or a designee attended all scheduled Executive Team and special interdepartmental meetings. The chief and chief’s staff responded to many requests made by email, telephone, and email to these types of inquires as an on-going priority function. Many of the meetings this quarter were related to recommendations associated with the Budgeting for Outcomes process and associated priorities. Performance Measure 1.3: Provide information, support, and guidance to the divisions, sections, and units of the police department in support of the organization’s mission, goals, and objectives. Achieved. The Chief’s Office attended and participated in many and varied intra-departmental staff meetings and functions in support of EPD’s mission, goal, and objectives. In February 2008, the Chief’s Office participated in supervisory training sessions related to the new complaint investigation and review system. Performance Measure 1.4: Represent the city and police department to external service partners, professional groups, and civic organizations. Achieved. The chief or a personal designee attended and participated in many and varied meetings and events of EPD’s interagency and civic partners and stakeholders.

Program Objective #2: Provide a comprehensive planning framework to assist the department to establish a strategic plan and clear and accountable reporting mechanisms to communicate EPD service priorities, accomplishments, and challenges to the public.

Performance Measure 2.1: Provide quarterly reports of the status, activities, and accomplishments of the department. Achieved. The fourth quarter evaluation was issued and posted online and the quarterly Command Leadership Team meeting was held in February 2008. Performance Measure 2.2: Complete and adopt new EPD Strategic Plan by December 31, 2005 and use it to inform the FY07 and future budget processes. Achieved. EPD’s Strategic Plan was adopted in December 2005. Monitoring and evaluation, including consideration in each subsequent budget process, has occurred continuously since adoption.

Program Objective #3: Provide policy guidance and oversight to ensure that the Eugene Police Department meets all professional and employment standards, contractual agreements and legal responsibilities.

Performance Measure 3.1: Review, adopt, and implement policies and procedures both as routine maintenance of professional standards and in response to emerging issues. Achieved. (See Policy Development Program for detail.)

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Program Objective #4: Manage department resources to provide police services to the public within the allocated budget authority.

Performance Measure 4.1: Manage the budget so that expenditures remain within authorized budget authority. Achieved. At mid-year, the department’s expenditures are projected to remain within budgeted authority for the FY08 fiscal year. Performance Measure 4.2: Maintain all department contracts, including review and renewal by all established due dates. Achieved. The Chief’s Office processed 21 contracts during the first quarter of 2008.

Program Objective #5: Provide liaison and support to the Eugene Police Commission, facilitating its role as community policy advisor to the City of Eugene and EPD.

Performance Measure 5.1: Provide information and support to the Police Commission, by all established due dates. Achieved. Support and materials were provided to the Eugene Police Commission for each of three regular monthly meetings and several special committee meetings.

Submitted by: Chief Robert Lehner

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Internal Affairs (IA)

Section 1: HIGHLIGHTS

Beginning January 1, 2008, to allow a more efficient way of managing files and locating information, a universal numbering system replaced the separate numbering systems. All complaint case numbers will begin with “IA” followed by the year, (example 08) and sequential numbers for the calendar year.

In-service supervisor training was provided during the quarter, with components of police auditor

protocols, service level complaint processing, and changes to complaint intake and classification. Internal Affairs Sergeant Scott McKee provided training to the Citizen’s Police Academy in March.

Also in March, Lieutenant Pete Deshpande transferred to the Patrol Division. Sergeant Doug

Mozan was selected to fill the vacant Internal Affairs assignment.

Section 2: NEW AND/OR CONTINUING ISSUES The unit continues to identify and is working to resolve questions and/or issues with the new

protocols for complaint-handling by the Auditor’s office. Processing of service complaints (the bulk of complaints received are service complaints), has

changed significantly. As a result the department is in a period of re-training and much time and energy is devoted to helping this process run more smoothly.

Section 3: PERFORMANCE MEASURES

Program Objective #1: Provide timely processing and assignment for all complaints and commendations involving police employees.2

Performance Measure 1.1: Process and assign all complaints within three business days of receipt. Achieved. During the period of October - December, 20073, 20 investigations (14 external and six internal) were received and processed within established timeframes.

Program Objective #2: Coordinate and track activities associated with all internal affairs investigations and maintain associated records.

Performance Measure 2.1: Create and maintain an investigations activity log for all internal affairs investigations.

2 Effective October 2007, the Police Auditor’s Office began to receive all incoming external complaints involving police employees. With this report, this measure has been changed to reflect the change in workflow. 3 The IA program will delay the reporting period by one quarter due to the time needed to process IA documents.

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Achieved. All assigned investigations received during October – December 2007, had case-activity logs that were adequately maintained.

Program Objective #3: Perform internal investigations as assigned by the Chief of Police. Performance Measure 3.1: Perform required investigative work, including documentation, of all cases as assigned by the Chief of Police, by the established due date or approved extension.4 Not Achieved. Of the 20 investigations received during October - December, 2007, 13 investigations were completed by the assigned due date or the approved extension. One file was reclassified to a service complaint. TYPE OF INVESTIGATIVE WORK

PERFORMED52007 Qtr 4

2008 Qtr 1

2008 Qtr 2

2008 Qtr 3

2008 Qtr 4

Total Cases Received

20

Investigation Timely 13 Investigation Overdue 4 Adjudication/Review Timely 7 Adjudication/Review Overdue 8 Administratively Closed 1 Reclassified 1 Mediated 1 Dismissed at Intake 2

Program Objective #4: Provide research and investigative support to the City’s Risk Management and the City Attorney’s Office.

Performance Measure 4.1: Perform required research or investigative work, as required by Risk Management or City Attorney staff, including documentation by the established due date. Achieved. Several requests for information and documents were received from both Risk Management and the City Attorney’s Office; responses were provided to all within the requested timeframes.

Program Objective #5: Provide information about police complaints and internal investigations to relevant audiences including City Administration, the Eugene Police Commission, the EPD, other City and civic agencies and organizations.

Performance Measure 5.1: Provide weekly investigations status briefings to EPD Senior Staff.

4 Effective this report, this measure now includes internal complaint-driven investigations assigned by the Chief of Police. 5 Each case has several works steps that must be performed. Therefore, the number of steps listed in the table will be greater than the total number of cases assigned during the quarter.

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Achieved. IA staff provided a weekly briefing to EPD Senior Executive Staff for each scheduled weekly staff meeting.

Performance Measure 5.2: Provide monthly summary reports for the Eugene Police Commission and Civilian Review Board.6

Achieved. Monthly summary reports of closed cases resulting from both internal and external complaints were provided to the Police Commission and Civilian Review Board.

Program Objective #6: Provide a police liaison to the Police Auditor’s Office and the Civilian Review Board.7

Performance Measure 6.1: Perform research, investigative and administrative work, as required by Police Auditor’s Office and Civilian Review Board, including documentation by the established due date. Achieved. Several requests for information and documents were received from the Police Auditor’s Office and Civilian Review Board; responses were provided to all within the requested timeframes.

Submitted by: Lieutenant Carolyn McDermed

6 IA staff now provides case summary reports on a monthly basis to the Police Commission and Civilian Review Board on both internal and externally generated complaints. 7Objective #6 has been added effective the first quarter of 2008, to reflect the changes in I.A. duties due to the adoption of the new Police Auditor’s Office protocols.

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Planning and Research


The police planner was involved in the Budgeting for Outcomes process and assisted with the development of the department’s ‘service offers’ to the Safe Community Team in January 2008.

Updated performance measures for each division of EPD for the City’s FY09 service budget were

submitted during this quarter. The data is entered into an electronic database and will be included in the City Manager’s FY09 Proposed Budget that is presented to the Budget Committee in April 2008.

Section 2: NEW AND/OR CONTINUING ISSUES

Scheduled work to resolve surveys and some data needs for various programs of the Strategic

Plan was delayed due to other staff commitments during this quarter. The Police Commission’s decision in 2007 to remove quarterly review of the strategic plan from

their work plan has eliminated a formal evaluation opportunity for the on-going work of the department. Staff will address this topic with the new commission members when they finalize their draft FY09 work plan. Police Commissioners were notified when the fourth quarter evaluation was posted on-line and the executive summary was included in a packet for the Commission’s February meeting as resource material.


Program Objective #1: Explicitly identify and continue work on the highest priority existing planning and research work items (emerging/special projects, council/public requests for info, and other dept. initiatives).

Performance Measure 1.1: Prepare and distribute information and materials in response to requests from the mayor and City Council, City administration, and EPD staff. Achieved. All projects and information requests were completed for the appropriate parties. Two Council Assignments were edited: 1) Urban Core Parks and Downtown Patrols Update and 2) EPD Recruitment TV Spots. A quarterly report for the Council Goal/Police Initiative on police staffing was also produced.

Program Objective #2: Be responsive to the emerging needs of the Department by maintaining adequate flexibility to schedule new tasks into the ongoing workload of this program.

Performance Measure 2.1: Make necessary adjustments so that priority, emerging requests can be reasonably accommodated.

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Achieved. A significant amount of time was devoted to the Police Commission, providing supervision and support for their new analyst. Work on the city-wide team of the Central Services Advisory Board continued and the Budget Alignment, “Budgeting for Outcomes” project was concluded during the first quarter of 2008. Staff also assisted the City Manager’s Office with a review of the City’s Human Rights and Diversity programs.

Program Objective #3: Coordinate the preparation and publish a Eugene Police Department Annual Report and quarterly updates.

Performance Measure 3.1: Coordinate and publish quarterly and annual reports. In Progress. The fourth evaluation for 2007 was completed as planned. It was published via the web portal and on the EPD “I” drive in February 2008. The fourth quarter marks the end of the second year of the strategic plan. Some strategic initiatives will soon be completed and new initiatives are in development. The first annual report for the department should be coordinated by the end of 2008. Performance Measure 3.2: By June 30, 2006, create a formal and systematic process for quarterly review of operational performance; to be reported in quarterly and annual reports. Complete.

Program Objective #4: Coordinate and support EPD’s strategic planning and annual budget processes.

Performance Measure 4.1: Coordinate the preparation of all service profiles and budget performance measures so they are complete and submitted by their due dates. Achieved. The service profile performance evaluation was completed for this year. Additional work will begin with the start of the FY10 budget cycle in October 2008. (Service profile information is now a mirror of strategic plan performance data.) Performance Measure 4.2: Submit EPD’s benchmarking report to the International City-County Management Association (ICMA) by the established due dates. Not Applicable. The ICMA report is not developed until the third quarter of each year. Performance Measure 4.3: Coordinate and support EPD’s strategic planning process so a new strategic plan is adopted by December 31, 2005, in time to support the FY07 budget process. Complete.

Submitted by: Police Planner, Linda Phelps

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Policy Analysis


Lieutenant McDermed, Ellwood Cushman, and Kathy Quinn attended accreditation manager training on January 29.


The policy analyst is also the lead person in the department for radio issues. The department’s

radio issues this quarter monopolized most of the analyst time so that very little time was left to work on the policy issues. In addition, radio work meant that virtually no time was available to liaison with the Police Commission’s policy committees.


Program Objective #1: Provide necessary planning background to formalize Policy Analysis and Development as a fully functional program.

Performance Measure 1.1: Apply to Oregon Accreditation Association (OAA) by December 31, 2005 and begin accreditation process. Completed.

Program Objective #2: Provide policy research and analysis to support EPD’s effort to meet all professional and employment standards, and legal responsibilities.

Performance Measure 2.1: Review and develop policies and procedures both as routine maintenance of professional standards and in response to emerging issues. In Progress. Worked to revise policy #1020 – Personnel Complaint Procedure (new Lexipol number). Worked on two new policies: 1) #424 – Rapid Deployment Policy (“active shooter” policy in preparation for upcoming training); 2) #1400 – ESP System (regarding new satellite-based technology for tracking money stolen from financial institutions now being used in Eugene).

Program Objective #3: Support the City’s legislative agenda with research and analysis of proposed legislative matters.

Performance Measure 3.1: Provide information and support for the analysis of legislative activities and assist with the implementation of legislative priorities. In Progress. Formally reviewed eight bills introduced at the 2008 legislative session. Sent information to the department regarding HB 3622, which was passed to revise the responsibility of motorists to move motor vehicles after being involved in a non-injury traffic crash.

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Program Objective #4: With the District and City Attorneys, monitor appellate court decisions that have implications for EPD policies and procedures.

Performance Measure 4.1: Provide timely information and policy support for department employees arising out of appellate court decisions. Not Applicable. No action this quarter.

Submitted by: Chief Robert Lehner

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Public Information Office (PIO)

Section 1: HIGHLIGHTS The office created materials for the formal annual awards ceremony in early March and presented

the ceremony. In the midst of preparations for the awards ceremony, the PIO organized a promotion ceremony, held February 29 and also served as liaison to the Delta Rotary for their Law Enforcement Recognition Day.

The PIO used various venues to increase positive Eugene Police airtime for recruiting and public education purposes. These included airing of four “We Are” recruting spots on KMTR in January; three “Working City” features (school resource officers, summer youth programs and a job spotlight about Forensic Analyst Lisa Pope). Officer Rusty Foster participated in a National Institutes of Health video to give people with developmental disabilities tools to deal with anger.

A contract was signed with Mattel for Hot Wheels cars featuring Eugene Police and Eugene Fire

designs for the company’s special collection, to be unveiled in December 2008. After a request from the franchisee opening a new Applebee’s location on West 11th Avenue, historical photos of Eugene Police were supplied to adorn the walls of the new restaurant.

The Crime Prevention Unit is planning to hold a new community education event, Eugene Police

Prevention Convention, in October 2008. The PIO created a marketing plan for the event, designed a Prevention Convention logo, and met with the director of Eugene Area Radio Stations to gain their support for radio promotions and discuss sponsorship of the event.

New print materials were designed in the first quarter to promote a variety of events and

programs. Items included a new bike theft prevention brochure, redesigned fliers for the Mano a Mano community outreach program, fliers for background investigator training and a seminar for landlords, materials for 9-1-1 recruiting efforts (fliers, posters and business card–sized handouts), and a new brochure promoting the department’s cadet program.

Other proactive news media story placement included “Move Over” law enforcement, sentencing

in an EPD case regarding a check counterfeiting ring, security and advisories for visits by Democratic presidential primary candidates, St. Patrick’s Day patrols, EPD’s first Taser-related arrests, captures of bank robbery suspects, school magazine sales scam advisory, 9-1-1 Career Night, EPD Landlord Training Program, child safety seat check-up held during Public Relations Society Students Association Safe Kids Buckle Up event, Three Flags Traffic Safety campaign, and red light traffic enforcement. The PIO also coordinated with the District Attorney’s Office on a news conference regarding the conclusion of a significant 2006 murder, attempted murder and home-invasion robbery investigation with the arraignment of a suspect on a charge of Aggravated Murder. Among other high-profile news coverage obtained in the first quarter, the PIO worked to publicize the Eugene capture of an America’s Most Wanted show fugitive, and successfully placed a front-page Register-Guard story about Driving While Suspended chronic offenders.

In preparation for the upcoming Olympic Trials in 2008, the Public Information Office handed out

an emergency “go book” and thumb drive to all City of Eugene public information officers and the City’s emergency manager. As part of this effort, the PIO toured each of the City’s designated Joint Information Center sites to ascertain readiness. During the quarter, the public information director also participated in an Olympic Trials tabletop exercise and met with the regional PIO for

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the Federal Bureau of Investigation to discuss emergency communications contingencies for the Olympic Trials.


Crisis communication planning for the upcoming Olympic Trials is continuing.

Work began on EPD’s history. A document featuring past EPD chiefs beginning in 1897 was

drafted and when final will be placed on EPD’s website. A draft strategic initiative for a community outreach plan was submitted for review and creation of

milestones. Next steps include reconvening the initiative team to review the draft and beginning creative work on overall themes.


Program Objective #1: Provide timely and accurate response and/or referral to media requests for information regarding police incidents and activities.

Performance Measure 1.1: Prepare and distribute news releases as required and respond to requests from the news media within two hours, during business hours, and others within 24 hours.

Achieved. In the first quarter, the department issued 56 news releases, 61 percent were proactive releases rather than incident-driven or in response to media inquiry. The Public Information Office responded to 452 media inquiries, nearly all within the target two-working-hour time period. The 459 calls received from non-media had a similar completion rate within the target 24-hour response time.

Program Objective #2: Provide support for public records requests both externally and internally in response to each request.

Performance Measure 2.1: Coordinate and respond to public records requests except those routine requests from persons directly associated with police incidents (latter referred to Police Records).

In Progress. The Public Information Office responded to hundreds of incident-specific or statistical requests from media and members of the public during this quarter. PIO staff fulfilled 14 formal public records requests — 12 made by media representatives and two by citizens or businesses. Of the formal requests, 11 of the media requests were for police reports and one was for general employment data. Of the two non-media requests, one was for a listing of current EPD patrol officers (RateMyCop.com) and the other was for a 9-1-1 call (non-releasable). Separate requests were made for each of the following records: vehicle vs. pedestrian cases from 1997 to 2007 (extensive archive research made this time-intensive); complaints related to police staffing levels; Police Operations Manual policies regarding traffic offenses, vehicle impounds, and alarm response; and a copy of an incident’s 9-1-1 call details and recording.

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Performance Measure 2.2: EPD’s current public record request process will be streamlined in coordination with the Records Manager and the Public Information Director by the spring of 2006. Delayed. EPD’s public record request process will be examined during the department’s overall policy review. The specific target dates have not been determined.

Program Objective #3: Support the distribution of useful information and training to EPD staff. Performance Measure 3.1: Prepare and produce monthly staff newsletter.

Achieved. The staff newsletter was distributed monthly. The publication was redesigned and re-named the “Eugene Police Beat” beginning with the January 2008 issue. Performance Measure 3.2: Provide basic training in conducting media interviews and writing news releases. Develop future training opportunities. In Progress. The PIO provided basic media training to all sworn personnel through in-service training in January 2008. In February, the PIO provided on-camera interviewing skills training to the four newly promoted EPD sergeants.

Program Objective #4: Provide timely and accurate response and/or referral to City staff and members of the public seeking information.

Performance Measure 4.1: Respond to information requests from City staff or the public.

Achieved. PIO staff responded to 459 phone inquiries and numerous email inquiries from

members of the public and City staff, ranging from requests for crime statistics and crime prevention tips to public service referral requests.

Program Objective #5: Coordinate and support EPD’s awards nominations and ceremonies.

Performance Measure 5.1: Coordinate the Employee of the Month process so there is a monthly nomination and award for Employee of the Month.

Achieved. Each month during this quarter nominations were solicited and an Employee of the Month was selected. In total, two sworn officers and one civilian employee were recognized during this reporting period.

Performance Measure 5.2: Coordinate and facilitate EPD’s annual awards process and coordinate the awards celebration.

Achieved. The annual awards ceremony was held March 5, 2008. Submitted by: Public Information Director, Melinda Kletzok, AP

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Operations Support Division Administration

Section 1: HIGHLIGHTS A police officer testing process was completed with nine candidates selected for hire during May

2008. An eligibility list of eight qualified applicants was established to draw from for future vacancies.

Sergeant Angie San Miguel’s assignment to the division was postponed until late April to allow for

Patrol supervision coverage. A promotion process for sergeant was conducted in late January 2008. Four sergeants were

promoted and an eligibility list was established for future vacancies.

Section 2: NEW AND/OR CONTINUING ISSUES A police officer hiring process was completed for a May 2008 hiring (See section 1 above for more

information.) In late 2007, Eugene Police Employees Association (EPEA) contested an employee termination

that went to arbitration. The arbiter upheld the termination decision during this quarter. The EPEA labor contract negotiation process is underway.

Section 3: PERFORMANCE MEASURES Program Objective #1: Provide executive leadership to the division, coordinating its activities with the priorities of the City of Eugene and other police divisions.

Performance Measure 1.1: Provide information and support as required to EPD’s Senior Staff, other city departments and agencies, as needed, to coordinate the services and activities of the EPD. Achieved. Operations Support staff worked extensively with Central Payroll, Human Resources, and other divisions within the police department to provide budget, grant management and payroll services to the entire department. Financial Services continues to provide detailed monthly budget updates for the Senior Executive Staff. Performance Measure 1.2: Provide information and support as required for the annual budget process. Achieved. The financial services manager worked to prepare proposals for the FY09 budget process. Several police employees were assigned to various citywide service review teams as part of the FY09 planning process.

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Program Objective #2: Manage the resources of the division to meet the service goals of the department.

Performance Measure 2.1: Manage divisional resources within approved budget allocations. Achieved. The Operations Support division has properly monitored and managed the division’s budget allocations. The police training section hosted two professional seminars for our personnel and other law enforcement agencies to offset training costs.

Program Objective #3: Coordinate the activities of the division with outside EPD entities (Human Resources, Finance, Facilities, etc.).

Performance Measure 3.1: Complete all administrative reports and requests for information within established timelines. Achieved. Quarterly updates to the department strategic plan were completed on time.

Program Objective #4: Provide administrative support to the division and its employees.

Performance Measure 4.1: Process requests for information and resources necessary to coordinate the activities of the division. In Progress. Administrative Specialist Rachel Carlson, received training to assist and back-up Payroll Coordinator, Pattie Bean. Sergeant San Miguel attended City contract preparation training. Finance Manager, Trent Spradling is preparing financial information for use during the EPEA contract negotiations. He is also providing monthly budget updates to the department senior staff.

Program Objective #5: Coordinate all human resources responsibilities for EPD through the Operations Support Division.

Performance Measure 5.1: Manage all human resource administrative actions and oversight for the department to ensure that materials and requests for information are completed within established timelines. Achieved. Four sergeants were promoted and an eligibility list was established for future vacancies.

Submitted by: Operations Support Captain, Steve Swenson

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Facilities and Equipment


Work was completed on the Property Crimes Unit’s office remodel project, to expand the size to make room for two additional investigators and improve storage space.

The remodel project within the Investigations Division’s conference room was also completed.

This remodel created additional office space for the lieutenant’s office. Wall panels were installed in the entry area of the Financial Crimes Unit to create an additional

private office space for that unit’s new investigator. FY08 vehicle replacement status:

o All but three of seven new FY08 Police Patrol Crown Victoria’s are now in service. o Property Control Unit’s replacement pickup truck is now in service. o A response vehicle for the Crisis Negotiation Team was acquired from Aramark at a

reduced price and is currently receiving an up-fit through donations from Monaco Motors. Officer Kilcullen has been the lead on this project.


The remodel of the Patrol sergeant’s office space is still pending until a funding source is found.

New parking permits for all unmarked police vehicles will soon be issued. These permits will

replace the orange permits system currently used. The Fleet Board is currently working on a new Citywide Fleet and Radio Policy Manual.

The old IDLRT vehicle that was used by INET will soon become the sole property of EPD and will

then be converted to serve as the new Forensic response vehicle. For FY09, the School Resource Team will need one new (retiring) vehicle for the Bethel School

District and two vehicles for the 4J School District.


Program Objective #1: Ensure that police facilities meet statutory requirements, function reliably to enable personnel to perform their assignments safely and effectively, address community needs, and are cost-effective.

Performance Measure 1.1: Represent the EPD on the city-wide Facilities Board. Achieved. Attended 100 percent of all monthly meetings held this quarter.

Performance Measure 1.2: Oversee all police building repairs, remodels, renovations, maintenance issues, and energy conservation.

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In Progress. Installation of new cabinets for Quartermaster’s storage area to improve efficiency and the remodel project for Investigation’s Division were completed (see Section 1). No new renovations or conservation projects were initiated during this quarter. Performance Measure 1.3: By the end of FY08, complete a series of remodels of the police headquarters to improve the highest priority of issues space and service issues. In Progress. A fire alarm code test of the newly remodeled locker room revealed that the current fire alarm panel is too small. A fire alarm code test of the newly remodeled locker room revealed that the current fire alarm panel is too small. Replacement or renovation of the fire alarm panel are two options being considered.

Program Objective #2: Provide management of the police fleet program to support the City’s acquisition and maintenance of safe, modern, and efficient vehicles for use by police personnel.

Performance Measure 2.1: Preventive maintenance for all department vehicles is performed within scheduling parameters 95 percent of the time. Achieved, Preventative maintenance has met or exceeded 95 percent this quarter. Fleet services recently recognized EPD as the city department with the best compliance record. Performance Measure 2.2: Supervise the volunteer Squad Car Maintenance Team (SCMT).

Achieved. Sixteen SCMT volunteers donated 1,090 hours during January - March 2008. Shuttled vehicles – 276 hours; Vehicles washed – 221; Vehicle inventories and restocks – 128; and Minor vehicle repairs -139. Performance Measure 2.3: 100 percent of approved requests for vehicle and related equipment changes are assigned a priority and submitted by the Vehicle Committee to EPD Senior Staff for approval. In Progress, (1) The Vehicle Committee has narrowed the selection for patrol vehicle push bumpers to either the Go Rhino or the Setina brand. The final selection is still pending with installation scheduled to begin on July 1, 2008. Depending upon the funding available, half of the push bumpers will be purchased and installed at the time. The remaining push bumpers will be purchased later in FY09; (2) The Vehicle Committee continues to monitor patrol vehicle charging systems. Significant improvements have been achieved and a routine report on progress is distributed weekly; (3) Installation of digital light bars to all marked patrol vehicles is expected by FY09. No new requests for this quarter.

Program Objective #3: Involve employees in decision-making for facility and fleet issues.

Performance Measure 3.1: Coordinate the departmental-wide facilities team and provide reports to Senior Staff.

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Not Applicable. This team will not be convened until the City Council’s decision to begin the design phase on a new police facility. Performance Measure 3.2: Coordinate the department-wide Vehicle Committee and forward requests for changes to the Senior Staff.

In Progress. Effective April 28, 2008, Sergeant Angie San Miguel will become the Operations Support Division’s liaison to the vehicle committee and will assume overall fleet liaison responsibilities for the department. Performance Measure 3.3: 100 percent of police personnel and work unit requests for remodeling, renovations and additions to facilities are reviewed and prioritized quarterly by the project team, prior to submission. Achieved. The Facilities and Equipment project manager reviews and prioritizes all requests before submitting them to the Senior Executive Staff. Committees are formed for bigger projects on an ad hoc basis.

Program Objective #4: Maintain the uniforms and equipment issued to department members so that employees have the tools required to safely accomplish their work.

Performance Measure 6.1: Issue and maintain all uniforms and equipment to department members. In Progress.

Performance Measure 6.2: Maintain inventory of 95 percent of equipment with

value greater than $50.00 per item. Not Achieved. (No report provided.)

Performance Measure 6.3: By 2007, begin an annual internal audit of stock and issued equipment and assess vendor performance.

Not Achieved. (No report provided.)

Submitted by: Rick Siel, Retired Lieutenant

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Finance and Budget


Successfully prepared the FY09 budget under a new Budgeting For Outcomes structure and submitted to the City Budget Office.

Presented training class for new sergeants prior to swearing-in ceremony.


Contracts will need to be prepared for multiple agencies that will be involved in the Olympic Trials

at UO in June and July. The 2005 COPS Interoperable Communications grant will be coming to a close in the next six

months and all receivables will need to be collected and bills paid.

Section 3: PERFORMANCE MEASURES Program Objective #1: Maximize the City budget allocation for EPD through the coordination of the department’s involvement in the annual City Budget process.

Performance Measure 1.1: Ensure that EPD meets all City of Eugene annual budget process requirements. Achieved. All required budget materials were provided to the City Budget Office and Budget Committee on time during the quarter. The budget offers under the new Budgeting For Outcomes process were prepared and submitted. As questions arose during the review process all were answered, a presentation was made to the Vision Team and all requested information was submitted.

Performance Measure 1.2: All fiscal year-end closing and opening processes are performed as required by the City of Eugene Finance office. Not Applicable. During this quarter there was no year-end closing or opening processes.

Program Objective #2: Ensure that EPD management receives timely and meaningful financial reports and information to manage the annual finances of the department.

Performance Measure 2.1: Eleven monthly variance and overtime reports are provided on-time. Achieved. During this time period two of the three overtime reports and all three budget and expense reports were provided. Year-end projections are crucial to Senior Executive Staff and

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were provided each month throughout this period. The results show that FY08 projected year end balances are not as dire as were the FY07 projected balances.

Program Objective #3: Ensure that all grant and contract financial requirements are met and that grant funds are spent in accordance with granting agency guidelines.

Performance Measure 3.1: 100 percent of required grant and contract financial reports meet established deadlines. Achieved. All eight required grant reports were submitted accurately and on time. Six required narrative reports which were included with the regular reports.

Program Objective #4: Maintain a thorough understanding of collective bargaining contracts and City policies to act as the first line advisor to EPD management for payroll policies and procedures.

Performance Measure 4.1: Develop and complete all job offer letters prior to the start date for employees. Achieved. All 14 job-offer letters were completed on time. One required a correction as a result of a desire by Human Resources Department to send the letters earlier than planned.

Program Objective #5: Ensure that EPD staff payroll data is handled confidentially and timely and that each payroll is accurately processed.

Performance Measure 5.1: Ensure 100 percent of all payroll timesheet data is accurately and promptly entered into the HRRS system. Not Applicable. Central input of timesheet data is no longer required.

Performance Measure 5.2: Ensure 100 percent of all payroll and personnel action forms/position action forms (PAF/PAR) data is accurately and promptly entered into to the Human Resources and Risk Management (HRRS) system. Achieved. Sixty-eight PAF and PAR forms were prepared on time with no errors.

Submitted by: Financial Manager, Trent Spradling

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Training Basic/State Requirements –Supplemental/Staff Development

Section 1: HIGHLIGHTS On February 12, 2008, the Training Section offered its first Police Operations Academy designed

for the new members of the Eugene Police Commission and the Civilian Review Board. Nine commissioners and one member of the Civilian Review Board attended the nine-week academy. The Academy cost approximately $9,500.00.

The Training Section hosted two large seminars: 1) Street Survival by Calibre Press and 2) Bullet

Proof Mind by Lieutenant Colonel Dave Grossman.


The process to purchase a training database is continuing, but funding is in jeopardy due to the most recent issues involving the Motorola radios.

Out-of-town travel and training requests continue to be approved without input from the Training

Section; consequently, at times, training funds are unnecessarily spent on out-of-town training that is either being hosted locally or can be hosted locally (e.g., Bullet Proof Mind Seminar, Virginia Tech Terror Seminar, etc).

EPD personnel are not taking full advantage of optional in-service training and other training that

is hosted by EPD (e.g., Range 3000 computerized firearms training, use-of-force training, etc). As a result, at times the Training Section’s return on investment in hosting training has been low. Contributing factors for the low attendance rate include: a) patrol officers inability to be detached to attend training due to low unit staffing, b) requirement imposed on patrol officers for completion of an out-of-town travel and training request form for in-house training, and c) employee discretion.


Program Objective #1: Provide basic and supplemental training to new recruits following the completion of the DPSST Academy.

Performance Measure 1.1: Provide basic and any advanced basic training for new police recruits meeting DPSST certification and EPD training requirements. Not Applicable. No recruits were assigned to the Training Section during this reporting period.

Program Objective #2: Provide an in-service training curriculum for officers to satisfy the State of Oregon mandated requirements to maintain police certification.

Performance Measure 2.1: Provide in-service and update training necessary for employees to meet state-mandated DPSST training requirements, the City of Eugene requirements, as well as OSHA requirements.

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Achieved. The January 2008 in-service training consisted of the following training topics: Introduction to Taser Policy by Sergeant Kevin McCormick (1 hour)

The February 2008 supervisory in-service training consisted of the following training topics:

Wage and Hour Law by Human Resources (2 hours) Discipline and Discharge by the City Attorney (2 hours) Internal Affairs and the Police Auditor (2 hours) Chief’s expectations (1.5 hours) The New Robbery Tracking System (.5 hour)

Program Objective #3: Enhance the basic skills of employees by presenting a curriculum that is tailored to the law enforcement-related topics appropriate to their assignments.

Performance Measure 3.1: Provide in-service training opportunities for sworn and civilian staff. Achieved. The January 2008 in-service training consisted of the following training topics:

New Hiring & Training Model by Sergeant Kamkar (.5 hour) Volunteers in Policing Program by Carrie Chouinard (.5 hour) Media Relations by PIO Melinda Kletzok (1 hour) Forensics by the Forensic Team (1 hour) Ethics by Captain Pete Kerns (3 hours)

Performance Measure 3.2: Identify, contract, and deliver outside professional instructors and courses for general and specialty training opportunities. Achieved. The Training Section hosted the following trainings:

Street Survival Seminar by Calibre Press on February 14-15, 2008 (45 officers/detectives attended).

Bullet Proof Mind by Lieutenant Colonel Dave Grossman on March 14, 2008 (80 officers/detectives/supervisors and non-sworn personnel attended).

Program Objective #4: Ensure all employees have access to professional training necessary to perform their jobs and department resources are used wisely.

Performance Measure 4.1: Provide information to all supervisors on course evaluations and employee training records to aid training decisions. Achieved. Information is available; however supervisors and the command staff are not utilizing this resource prior to approving training requests (See Section 2, Continuing Issues). Performance Measure 4.2: By the start of FY07, convert the current computer tracking/reporting system into a user-friendly, department-wide system in which officers can view their personal training records. In Progress. The members of the centralized training database committee joined forces with Human Resources and Waste Water Management; a request for proposal was sent out to the

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vendors for bidding in December of 2007. Several companies competed and Meridian scored the highest among the user groups. Reference checks and additional negotiations are in progress.

Program Objective #5: Ensure that the Training Program meets accreditation standards consistent with recommendations specific to training from the International Association of Chief’s of Police and the Lexipol models.

Performance Measure 5.1: By January 2008, develop an outline for a department-wide training policy to be included in the revision process of all police policies. Delayed. The creation of a Training Policy is currently not on the Police Commission’s agenda. This project is delayed until further notice.

Submitted by: Training Sergeant, Sam Kamkar

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Volunteer Coordination

Section 1: HIGHLIGHTS A new volunteer position has been developed for the Crime Prevention Unit. Volunteers will

attend community events at schools, parks, and bike paths to assist Crime Prevention Specialist Steven Chambers with bicycle registrations by locating serial numbers, assisting citizens with filling out bicycle registration forms and issuing bicycle registration stickers. Other new volunteer positions being developed include: entering historical employee training records for Communications Division training and documenting calls from a department tip line for Investigations.

VIP program staff successfully filled 13 of 14 requests for volunteer assistance, including

transporting bicycles for a Forensic Evidence Unit serial restoration class, researching and pulling articles for a parks and crime research project, retrieving informant and suspect statements from a video for the Violent Crimes Unit, a McGruff the Crime Dog appearance at a safety event, role playing for SWAT, Crowd Control Team and new sergeants’ scenario training, and monitoring contractors working in secure areas of the department.

Five separate news stories were aired featuring volunteer opportunities at the Olympic Trials and

the Seniors on Patrol Team’s theft from vehicle and disabled parking enforcement services. Sixty-five citizens contacted the VIP program offering to volunteer for the Olympic Trials after watching the television coverage. Volunteer Chaplain Lupe Phillips was honored as the Community Solutions/United Way Volunteer of the Month in a full page feature article in the Register Guard.

An overview of the VIP program at four in-service sessions to all sworn personnel and community

service officers was provided this quarter. Four employees attended a training for supervisors of volunteers offered by the VP program coordinator.

Program Statistics 1st

Quarter 2nd

Quarter 3rd

Quarter 4th

Quarter TOTAL

Number of Volunteers 75 75 Volunteer Hours 5,463 5,463 Applications Received 33 33 New Contacts 99 99 Interviews 16 16 Backgrounds Conducted 11 11 Orientations/New Placements 6 6 Volunteers Leaving Program 3 3


None.


Program Objective #1: Maintain an adequate pool of satisfied volunteers for ongoing positions.

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Performance Measure 1.1: Volunteers are available to fill all available positions 95 percent of the time. Not Achieved. Volunteers were available to fill 88 percent of the ongoing positions. Seventy-five individuals volunteered during this time period; some in multiple positions. Volunteers are being recruited for Huckleberry Patrol, Seniors on Patrol, and Squad Car Maintenance Teams. Performance Measure 1.2: Maintain a volunteer satisfaction rate of 90 percent or greater as measured in exit interviews. Achieved. One volunteer completed an exit interview with a satisfaction rate of 100 percent.

Program Objective #2: Continue to develop new, viable placements for volunteers within EPD.

Performance Measure 2.1: Evaluate placement opportunities for volunteers on an annual basis. In Progress. This quarter, discussions were held with Crime Prevention Specialist Steven Chambers, Communications Supervisor Nancy Quinn, and Captains Swenson and Tilby regarding new ongoing volunteer assignments.

Program Objective #3: Work with the department’s Training Program to educate employees about the VIP Program and provide training that focuses on volunteer supervision.

Performance Measure 3.1: Establish volunteer placements in areas of the department that would benefit from the work of volunteers and that can provide interesting assignments. In Progress. The VP program coordinator provided an overview of the VIP Program at four in-service sessions to all sworn personnel and community service officers. The following new positions are being developed:

Crime Prevention Unit – assist with bicycle registrations at community events. Communications Training - enter historical employee training records into a database. Investigations Division - document calls from a department tip line.

Program Objective #4: Balance growth and development of the VIP Program with department resources.

Performance Measure 4.1: Manage the Volunteer Program to keep responsibilities and commitments of the program with the established budget authority. Achieved. Overtime use for this quarter: 3.3 hours for the quarterly all-volunteer meeting.

Submitted by: Volunteers in Policing (VIP) Coordinator, Carrie Chouinard

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Patrol Division Administration


A follow-up report requested by Mayor and City Council to describe the observed effects of the implementation of the amendment to the City’s public drinking ordinance was provided. Most of the parking lots in the vicinity of Autzen Stadium had either complied or indicated their intent to do so by next year’s football season.

The Patrol Team annual sign-up was finalized in March 2008.

Patrol managers and officers effectively addressed policing issues associated with Saint Patrick’s

Day weekend. On March 21, Patrol and Investigations personnel provided security for Senator Obama’s campaign visit to McArthur Court.

Section 2: NEW AND/OR CONTINUING ISSUES In January and February 2008, a monthly quality assessment survey of Police reports was tested.

When implemented in April, watch commanders will receive a monthly report scoring the quality of a sample of the use of force, property crime, financial crime, and violent crime reports written during the previous month.

The Patrol Division captain is the chair of the city-wide Human Resources Board (HRB). The HRB

is in the midst of a project to establish a new appraisal and career development strategy for the organization that relies on continuous feedback.


Program Objective #1: Provide executive leadership to the Patrol Division, coordinating its activities with the priorities of the City of Eugene and other Police divisions.

Performance Measure 1.1: Provide information and support as required to EPD’s Senior Staff, other City departments and agencies as needed to coordinate the services and activities of EPD. Achieved. Patrol Division’s captain attended, or was represented at all scheduled Senior Executive Staff meetings during the first quarter. All pertinent information was shared with lieutenants in a weekly meeting. The captain or his designee, attended all interdepartmental Olympic Trial Planning and HRB meetings.

Performance Measure 1.2: Complete all internal investigations, pursuit reviews, administrative reports, and personnel evaluations within established timelines. Not Achieved. The vehicle pursuit tracking system has not functioned again this quarter. Vehicle pursuits are reviewed via a hardcopy document that is approved through the Patrol

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Division chain of command and maintained in the Professional Standards Section. In the first quarter of 2008, Patrol officers were involved in eight vehicle pursuits; three were completed and five were reviewed by the due date. Sixteen internal affairs investigations were received during the fourth quarter of 20078, 11 of these were completed by the assigned due date or the approved extension. Five investigations were adjudicated and reviewed by the assigned due date or approved extension; one was mediated and one was dismissed at intake by the Police Auditor. Eight were adjudicated and reviewed outside the assigned due date.

During the fourth quarter 10 investigations of Patrol employees who were involved in accidents while driving a city vehicle (known as “vehicle folders”) were opened. Eight were investigated within the required timeline, seven were reviewed within the timeline, and one was not due during the reporting period.

Performance Measure 1.3: Provide information and support as required for the annual budget process. Achieved. Captain Kerns worked with Senior Executive Staff and Patrol command to manage the Patrol Division budget during this quarter.


Performance Measure 2.1: Manage divisional resources within approved budget allocations. Achieved. The Patrol Division lieutenants and supervisors properly monitored and managed the budget during this quarter. Performance Measure 2.2: Manage patrol scheduling to ensure staffing is appropriately scheduled per the division’s staffing plan. Achieved. Patrol resources were scheduled to meet demands and remain within the staffing plan. Special overtime assignments were made to address staffing for Saint Patrick’s Day weekend, downtown bike patrols, and party response patrols on weekends.

Program Objective #3: Coordinate the activities of the division with entities outside of EPD (courts, university, contractors, etc.)

Performance Measure 3.1: Process and coordinate requests for court appearances, special assignments, etc., to meet the service demands of the division. Achieved. All requests were processed and filled as needed. EPD filled 33 outside overtime requests that included UO Men’s and Women’s home basketball games, the OSAA high school

8 Due to the time involved in the internal investigations/review process, P.M. 1.2 in Patrol Division Administration will report the internal affairs data with a one quarter delay.

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basketball tournament at McArthur Court, Lane County Fair – Good Earth and the Home Show, General’s (Hockey Team) home matches at Lane County Fair Grounds, and traffic direction for road repair.


Performance Measure 4.1: Process requests for information and resources necessary to coordinate the activities of the division. Achieved. The Special Operations Administrative Specialist assignment was filled during this quarter. The administrative specialists have processed training requests and purchase orders; ordered supplies and printing, maintained petty cash, scheduled meetings, coordinated special events and worked to ensure that all resources were available for the efficient and effective operation of the division.

Submitted by: Patrol Division Captain, Pete Kerns

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Police Canine (K-9) Program


Eugene Police K-9 officers and their partners successfully captured 12 suspects for EPD Patrol during this period.


None.

Section 3: PERFORMANCE MEASURES Program Objective #1: Assist patrol officers in the detection and apprehension of suspects especially those who have hidden or are fleeing.

Performance Measure 1.1: Respond to on-duty requests for canine assistance within ten minutes. Achieved. There were 146 calls for service during the report period. The average response time for these calls was 3.3 minutes.

Performance Measure 1.2: Respond to off-duty requests for canine assistance within 60 minutes. Achieved. The one off-duty call-out during the reporting period achieved a 25 minute response time.

Program Objective #2: Maintain proficiency of canine handlers through specialized training and ensure that the police dogs receive proper training and care.

Performance Measure 2.1: The number of hours of successful training and certifications received for officers and canines each year. Achieved. All teams have maintained state certification standards and Canine teams have attended 72-hours of training during the reporting period. Three members of the team attended a 24-hour national training for the first time in the history of the K-9 team.

Program Objective #3: Educate community members about the effectiveness and benefits of the Canine Program.

Performance Measure 3.1: Number of demonstrations given and community events attended each year.

In Progress. During the first quarter of 2008, Eugene Police K-9 teams participated in one school demonstration.

Submitted by: Canine Team Sergeant, Tom Eichhorn

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Crowd Control Team (CCT)

Section 1: HIGHLIGHTS Two nights of CCT/Bike saturation patrols ensured the St. Patrick’s Day weekend celebrations in

the west university and downtown areas were calm. Many citations were issued for minor offenses, but there were no major conflicts or disorderly crowds.

CCT/Bikes were deployed for the anti-Iraq War protest and for perimeter and crowd management

during the Senator Obama visit. CCT/Field Force was not deployed this quarter.

Section 2: NEW AND/OR CONTINUING ISSUES The role of field force vs. patrol assistance is being examined due to conflicting training

responsibilities for the SWAT members. New members have been added to CCT/Bikes. With shortages of bikes in both Patrol and CCT, a

purchase in the second quarter will be necessary to maintain the ability to deploy the entire team. In addition, bike uniforms and CCT specific personal equipment will also be purchased.

Section 3: PERFORMANCE MEASURES Program Objective #1: Maintain an adequately trained and equipped Crowd Control Team to respond to major riots and incidents of civil disobedience.

Performance Measure 1.1: Hold a minimum of four scenario-based exercises each year to maintain team effectiveness. In Progress. The last full team scenario training was held in March, in preparation for St. Patrick’s Day. Several iterations were conducted.

Performance Measure 1.2: Maintain a quarterly inventory and adhere to the maintenance schedule for vehicles, bicycles, and other critical equipment and supplies. In Progress. All CCT/Field Force members are fully equipped. See above issue for status of CCT/Bike shortfalls.

Program Objective #2: Work with the organizers of demonstrations to reduce the necessity for arrest, the likelihood of injuries to officers and the public, and to protect the constitutional rights of demonstration participants.

Performance Measure 2.1: Meet with event organizers in every case to reduce or eliminate the number and the severity of incidents that occur at planned demonstrations and planned political events.

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Achieved. There was one organized protest and the CCT/Bike members successfully maintained peace at the event with the help of EPD’s Crisis Negotiation Team and the protest’s CALC organizers.

Program Objective #3: Respond effectively to requests for assistance in handling on-going riots and demonstrations while honoring the constitutional rights of participants.

Performance Measure 3.1: Respond to all unplanned activations and handle according to protocol. Not Applicable. No unplanned CCT/crowd control activations occurred during this period.

Submitted by: Special Operations Lieutenant, Pete Aguilar

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Community Service Officers (CSO) - Crime Prevention

Section 1: HIGHLIGHTS The Crime Prevention Unit received approval from Senior Staff for EPD to host the first annual

“Prevention Convention” on Saturday, October 18, 2008. This is will be the largest community outreach event ever hosted by EPD and will involve personnel from throughout the department. This family event will offer a station-based “Kid Zone” for grades K-4, a mini police academy/ classroom-style activity for grades 5-8, and workshop classes for high school students and adults. The Crime Prevention Unit (CPU) is seeking volunteers, donations, sponsors, and grants to assist in financing the event.

A full Crime Prevention Through Environmental Design (CPTED) inspection/report for the Eugene

Hearing and Speech Center was conducted and the unit was consulted regarding the City’s plans for a new skateboard park under the Washington/Jefferson Bridge.

An all day community training for landlords and property owners/managers about crime

prevention and various services provided by EPD was provided during this quarter. Several staff of the CPU and a Vice-Narcotics investigator gave presentations at the event. There were 72 attendees and the conference received great reviews. In the future, this event will be offered twice a year. This is an example of crime prevention presentations that the CPU is now providing on a regular basis.

Staff has been working to create crime prevention documents and provide related information to

the community for the upcoming Olympic Trials. All of the crime prevention specialists worked at the 2008 Project Homeless Connect, assisting

with security consultation, staffing a Crime Prevention booth, and registering bicycles.

Section 2: NEW AND/OR CONTINUING ISSUES A significant portion of the crime prevention specialists’ time was spent providing back-up

supervision of the public safety stations, in the absence of station managers. In total, 335 hours were spent acting-in-capacity in the public safety stations. This included: 63 hours at the City Center; 189 at Bethel; 38 at West University and 45 at Monroe Street.

Development planning for the new Crime Prevention Unit has continued with various meetings

with department staff to learn about their functions, improve communication, and determine areas where the unit can assist or add benefit to the work of other department work groups.

Thirty-one follow-up calls to burglary victims were conducted.

Section 3: PERFORMANCE MEASURES Program Objective #1: Provide effective crime prevention services for the community through presentations, and by responding to individual requests for service.

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Performance Measure 1.1: Respond to individual and group requests for crime-prevention guidance, training, presentations or other crime prevention services. Achieved. In this quarter, all requests for group presentations were provided.

ACTIVITY 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr TOTAL

Group Presentations 33 Calls & Consultations 104 CPTED9 & home inspections 31 Officer Appearances Scheduled 3 Community Events 4 Hours of acting-in-capacity for public safety station managers

335

335

Performance Measure 1.2: The number of active neighborhood-watch groups.

In Progress. There are now 85 active groups.

Program Objective #2: Maintain up-to-date information on crime prevention and make materials available to the department and the public.

Performance Measure 2.1: Update web-based content on the Police Department portlet quarterly.

Achieved. Seven documents have been updated for the web site, including background checks, robbery, fax, homeless, Spanish version, Neighborhood Watch packet, and ID theft.

Performance Measure 2.2: Biannually update information handouts and training materials utilizing feedback from evaluations and professional information on current practices in crime prevention. In Progress.

Program Objective #3: Within the available department resources, provide prevention services to targeted groups as needed.

Performance Measure 3.1: Respond to 75% of requests for targeted group services. Achieved. Crime Prevention responded to all requests.

Program Objective #4: Represent EPD in community-based crime prevention programs and events.

9 Crime Prevention Through Environmental Design (CPTED) is a nationally recognized crime prevention service provided by local law enforcement services.

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Performance Measure 4.1: Serve as a representative of the police department in community-based crime prevention programs and events.

Achieved. Represented EPD at the following school, agencies, and events: Domestic Violence Council Looking Glass (DV survivor group) Child and Family Violence Subcommittee, Womenspace

Hult Center (outreach program)

Cesar Chavez/ Family School 4j (Child abuse reporting) Project Homeless Connect Friendly Neighbors/EWEB Halfway House Inc NW Youth Corps Willamette Family Treatment Services Nuestro Lugar Lane County Coalition for the Prevention of Substance Abuse

Chambers Construction

Sheppard Motors Youth event State Traffic Safety group Person First Landlord Training LCC Wellness Fair City of Eugene – LRCS Red Cross Olum Childcare Center First Fridays, Minority Networking Crest Drive Neighbors Assoc. LEAD (Leadership, Education, Adventure & Direction)

Riverbend Housing complex

Human Rights Commission and Liaison Loss Prevention – Valley River Center Sacred Heart Security Board U of O Dept. of Public Safety U of O Greek organizations

Submitted by: Crime Prevention Sergeant, Lisa Barrong

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Community Service Officers (CSO) - Field Support

Section 1: HIGHLIGHTS Due to full-staffing of the unit, CSOs were able to provide an increased level of field support

during the first quarter of 2008. The new CSOs received valuable training in report writing, defensive tactics and EVOC during this

quarter. Training was a focus for the CSO unit during the last quarter and classes were designed specifically to benefit the unit.

Sergeant Solesbee returned to a patrol team in March and Sergeant Klinko took over supervision

of the CSO unit. CSO staff has been assisting with subpoena service during this period.


Due to increased field support provided by the CSO unit some questions have arisen regarding dispatch protocol. Sergeant Solesbee was working with communications supervisors and command staff on the issue prior to returning to patrol. To date, there has been no policy change and some unresolved issues exist between Dispatch and the CSO unit.

The training staff and Patrol command have been working on an academy for CSO’s. This project

was in its early stages during the last quarter. Although much training was completed this quarter an actual CSO academy has not been implemented.

Section 3: PERFORMANCE MEASURES Program Objective #1: Respond to customer calls promptly to provide effective and efficient community service.

Performance Measure 1.1: Respond to the complainant within 24 hours of the time the call has been entered into CAD. Not Achieved. Community service officers handled 2,034 desk log calls this quarter. Initial response to complainant within 24-hours occurred at a rate of 65 percent. Due to increased expectation of street support (continuing issue mentioned above) and sporadic availability of light-duty officers, members of the CSO unit spent less time at the desk this quarter.

Performance Measure 1.2: Staff the CSO office seven days a week, 0600-2100.

Not Achieved. The CSO office is currently staffed seven days a week, however as a result of each CSO attending briefing with a patrol team, the two officers who previously started at 0600 were advised to start at 0630 to facilitate briefing with first watch. The current staffing is Monday-Friday, 0630-2100; Saturday, 1100-2100 and Sunday, 0800-2100.

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Program Objective #2: Assist Patrol Division with “cold” burglaries, reports, and appropriate priority calls, including those that occur during evening hours.

Performance Measure 2.1: Respond to Priority 3 calls within seven minutes, 80 percent of the time. Not Achieved. Community service officers responded to 401 priority-3 calls. Forty-nine percent of responses from dispatch to arrival were within the seven minutes target. This objective may be difficult to achieve due to the fact that unlike Patrol, the CSO doesn’t have beat assignments and must often respond from a long distance.

Performance Measure 2.2: Respond to Priority 4 and 5 calls within 60 minutes, 80 percent of the time. Achieved. Staff responded to 237 priority-4 and 5 calls with a 100 percent success in meeting the dispatch to arrival time of 60 minutes.

Program Objective #3: Serve the public in an efficient and respectful manner when taking reports at the police department headquarters.

Performance Measure 3.1: The public indicates a minimum of 85 percent “satisfied” or “very satisfied” in their interactions with the CSO Report Desk as determined by a survey administered twice each year. In Progress. A survey has been developed by light-duty Officer Jacen Johns, with the assistance of Terry Smith. This survey needs final approval prior to implementation. Officer Johns was out during the fourth quarter of last year and this quarter, which has delayed completion of this project.

Program Objective #4: Ensure that Community Service Officers who provide field support are adequately trained, follow established department protocols, and are prepared to work as professionals in law enforcement.

Performance Measure 4.1: Develop and update an annual evaluation process to include training goals. In Progress. An annual evaluation form will be developed consistent with the process being implemented for sworn patrol officers. The new form and process were to have been implemented by January 2008, but due to change of supervision of the CSO unit this project has not yet been completed.

Submitted by: Patrol Lieutenant, Scott Fellman

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Community Service Officers (CSO) - Public Safety Stations

Section 1: HIGHLIGHTS Three of the four station managers and all three crime prevention specialists worked at the City-

wide Homeless Connect event on February 7, 2008. They staffed a booth that displayed Safety Station services and also worked with the bike giveaway program. Due to staffing limitations, this commitment required three of the stations to be closed during the event.

City Center Public Safety Station (CCPSS): Station Manager, Harlow Meno completed his

participation in the city-wide budget alignment process as a member of the “Thriving Culture and Recreation” Vision Team. He participated in numerous trainings and meetings (18.5 hours). This project was very interesting and allowed him to network with staff from other city departments and improve his knowledge of the city organizations: how it works and the city budget process.

Monroe Street Public Safety Station (MSS): Mano a Mano en la Comunidad presentations this

quarter included: January 20, 2008, -- 35 attendees at Asamblea Apostolica, 3280 River Road February 10, -- 125 attendees at Iglesia Mahanaim, 555 E. Ferry Street March15, -- 80 attendees at Iglesia Adventista de Septimo Dia, 2809 Friendly Street

Approximately 240 Latinos were reached this quarter through the program, bringing the total number of attendees to 800 since the inception of the program. The large number of people contacted is a measure of success for the program and also demonstrates the increase in the Latino population in our community, as well as the need for this type of outreach.

MSS: In January, Station Manager Lupé Thompson participated in a Community Focus Group

Session at Centro Latino Americano. As one of the station neighbors and partners, discussion was aimed towards the development of a strategic plan, unified vision, and direction for the organization.

West University Public Safety Station (WUPSS): The Parking Meter Cash Key Program is now

underway. The program has started out slowly; however we anticipate that through word-of-mouth the popularity of the program will quickly increase the numbers.

WUPSS: Station Manager Janecek has been working with the department’s volunteer program to

increase the number of volunteers to staff the front counter of the station. Twenty-seven hours a week are currently covered. The goal is to increase to at least one additional volunteer in the next quarter.

WUPSS -Seniors on Patrol (SOP): Senior Patrol Coordinator Janecek continued to meet with

perspective Senior Patrol candidates. Planning started for the next SOP academy to be held next quarter.

Bethel Public Safety Station (BPSS): Station Manager Dusky Steele, started on January 14, 2008.

Crime Prevention Specialist Mazzotta is now based out of the Bethel Public Safety Station.

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BPSS: The Rental Property Program underwent a major audit and upgrade. The program has been significantly improved to allow weekly reports to be emailed to the responsible parties rather than faxed and “snail” mailed.

Section 2: NEW AND CONTINUING ISSUES CCPSS: By the close of the first quarter 2008, 118+ light sets have been installed through the Be

Safe, Be Seen Bike Light Safety Program, where officers and social service agencies issue coupons for light sets. Although more coupons are being issued by social service agencies than by police officers, the program serves to educate the public, help those “in need”, and get bike riders into compliance with the bike light laws.

CCPSS: As previously reported in the fourth quarter of 2007, CCPSS received grant funds from

Walmart to purchase bike locks to startup the Bike Lock Distribution Program. Currently options are being explored to acquire matching funds from area service organizations to increase the number of locks that will be available.

MSS: This quarter, 66 bikes were registered at the station and the station has also been

extremely busy with the Bike Light Program. The Mano a Mano program has continued to be successful due to volunteers who attend and assist in this program. All this was accomplished with the help of 577 volunteer hours for the quarter at Monroe Street Station.

MSS: Demand for services is increasing as more Latinos are contacted through the Mano a Mano

program; especially calls to the station manager for Spanish-speaking services. Spanish speakers are now calling daily for varying types of assistance. MSS and the department will need to monitor this increased request for services and develop a long-range plan for services to the Spanish-speaking community.

BPSS: A CPTED (Crime Prevention Through Environmental Design) report was completed by the

department’s Crime Prevention Unit for the Bethel Public Safety Station. The report indicated significant deficiencies in most areas of the facility. Some immediate steps were taken to improve the situation, but most deficiencies will require major financial investment by the building’s owners and options will have to be investigated.

Section 3: PERFORMANCE MEASURES Program Objective #1: Provide community members with information and services from the Eugene Police Department through neighborhood-based public safety stations.

Performance Measure 1.1: Manage public safety stations so that they are available and open to the public Monday through Friday, 8:00 a.m. to 5:00 p.m. Not Achieved. Although stations are scheduled to be open 40-hours per week, depending upon staffing issues, the stations must sometimes close while the station manager is out of the office. Every effort is made to cover these absences with light-duty officers or crime prevention specialists, but other staff is not always available. A summary of hours each station was closed includes: BPSS - 42, CCPSS 88, MSS 22, and WUPSS 5 hours.

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Performance Measure 1.2: Services provided or coordinated through the public safety stations and the community participants served per year. Achieved. All public safety stations offer police reports, crime statistics, information and referral, bike registration, free gun locks, notary public services, neighborhood mediation and intervention, volunteer opportunities and liaison and/or coordination of groups, advisory councils, etc. Additional services are detailed in the table below: ADDITIONAL PREVENTION SERVICES

BPSS CCPSS MSPSS WUPSS

Rental Property Program (contacts/reports) X Trespass Program X Family/DV Follow-up Program (contacts) X Senior Patrol Program (20 hours per week) X Park Restriction Program (new restrictions) X Theft Prevention Program (letters) X Radar Watch Program X EPD Ride Along Program X Lane Co. Parole and Probation visits 426 n/a 331 150

TOTAL CONTACTS* 698 880 1879 1159 *(excluding Parole and Probation Visits)

Program Objective #2: Help community members to feel safe in their neighborhoods.

Performance Measure 2.1: Provide two neighborhood-specific public safety seminars per year at each station. In Progress. All stations participated in events during the quarter. As mentioned above, MSS held three Mano a Mano events, Landlord Training was held and a personal safety training for the “Person First” group for developmentally challenged individuals was held.

Program Objective #3: Assure that patrol officers have access to the stations when they are closed so that they may be used as a regional or remote office.

Performance Measure 3.1: Days that officers used the stations during times when station was closed to the public. Days Station Was Used By Officers When Station Was Closed

Sub-Stations 1st Qtr. 2nd Qtr. 3rd Qtr. 4th Qtr. TOTAL BPSS 8 8 CCPSS 9 9 MSPSS 224 224 WUPSS 147 147

Submitted by: CSO Station Managers and Crime Prevention Sergeant, Lisa Barrong

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Explosive Disposal Unit-Metro (M-EDU)


On February 19, SWAT requested MEDU assistance on a search warrant with rumored booby traps, explosive chemicals, etc. No items of interest were located. On February 20, MEDU responded to the Eugene Airport regarding a suspicious device in baggage. The item resembled an organic explosive connected to wires/batteries, etc. Although the passenger could not identify what the possible organic matter was, MEDU determined it was non-explosive.

On February 21, MEDU responded to an attempted bombing of a motor vehicle. The call had

initially come in as a criminal mischief on the February 18. Due to computer problems, it was sent over to the 9-log (low-level, non-emergency calls that are addressed when time permits). When the complainant called in another incident, Patrol responded and properly assessed the situation. MEDU responded and rendered the device safe and an investigation is continuing.

On March 19, the team provided a presentation to Municipal Court staff on identification of

possible devices, bomb threats, and what do to in the event of an incident. After receiving positive feedback from the last presentation by MEDU, the Lane Educational District requested a repeat presentation to the 4J district custodial staff on March 25, 2008.

Members of the team assisted with Dignitary Protection for the two Presidential candidate

campaigns.

Section 2: NEW OR CONTINUING ISSUES

MEDU members continue to participate in the 2008 Olympics Trials monthly meetings. In anticipation of the Olympic Trials, MEDU is developing a work plan and needs assessment. As information is provided, MEDU is preparing to respond and obtain the needed mutual aid and equipment from the Bomb Squads around the state.


Program Objective #1: Ensure that the Eugene Metro Area has a response team of employees specifically trained in the safe handling, disarming and disposal of explosive material deemed to be of immediate danger to the health, safety and welfare of the public.

Performance Measure 1.1: Maintain a full roster of trained officers for the Explosive Disposal Unit that includes a minimum of one representative from the Lane County Sheriff’s Office. Achieved. The team consists of six EPD officers and one LCSO deputy who are certified bomb technicians. Performance Measure 1.2: On an annual basis, ensure that all EDU members maintain applicable certification levels and meet required training hours.

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Achieved. All members are certified by the FBI Hazardous Devices School (HDS). Team members continue to meet the national standards and training requirements. Three team members will require recertification in 2008. At this time, HDS is a year behind on recertification; the anticipated dates for three team members to recertify will be in 2009. Performance Measure 1.3: Provide monthly reports to compare the type and number of activations for the EDU as compared to previous years of operation.

In Progress. Calls for service in the first quarter of 2008 decreased slightly when compared to the same time period in previous years.

EDU ACTIVATIONS – First Quarters of 2005-2008

TYPE OF ACTIVATION 2008 2007 2006 2005 IED/Explosive 2 3 2 3 Suspected Device 2 2 3 0 Attempted Bombing 1 n/a n/a n/a Military, Fireworks/ Commercial 1 1 1 2 Hoax 0 0 1 3 Explosive Devices 0 0 2 0 SWAT Assist 1 0 0 1 Outside Agency Assists Training Days 6 4 2 6

Program Objective #2: Maintain fully-operational and well maintained equipment that is adequate to protect the public and the unit personnel from injury.

Performance Measure 2.1: Establish and maintain a testing schedule for all equipment. Achieved. Testing of equipment is completed on the team’s first training day of each month.

Program Objective #3: Advocate for appropriate equipment improvements and acquisitions through the annual city and county budget processes and through grant procurement requests.

Performance Measure 3.1: Document training, equipment maintenance and testing, every month during scheduled training time. Achieved. Team members document all training on C-briefs and retain them for record keeping purposes.

Performance Measure 3.2: By FY08, achieve the Federal Emergency Management Administration (FEMA) Resource Type to Level 1 certification. Achieved. The Total Containment Vehicle has been acquired and training for usage is scheduled for April 29 – 30, 2008.

Submitted by: EDU Sergeant Kris Martes

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Forensic Investigation Re-Construction Survey Team (FIRST)


FIRST responded to three vehicle-related incidents in February- March 2008:

o On February 3, FIRST responded to a single vehicle crash on Bailey Hill Road near West 18th Ave. The vehicle was southbound at a very high rate of speed when the driver lost control as he crossed 18th Ave. He jumped the east curb, hit a large sign and went airborne, then flipped, rolled, and finally landed right side up. The driver and all three of his passengers (all minors) were injured, but survived. All had been drinking and the black box analysis showed the vehicle to be traveling 94 mph just prior to impact.

o On March 18, Patrol responded to a vehicle vs. pedestrian crash at West 11th Ave. and McKinley Street. They were initially advised the injuries were non-life threatening however; the victim did die from his injuries. There was no criminal culpability for the driver in this case.

o On March 20, FIRST responded to a serious injury crash involving two vehicles on eastbound Beltline over River Road. This incident began at Roosevelt on Beltline when the suspect vehicle struck a taxi and fled the scene on the wrong side of Beltline. Following the head-on collision at River Road, both drivers had to be cut from their vehicles and survived the incident. The suspect’s blood alcohol level was .24.

Drug Recognition Experts (DRE) conducted 16 evaluations; nine were outside agency assists.


One investigator, Officer Natt, was promoted to sergeant and Officer Thrower is on the list. Officer Dale Dawson was the last officer on the list and is now a member of FIRST.


Program Objective #1: Complete conclusive investigations that identify causation, liability, and prevention opportunities.

Performance Measure 1.1: Provide initial response to all activations with personnel and equipment fully operational within 60 minutes of request, 95% of the time.

Achieved. This performance measure was met in all three incidents to which it applied. As the scene at 11th Ave. and McKinley St. had been released prior to the case being assumed by FIRST there was no call-out initiated. Performance Measure 1.2: Make a determination of criminal culpability in 100 percent of investigations, and clear at least 85 percent of all felony cases. Achieved. The responsible drivers in both cases involving criminal liability have been appropriately charged.

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Program Objective #2: Maintain appropriately trained and equipped investigators to respond to major collisions and crime scenes.

Performance Measure 2.1: Train one-third of all team investigators to the level of Re-constructionist and provide necessary update training. Achieved. Well over one-third of the team is trained as re-constructionists leaving four investigators to train to that level as budget allows.

Program Objective #3: Provide timely assistance, consultation, and information to other divisions and agencies as requested (Violent Crimes Unit – VCU, District Attorney, the city’s Risk Manager, the department’s Public Information Office – PIO).

Performance Measure 3.1: Provide information releases within three hours of incident, and within 24 hours of arrest, conviction, or suspension of case.

Achieved. This performance measure was met in the three incidents for which it applied for FIRST.

Submitted by: Sergeant Michael Gilbert and Lieutenant Tony Baker

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Patrol Services


Patrol Division detached Lieutenant Barrong to work on Olympic Trials staffing/planning issues. Lieutenant Deshpande was transferred from the Office of Professional Standards to Patrol as a

watch commander. Four sergeants were promoted and placed on teams at watch rotation.

Sergeant Klinko was transferred into the scheduling assignment the last week of March for

orientation with Sergeant Solesbee.


Establishment of the policy for 3SI tracking system (bank robberies) is being drafted and training will occur at the May 2008 in-service. A longer term discussion is needed to plan for implementation of a single tracking system for handling all types of internet-based bank/theft safety products.

There were four Taser applications during the first quarter and 30 warnings were given.


Program Objective #1: Appropriately triage and respond to calls for service so that responses meet established response time standards. Develop a “layered” priority system so that service expectations and capacity can be balanced against other priority needs.

Performance Measure 1.1: Staff and deploy patrol officers so that Level-1 call response targets are achieved 90 percent of the time. Not Achieved. In the first quarter patrol response for Level-1 calls declined to 49 percent, continuing the decline in arrival time from last quarter’s 56 percent. Level-1 calls increased by 9.0 percent since the fourth quarter of 2007. Performance Measure 1.2: Staff and deploy patrol officers so that Level-2 call response targets are achieved 90 percent of the time. Not Achieved. In the first quarter patrol response met the established target of 10 minutes from dispatch to arrival 79 percent of the time. This compares to a success rate of 78 percent in the fourth quarter of 2007. Performance Measure 1.3: By October 2007, staff and deploy patrol officers so that Level-3 call response targets are achieved 90 percent of the time. Delayed. Definition of level-3 and level-4 calls has not been completed.

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Performance Measure 1.4: To support the new call response strategy, develop and implement a change for call response from Priorities 1-5 to Levels 1-4 by September 30, 2007, including the evaluation of lesser-priority call-type responses that may be temporarily or permanently discontinued. Delayed. No change since the last report. An evaluation and interpretation of current in-progress calls is underway to determine level-3 and level-4 calls. Some adjustments are being made to level-1 and level-2 calls. Coordination with the work of the Magellan consultants for the staffing study must also be factored into the level definitions.

Performance Measure 1.5: By September 30, 2007, Patrol sergeants and their teams will be assigned to patrol districts and patrol officers will have a dedicated beat assignment in an effort to support the new Neighborhood-Based Community Policing Initiative under development.

Completed. The redistricting was implemented in the fourth quarter 2007. The officer designator reconfiguration was also completed at that time.

Program Objective #2: Meet the demand for special and outside requests for police officers.

Performance Measure 2.1: Meet the demand for special duty and outside overtime requests 90 percent of the time without forcing mandatory drafts. Achieved. Records indicate that all 33 requests were met. No drafts were required to meet minimum staffing. The following is a list of events covered by the scheduling sergeant:

Women’s B-Ball: January 3, 5, 17, 19; February 7, 9, 21, 23; & March, 2008 Men’s B-Ball: January 10, 13, 24, 26; February 2, 14, 16; & March 6, 8. Mac Court OSAA B-Ball: March 12-15. Lane County Fair-Good Earth: January 25-27. Lane County Fair-Home Show: March 6-9. Fair Ground-Generals Hockey: February 12, 22-23. Wildish Traffic Direction: March 19.

Program Objective #3: Provide follow-up investigations of low-level criminal and nuisance activities that require attention beyond initial call response and preliminary investigation.

Performance Measure 3.1: Conduct follow-up investigations for low-level criminal and nuisance crimes and violations within assigned timeframes. In Progress. The Court Liaison Office has been working diligently to update the case management process. Officers are being assigned follow-up cases, prompted to determine disposition, and/or close their current open cases. Due to the back-log of cases not all of them have been assigned to officers. About 30 percent of investigations are yet to be assigned to patrol officers.

Program Objective #4: Provide basic community policing activities such as problem-oriented policing (POP) projects and involvement of patrol officers in neighborhood meetings.

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Performance Measure 4.1: By July 1, 2007, develop and implement a strategy to evaluate patrol officers pro-active policing efforts. In Progress. A solution has been determined to enter a disposition code when an officer participates in a pro-active policing effort. The code has been selected and a process for entering them into CAD is being developed. Performance Measure 4.2: Officers will attend neighborhood meetings and special events within their beat.

Not Achieved. Patrol officers still don’t have enough un-obligated time to participate in community events. The high volume of priority calls has made this measure presently unattainable.

Submitted by: Patrol Lieutenant, Tony Baker

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Safer Schools / School Resource Team (SRT)


There were four calls for service, with Patrol assisting, at McDonalds Restaurant near Sheldon High School in February regarding large groups of Sheldon students massing to watch fights. It was determined that several McDonalds employees had associations with these students; possibly explaining some of the problems experienced in the parking lot over the past several months. McDonalds terminated those employees, which hopefully will lessen our responses to this business.

On February 5, 2008, a new Sheldon student brought a loaded gun to school and was seen by other

students at McDonalds. An investigation revealed the student was bragging about starting a gang, and thought school shootings were cool. He also bragged about playing chess with a campus monitor at Sheldon while armed. The student and gun were located and he was lodged. Students in this case knew about the gun but did not report it to police or the school; a parent heard about it and reported it to police. An educational blitz was pressed into classrooms to encourage students to report armed subjects on campus immediately to avoid potential problems.

As a continuation of what was reported last quarter, 4J School District has applied for a homeland

security grant which will pay for training their entire staff on ICS/NIMS related to their new emergency plan that is nearly complete. EPD is helping 4J fulfill their obligation for the grant, understanding that the City’s gain will be the 4J staff trained in NIMS/ICS who will have a clearer understanding of how to function within emergency operations.

SRT has new uniforms that fall within the new standards created by the uniform committee and will

make the SRO’s more identifiable as police officers when they wear their soft uniforms on duty. They will wear the 5-11 uniform shirt and pants as well.

A bomb threat occurred at Willamette High School that was reported by students who overheard

another student threatening to bring a bomb to the school. The student was located and when the threats were deemed credible the student was arrested.

A student at North Eugene High School started a fire in the boys’ locker room. The school was

evacuated and minor damage occurred. The student was located and arrested for Arson 1.

South Eugene High School (SEHS) had four new gang related “LSC” (Loco’s Sorenos Click) tags painted on walls. One event was caught on video and follow-up by a SRO will occur. Five other gang-related graffiti cases were cleared by the SRO and three students were arrested in the process.


A new radio procedure was instituted this quarter in response to the officer safety concerns brought

to the attention of Patrol Command and the 911 Center. A school resource officer (SRO) will now clear, secure, and announce static location changes on Channel 2. SRO’s advise Channel 2 when switching to Channel 1 and remain on Channel 1 to monitor radio traffic. They check out on Channel 1 whenever their activity could generate a request for cover or there would be a need to be in constant contact with patrol personnel. It is working adequately so far and minor glitches are being resolved.

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There is no change in the status of the SRT fleet. (We operate retired patrol fleet vehicles leased out to the school districts who manage their repairs.) The next group of retired patrol vehicles does not meet the criteria to be used as SRT vehicles, necessitating a delay until FY09 to replace both school district’s vehicles.

Patrol Command is still working toward acquiring patrol rifles (either new or refurbished) for the

School Resource team. The outlook is good that the SRT and the Campus team will receive the rifles; with an answer expected by the close of the second quarter. The rifles will help with the unit’s mission readiness to respond to active shooter situations, and assist Patrol.

There continues to be problems with minor thefts, harassments and threats, and possession of

marijuana cases being reported in both school districts. Knives continue to be a regular school violation seen in the schools, with three illegal knives found on students resulting in arrests this quarter.


Program Objective #1: In cooperation with the two Eugene school districts, maintain schools that are safe places for students, staff, and members of the community.

Performance Measure 1.1: Provide School Resource Officers (SRO) to all Eugene high schools. Achieved. Each of the five school resource officers worked approximately 40 hours per week directly in the Eugene and Bethel High Schools: Churchill, Sheldon, South Eugene, North Eugene and Willamette. The Churchill SRO was promoted to sergeant, and a new officer was selected to fill that position after a temporary backfill occurred, with no interruption of service. Performance Measure 1.2: Each school district indicates a minimum of 85 percent “satisfied” or “very satisfied” in their interactions with the Safer Schools program as determined by a survey administered in December and June of each year. Not Achieved. The survey design is completed. The survey will be disseminated to the schools before the end of the 2007-08 school year.

Program Objective #2: Appropriately respond to calls for service in area schools so that responses meet the demand for service within established response time standards.

Performance Measure 2.1: Staff and deploy patrol officers to the Safer Schools Program so call response targets are achieved 90 percent of the time. Achieved. The five minute response target was met for both of the two priority-2 calls that occurred during school hours this quarter. The School Resource Officers responded to all school calls and are usually on-site when a call is reported. Having a SRO at each school is a prevention measure in that the officers can work with students and staff on issues before they turn into a higher priority call. It is estimated that the team responds to 90 percent or more of all calls generated on a school campus.

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Program Objective #3: Provide prevention services to high schools to build positive relations with students, discourage gang involvement, and enhance problem-solving with school staff, families, and neighborhoods.

Performance Measure 3.1: Provide prevention presentations and classes taught by members of the Safer Schools Team. Achieved. A total of 22 presentations were made in four of the five high schools this quarter. No presentations occurred at Sheldon and Churchill gave nine.

Program Objective #4: Coordinate and provide appropriate staffing and leadership for camps and activities for youth during the summer break.

Performance Measure 4.1: Youth Police Academy, Police Activities League (PAL), and other prevention programs provided to area youth during non-school hours. In Progress. The School Resource Team supervisor is working with the Bethel Public Safety Station Manager, a past PAL program manager, in order to plan and present this year’s EPAL camp as a stand-alone EPD camp. The ropes course and some recreation staff will still be utilized, but volunteers will help run the camp even more than last year. Youth Academy #21 is in the planning stages. Both camps will be held in to accommodate staff commitments to the Olympic Trials. At least one after-school, EPAL event is in development for the next quarter as well. Numerous grant applications have been submitted this quarter, however no responses have been received at this time to let us know if we will receive help with funding.

Submitted by: School Resource Team Sergeant, Mike Galick

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Special Weapons & Tactics (SWAT) - Crisis Negotiations Team (CNT)


The Team Leaders attended the Virginia Tech active shooter briefing by John Giduck. Dignitary Protection and team members provided perimeter and venue security to assist the

Secret Service with Senator Obama’s visit. A joint training day between SWAT and the Eugene Fire Department was held.

A combined Special Operations calendar has been created for all training and special events.

Training dates for SWAT team and element training have been set and coordinators assigned. Specific topics, scenarios, and joint participants have been identified and coordinators assigned. Venues and materials are now being resourced. Coordinators and trainers for Camp Rilea in September have been assigned.


The Bushmaster AR-15 carbine has presented maintenance and operation deficiencies. A

replacement weapon (HK-416) has been identified and priced. A request for purchase was submitted to the Patrol captain.

Several valuable grant purchase items arrived: a gas spectrometer, entry/rescue tool kit, remote

video system, and a remote viewer. Two CNT members have resigned from the team, in addition to the vacancy remaining from the

fourth quarter of 2007. A process is being planned for the second quarter of this year.

Section 3: PERFORMANCE MEASURES Program Objective #1: Maintain appropriately trained and equipped personnel ready to respond in emergency and planned high-risk events meeting SWAT/CNT deployment criteria.

Performance Measure 1.1: Respond to critical incidents meeting SWAT/CNT’s activation protocols with personnel and equipment fully operational within 45 minutes of request, 95 percent of the time. Achieved. Two SWAT/CNT activations with teams mission capable were on-scene within 45 minutes. In one case the team began arriving within five minutes of notification. CNT responded separately from SWAT on 11 assists to Patrol with non-violent subjects.

Performance Measure 1.2: Maintain SWAT/CNT readiness by holding at least 10 scenario-based training exercises each year. In Progress. During the first quarter the SWAT/CNT teams conducted three days of scenario training for a total of six iterations.

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Performance Measure 1.3: Risk Assessment Matrices are submitted to the SWAT Commander and reviewed prior to police involvement in planned events. Achieved. RISK ASSESSMENT MATRICES

Program Objective #2: Maximize the use of specialized equipment and department resources through proper management and maintenance programs.

Performance Measure 2.1: Document equipment maintenance and testing every month during scheduled training time. Achieved. Equipment maintenance and testing have been completed on all training days. Specific procedures are being detailed in the draft Standard Operating Procedures (SOP).

Performance Measure 2.2: A schedule of equipment replacement needs is submitted to the Special Operations lieutenant by August of each year. In Progress. Equipment replacements, modifications, and improvements have been identified for the coming year. New equipment and vehicles have arrived that will be added to the replacement schedule.

Program Objective #3: Conduct individual and team training in accordance with National Tactical Officer’s Association (NTOA) guidelines.

Performance Measure 3.1: Develop SWAT Skills List to identify individual and team skills/frequency to meet NTOA guidelines by June 2007. In Progress. Finalization of the Mission Essential Task List that formed the context for team, element, and individual critical skills has been extended due to research with other agencies and tactical organizations. The final list and evaluation criteria (for the training) will be completed by April 2008. Performance Measure 3.2: Develop individual training records for each officer, specific to team assignments, to track training accomplishments by June 2007. In Progress. The format and administration of the training records has been developed. Implementation of the records began in January 2008 for firearms and is scheduled for April 2008, for critical skills based upon the final list and evaluation criteria. Performance Measure 3.3: Develop yearly cyclic training plan to achieve individual and team training NTOA guidelines by December 2007. Achieved. A combined Special Operations calendar has been created for all training and special events. This is an ongoing process to be modified as required throughout the year.

Submitted by: Special Operations Lieutenant, Pete Aguilar

ACTIONS

1st Qtr.

TOTAL

Assessment Matrices Submitted 12 12 4 Warrants Served by SWAT/CNT 4

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Traffic Enforcement Unit (TEU)


Assisted with the coordination and/or policing of high-profile community events this quarter including the annual Dr. Martin Luther King, Jr. March and a peace march sponsored by the Citizens Alliance for Lane County.

Participated in several community outreach and public education events which included the Lane

County Youth Fair, Sheldon High School Career Day, Cascade Middle School class on good decision making, and presentations to the Eugene Police Commission.

In January, TEU attended a workshop by the Oregon Department of Transportation (ODOT)

related to the 3-Flags Safety Belt grant. In February, TEU participated in the two week 3-Flags “Traffic Safety Blitz” along with hundreds of law enforcement agencies throughout Oregon and rest of the Pacific Northwest. This two week blitz period focused on safety belt, child safety seat usage, and speeding. During the blitz period, TEU also conducted a targeted operation where plain clothes officers were used near busy intersections throughout Eugene to spot safety belt and safety seat violations.

Unit members provided or assisted with the instruction of several training sessions including:

SWAT; HEATT; CNT; defensive tactics; firearms training and qualifications, Taser implementation training, and report writing for CSO’s.

TEU assisted with traffic and dignitary duties for Senator Barack Obama’s campaign visit to

Eugene. TEU worked with other sections of our department, as well as other law enforcement agencies such as the United States Secret Service, Lane County Sheriff’s Office, Oregon State Police, and the Federal Protection Service.


Planning meetings were held for the following future events: 2008 Eugene Marathon and Olympic

Trials, US Women’s Amateur Golf Championships and Basketball Arena Project, “Take Back the Night March”, “Jog for Jim” 5K Race, and a meeting to improve post-event traffic for UO home football games.

TEU implemented the use of “Distance Between Cars” technology in one of the handheld LIDAR

units during this quarter. The technology allows traffic officers to provide scientific evidence during trials related to “following too close” citations. TEU representatives met with all of the Eugene Municipal Court Judges to share information and educate them about this technology.

TEU had two officers off for extended parental leave during this quarter.


Program Objective #1: Provide a highly visible presence throughout the community, in an effort to gain voluntary compliance with motor vehicle laws.

Performance Measure 1.1: Provide proactive traffic enforcement, taking appropriate enforcement action when violations are observed.

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Achieved. In March, TEU conducted a targeted enforcement operation focusing on Oregon’s “Move Over” law. The purpose of this operation was to educate drivers about their requirements when approaching emergency vehicles alongside Oregon’s roadways.

Program Objective #2: Work with the traffic engineer to prioritize locations where enforcement is most needed to reduce traffic crashes. Educate the public about traffic safety through enforcement operations, presentations, and media campaigns.

Performance Measure 2.1: Provide support for special enforcement operations, presentations and media campaigns coordinated by TEU each year. Achieved. TEU conducted targeted enforcement operations at various intersections in Eugene focusing on drivers who failed to obey traffic signals and other traffic control devices. TEU used data and statistics provided by the department crime analyst and the City’s traffic engineer to determine the intersections that were most problematic.

Program Objective #3: Be responsive to community requests for enforcement or other complaints about traffic safety.

Performance Measure 3.1: Respond appropriately to all complaints or requests for service received from the public within two business days. Achieved. Representatives from TEU attended a workshop regarding pedestrian safety enforcement that was sponsored by the Willamette Pedestrian Coalition and the Bicycle Transportation Alliance. The workshop provided instruction on how to conduct pedestrian crosswalk enforcement operations using plainclothes decoy officers

Program Objective #4: Provide quality training for all TEU officers and ensure that all related equipment is properly maintained and in good working order.

Performance Measure 4.1: Provide the 80-hour police motorcycle certification course for all officers assigned to TEU as well as monthly update training on TEU-specific topics. Achieved. TEU conducted monthly in-service training during this quarter and trained with other motor officers from the Springfield Police Department and the Lane County Sheriff’s Office. Additionally, TEU officers attended the “Street Survival Seminar” by Caliber Press, a class instructed by Lieutenant Coronal Dave Grossman, USA Retired, called the “Bullet Proof Mind”, and a presentation by terrorism expert John Giduck regarding the mass shootings at Virginia Tech University.

Submitted by: TEU (Motors) Sergeant, Derel Schulz

53

Investigations Division Administration


The Forensic Evidence (FEU) audit was completed and performance was stellar. See FEU quarterly report for additional details.

Lieutenant R. Barrong was selected to fill the vacant Investigation’s lieutenant position.

Sergeant Fitzpatrick transferred from the Financial Crimes Unit to Patrol. Replacement process to

occur in the second quarter of 2008.

Section 2: NEW AND/OR CONTINUING ISSUES The Bait Car project continues to be plagued by technical issues relating to connection to the

main service. Efforts by investigative staff and in-house IT personnel have not resulted in a positive result.

Significant barriers for improving PCU performance beyond the excellent work being done by the

unit personnel are staffing shortages and the computer based evidence tracking system. Funding for that project is deferred to FY09.

Captain Tilby remains involved in the planning effort for the Olympic Trials. Detail meetings

regarding credentialing and meet operations continue. Committee chair meeting frequency has increased to monthly and Execution Committee (detail work on planning specific inter-committee operations) to weekly. A contractor was hired to develop structural plans, training and operations management of magnetometer operations. ESCO has developed preliminary design recommendations. The Department of Defense continued their support of the project and sent representatives to prepare the final recommendations that are approved by the Attorney General of the United States. Federal support of the project continues at a high level.

The Olympic Trials security budget was finalized and agreements were reached with the Local

Organizing Committee (LOL). The City will cover police and fire related costs. LOC will cover private contracts such as the crowd management contract, magnetometer operations, and private security. At this point, anticipated expenditures exceed anticipated revenue by about $250,000.

The COPS radio system acceptance date was moved from March 1 to May 1, 2008. The primary

concerns were the compatibility of existing radios owned by the department. Engineering suggested that the radios were compatible, however, it was determined that they were not, specifically regarding encryption capabilities. Motorola replaced many mobile radios that were not compatible and an aggressive installation program was designed to meet the May 1 acceptance date. Field testing continues to result in excellent results for EPD and we expect that the performance of the new radio system will far exceed the performance of the existing one. System governance continues to be a work in progress, but is an increasingly important issue as the system goes live and interest amongst area partners has increased dramatically.

Investigations and Patrol continue to develop strategies for property crimes reduction. Patrol

entered into an aggressive report evaluation project that has promising results. Efforts to insert

54

Investigations personnel into investigations more frequently has continued with some mixed results, mostly because the lines of supervision and management of the investigations were different. We are working through that issue and expect no serious obstacles. The frequency of bulletins from Crime Analysis has been increased, but this effort continues to be seriously hampered due to staffing levels (only one analyst) and continued demands on crime analysis for Olympic Trials support, and other departmental issues.

The Drug Enforcement Agency (DEA) supported Interagency Narcotics Enforcement Team (INET)

began operations and early results were very positive. The structure of the unit appears to be very strong and there is a high level of commitment from the partners. In addition, partners agreed that drug lab response would be shifted to the DEA and the department’s IDLRT operations would be shut down. Agreements to that effect will be consummated in the second quarter of 2008.


Program Objective #1: Provide executive leadership to the Investigations Division, coordinating its activities with the priorities of the City of Eugene and other Police divisions.

Performance Measure 1.1: Provide information and support as required to the EPD Senior Executive Staff, other City departments and agencies as needed to coordinate the services and activities of EPD. Achieved. The captain attended, or was represented at all scheduled Senior Executive Staff meetings held during the first quarter. Pertinent information was shared with division supervisors at four meetings this quarter.


Performance Measure 2.1: Manage divisional resources within approved budget allocations. Achieved. The Investigation Division supervisors have properly managed the budget. Spending levels mirror prior years for year-to-date expenditures. The training budget expenditures are within the guidelines set in the unit training plans.

Program Objective #3: Coordinate the activities of the division with outside EPD entities such as the Lane County District Attorney (DA), Parole and Probation, Oregon State Police (OSP) Crime Labs, etc.

Performance Measure 3.1: Participate in the Metro Property Crime/ Methamphetamine Task Force and share information from the task force with appropriate EPD department staff. Achieved. Four bi-monthly Metro Property Crime/Methamphetamine Task Force meetings were attended by EPD personnel. Representatives from Lane County law enforcement agencies, DEA, OSP, and the DA’s office met to share information on share information on

55

cross-jurisdictional cases. Coordination and implementation of INET was completed and operations began. Specific case coordination with the DA’s office continued.


Performance Measure 4.1: Process requests for information and resources necessary to coordinate the activities of the division. Achieved. The division’s administrative specialist has processed training requests and purchase orders, ordered supplies and printing, maintained petty cash, scheduled and recorded minutes for meetings, coordinated special events and ensured resources were available for the efficient and effective operation of the division.

Program Objective #5: Provide an organizational structure within the Investigations Division that maximizes resources and appropriately classifies positions to match work requirements.

Performance Measure 5.1: By July of 2007, and in consideration of the department-wide staffing planning effort presently underway, determine the appropriate staffing configuration for the Investigations Division and work with EPD’s Human Resources program to complete necessary steps to reclassify identified positions. Achieved. Lieutenant Rex Barrong was selected to fill the vacant Investigation’s lieutenant position.

Submitted by: Investigations Division Captain, Chuck Tilby

56

Arson Unit


On February 23, 2008, Arson investigators responded 4060 Eddystone Place in the River Road area of Eugene. The scene investigation lasted for many hours partly due to two similar fires near-by, but within Lane County’s jurisdiction. Eugene Arson investigators assisted in gathering evidence at the County scenes as well. No firm suspects have been identified but we are looking into a person of interest. Detective Lane is the primary investigator on this case.


Detectives Steve Williams and Mercy McDonald have been assigned to the Arson unit. Outfitting

both of them and arranging for training is progressing.


Program Objective #1: Provide trained arson investigators for high priority incidents such as serial arson, homicides, and intimidation.

Performance Measure 1.1: All fires determined by the fire marshal to be incendiary and with workable investigative leads will be assigned to an arson investigator for the investigation and follow-up within 72 hours. Achieved. During this quarter three fires were determined to be arson. In all cases an arson investigator was assigned within 24-hours. In most cases arson investigators were dispatched to the scene within hours of the fire.

Performance Measure 1.2: Review all cases of suspected arson and reckless burning and assign for investigation all those that meet assignment criteria. Achieved. Each case of arson or reckless burning was reviewed by the unit supervisor and one arson fire was assigned for follow-up using current criteria.

Program Objective #2: Assure that arson fires occurring in the City of Eugene are investigated in a timely and thorough manner to build prosecutable cases.

Performance Measure 2.1: Achieve a clearance rate of 16.5 percent for all UCR arson investigations.

Not Achieved. The clearance rate for arson investigations was 8.3 percent for the period of January – March of 2008.

Program Objective #3: Participate in professional association activities and training such as the International Association of Arson Investigators (IAAI) to ensure that EPD investigators are aware of national trends and case law related to arson investigations.

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Performance Measure 3.1: All personnel assigned as arson investigators will attend the National Fire Academy’s “Fire/Arson Investigations” course or an approved alternative, and will retain membership in the International Association of Arson Investigators (IAAI).

In Progress. All existing arson investigators have fulfilled the performance measure. Each member of the EPD Arson team is a member in good standing with the IAAI and a representative of the unit has attended monthly meetings of the local IAAI chapter.

Submitted by: Acting Arson Team Supervisor, Dan Lane

58

Crime Analysis

Section 1: HIGHLIGHTS The analyst began meeting monthly with the Patrol and Investigations division captains, as well as

the Property Crimes Unit sergeant, to develop strategies to reduce property crimes in Eugene. The crime analyst attended National Incident Management System (NIMS) training in preparation

for assignment in the Incident Command Center during the Eugene 08 Track & Field Trials occurring in the summer of this year.

In preparation for the Eugene 2008 Track & Field Trials, the analyst attended the LEO (Law

Enforcement Online) Moderators Conference sponsored by the FBI. This conference provides training to staff who are assigned as moderators of LEO Special Interest Groups (SIG) and Virtual Command Centers (VCC) by their agencies. The Eugene Police Department will be using the VCC during the trials to document and track incidents related to the security of the event.

Section 2: NEW AND/OR CONTINUING ISSUES As described in previous quarterly reports, EPD must upgrade the CrimeView software for crime

analysis mapping. Staff has continued participation in researching Geographic Information Systems (GIS) technology

needs and solutions for the 2008 Olympic Track and Field Trials security.


Program Objective #1: Provide robust, timely and accurate crime analysis information to internal and external customers.

Performance Measure 1.1: Complete and return priority internal crime analysis requests within two working days, 90 percent of the time.

Achieved. Twenty-nine of 31 total high-priority internal source requests (93 percent) were completed within two working-days, leaving two high-priority and two low-priority reports uncompleted. Performance Measure 1.2: Complete and return external crime analysis requests within five working days 75 percent of the time. Achieved. Nine of 11 total requests from external source requests (82 percent) were completed and delivered within five working-days.

Program Objective #2: Provide data for ICMA benchmarking, annual budget documents, and EPD’s Annual Report.

59

Performance Measure 2.1: Provide information and support as required for the annual budget process and EPD’s Annual Report. In Progress. 2007 annual crime statistic reports have been generated. However, due to workload issues and other project priorities, these reports have not been reviewed and posted to the City of Eugene portal. This performance measure will be completed in the second quarter of 2008.

Program Objective #3: Assure crime analysis meets the highest professional standards and utilizes the most current software, tools and techniques.

Performance Measure 3.1: Obtain upgrades to software and crime analysis tools within one year of their most current release. Delayed. Due to departmental budget constraints continuing in FY08, the upgrade for CrimeView mapping application could not be obtained. Attempts were unsuccessful to fund this purchase through grants, but future attempts will continue.

Performance Measure 3.2: Attend International Association of Crime Analysts (IACA) approved training each year (as budget permits). Not Applicable. No activity this quarter.

Submitted by: Stan Lenhart, Crime Analyst

60

Financial Crimes Investigations


Detective Steve Williams and members of the Financial Crimes Unit served a search warrant on March 25, 2008, at the home of Timothy Huntley. Huntley has been involved in an ongoing car insurance scam which has resulted in $110,000 in losses. Huntley was lodged at the jail for Theft I (X13), Aggravated Theft I (X3), ID Theft (X14), and Theft II (X7). This investigation is continuing with other incidents being reported to Detective Williams on a regular basis. Huntley has a long criminal history and is already a repeat property offender.

Catherine Davidson was sentenced in March to seven years and seven months in prison for her

role in a check counterfeiting operation. The investigation lasted three months and over fifty victims were identified. As part of the plea negotiations she pled to 14 felony counts of ID Theft and Computer Crime.

Detective Steve Williams was selected as the Eugene Police Department’s Sworn Employee of the

Year. He received his award at the March EPD awards ceremony. Detective Jordan completed his investigation into Janice Melnik defrauding her 86-year old

mother. Janice stole over $5,000 and had her mother’s car re-titled into her own name. Janice pled guilty to ID Theft (X7), Theft I (X3), and Theft II (X6) for which she received seven years and two months in prison. More cases against Janice have since been discovered and are currently with the D.A.’s Office.

Detective Rustik saw his investigation into Kameron Baszler and Tyler McPherson come to an end.

Both were involved in numerous fraud related crimes in our area until McPherson fled from the Forest Work Camp with the assistance of Baszler. They fled to Nevada where they continued committing crime. After extradition McPherson received eleven years in prison and Baszler received 12 years.

Detective McDonald completed her investigation in the criminal activities of Hannah Keppers.

Hannah is well known to Patrol and has been arrested numerous times. Detective McDonald had reports under four case numbers and conducted a great deal of follow-up related to the Patrol arrests. Keppers agreed to five years and four months in prison as part of a plea agreement.


With the addition of Detective McDonald to the Financial Crimes Unit adjustments to our travel and Training budget will be made in the near future.

Section 3: PERFORMANCE MEASURES Program Objective #1: Provide appropriate follow-up investigations to financial crimes occurring in the City of Eugene.

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Performance Measure 1.1: Achieve an overall financial crimes clearance rate of 25 percent. Not-Achieved. The clearance rate for financial crimes was 20 percent in the first quarter of 2008; improving slightly from 14.8 percent in the fourth quarter of 2007.

Program Objective #2: Reduce the impact of repetitive offenders on the financial crimes rate in Eugene.

Performance Measure 2.1: Participate in the Lane County Property Crimes Task Force. Achieved. Detective Steve Williams is the Financial Crimes Unit liaison with the Lane County Property Crimes Task Force. He has attended meetings as available.

Program Objective #3: Provide internal and community education regarding financial crime matters and work with business and individual stakeholders to reduce property crime victimization. Performance Measure 3.1: Issue internal and external information and bulletins

and make presentation to business and stakeholder groups. Achieved. The Financial Crimes Unit gave 16 community presentations and media interviews

during this reporting period. Two financial crime bulletins were distributed to the Valley Fraud partners. Financial Crimes detectives hosted the Valley Fraud meeting in January and March of 2008.

Submitted by: Acting Financial Crimes Sergeant, Steve Williams

62

Forensic Evidence Unit (FEU)

Section 1: HIGHLIGHTS FEU worked 324 cases during this period, processed over 329 items, one Automated Fingerprint

Identification System (AFIS) hit, made 14 identifications, assisted in 14 call outs, two outside agency cases and had four community presentations.

Hosted the Alcohol Tobacco and Firearms (ATF) serial number restoration course and instructed a

one-week Minor Crime Scene training course.

Section 2: NEW AND/OR CONTINUING ISSUES Staffing limitations caused by inexperience of staff is improving.

In Car Video (ICV) work has continued to increase for the FEU and the problems coupled with

training scheduling are affecting the video analyst’s time and limiting the forensic technician’s work to Patrol digital and ICV only.

Section 3: PERFORMANCE MEASURES Program Objective #1: Conduct thorough, timely and professional forensic assistance to aid in the success of investigations and prosecutions.

Performance Measure 1.1: Achieve a consistent turnaround time of less than three weeks from time of submission to completion of FEU processing.

EVIDENCE PROCESSING TURN-AROUND

65.75

7

0

2

4

6

8

2006 Av. 2007 Av. 1st Qtr.

Wee

ks o

f Pro

cess

ing

Actual

Goal

Not Achieved. Turnaround is holding at about six weeks due to staff training and the impaof ICV requests on the forensic technician.

primarily ct

Program Objective #2: Provide training and education to officers and detectives to increase their processing abilities and knowledge of forensic procedures. Performance Measure 2.1: Provide a minimum of eight hours of forensic procedures training for each recruit class through the Eugene Academy.

In Progress. FEU is waiting for the new department training plan to prepare for additional forensic training if needed. New forms of continual training are being reviewed.

63

Performance Measure 2.2: Provide a minimum of two hours of annual training focusing on proper processing techniques for appropriate department members through the in-service training calendar. In Progress. FEU instructed at the January 2008 in-service. Additional training opportunities and/or a new format for training to department members is being reviewed.

Program Objective #3: Maintain training and equipment/technology that meets current nationally accepted forensic methodology and is up-to-date with judicial decisions.

Performance Measure 3.1: By December 2009, achieve accreditation of the Eugene Police Forensic Evidence Lab by the American Society of Crime Laboratory Directors (ASCLD).

In Progress. By March, a total of 23 manuals were completed by the temporary employee to prepare for accreditation.

Performance Measure 3.2: Beginning March 2007, use a database that will permit useful monthly assessment of the Forensics Unit’s statistics (processing results), call-outs, case assignments, etc.

Achieved. We have made minor adjustments to our tracking system but, overall it appears to have achieved the desired result.

Submitted by: FEU Supervisor, Jason Petersen

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Interagency Drug Lab Response Team (IDLRT)


This is the final report for IDLRT. Future activity will be accomplished through the Interagency Narcotics Enforcement Team (INET). INET was re-established in February, 2008 to address mid-to-upper level drug dealers and manufacturers in Lane County. Activities of INET will be reported in the Investigations Division Administration and Vice Narcotics Unit quarterly reports.

IDLRT has transferred most of their equipment and the lab truck to the EPD Forensic Evidence

Unit. DEA and INET will be the lead on any future drug labs.


None. Section 3: PERFORMANCE MEASURES

Program Objective #1: Protect the health and welfare of Eugene and Lane County residents by ensuring that all identified drug labs in Lane County can be properly cleaned.

Performance Measure 1.1: Respond to 100 percent of the requests made by IDLRT member agencies for laboratory mitigation and evidence gathering. Performance Measure 1.2: Dispose of all chemicals in the proper manner. Not Applicable. No labs this quarter.

Program Objective #2: Provide management and training of the IDLRT team.

Performance Measure 2.1: Maintain copies of all certifications to ensure all team members have met training requirements. Achieved. Copies of certifications remain on file. Yearly training was conducted on December 12, 2007.

Performance Measure 2.2: Meet regular inspection standards for all equipment. Supplies are available for IDLRT response for drug lab clean-up. Achieved. IDLRT monitors are tested monthly. The tests are logged and up-to-date and located at the storage facility. Performance Measure 2.3: Prepare all necessary reports and documentation within required timeframes. Not Applicable. No labs for this reporting period.

Submitted by: Sergeant J.R. Webber

65

Property Control Unit (PCU)


The official external audit of the Property Control Unit (PCU) that began on December 11, 2007 finished in January 2008. It was independently conducted by employees of the City of Eugene Finance Division. They performed full inventories of the guns, drugs, and money and conducted a random sample of 35 cases to test whether policies and procedures were correctly followed. The error rate was found to be less than one percent overall, which compares to the national average of 5-10 percent meaning PCU “came out smelling like a rose”.


Research of commercial programs available for computerized evidence tracking continues in anticipation of the future AIRS conversion. Some of the programs needed include: support for field-based reporting modules; record keeping; automated purge notification to help identify cases where property could be eliminated in a timely manner; and the prevention of common mistakes inherent in current systems.


Program Objective #1: Provide a central repository for all evidence and property which comes into the possession of the Eugene Police Department.

Performance Measure 1.1: Accept for processing and proper storage, all items coming into the possession of the Eugene Police Department. Achieved. Over 80,000 items were logged into the Evidence Tracking System.

Program Objective #2: Maintain the integrity of investigations by preserving and storing all evidence and property of the Eugene Police Department in a professional manner.

Performance Measure 2.1: Monitor and track evidence and property in the PCU inventory systems, maintaining a 100 percent tracking rate. Not Achieved. The accuracy of the tracking system is now estimated as 85 percent. The Evidence Tracking System (computer tracking program) had an approximate 15 percent error rate found by the City’s audit team. Errors in computerized records included location updates and incorrect inventory numbers, etc.

Performance Measure 2.2: Provide annual in-service training to inform EPD personnel of the proper handling of evidence and property seizures. In Progress. Training is ongoing with the use of e-mail, verbal “one-on-one” training and the posting of various training bulletins within the PCU packaging and drug rooms for several weeks before being placed in a packaging manual.

66

Performance Measure 2.3: By 2008, research and recommend to the AIRS consortium a viable electronic property/evidence-tracking inventory system that can integrate current property control/evidence data.

In Progress. Research is still underway of approximately six different commercial vendors for programs compatible with EPD’s needs. It is anticipated that a recommendation will be developed by the end of September 2008.

Program Objective #3: Manage storage space needs and ensure that the seizure of property meets legal standards. Performance Measure 3.1: Maintain PCU’s actual storage at less than 100 percent

of capacity.

Achieved. Storage is currently at approximately 87 percent capacity. Submitted by: AIC Property Control Supervisor, Mel Blank

67

Property Crimes Investigations


We experienced some additional changes within our unit with the promotion of Scott Thomas to Sergeant. Scott had worked in the Property Crimes for over 11 years and had numerous successful cases. A good portion of Scott’s time was spent investigating vehicle theft. His experience and expertise will be missed.

That being said, we welcome Officer Jennifer Curry to the Unit. Jennifer is an experienced

officer and has recently been working foot patrol in the downtown area. Jennifer’s knowledge of a large number of our local offenders will certainly be an asset to the team.

We continue to obtain good sentences for repeat offenders, even though it takes a while to

develop enough predicate offenses to actually see the impact. Two recent cases involving repeat offenders who were responsible for a number of burglaries here and in Salem resulted in sentences of 40 months and 38 months.


The automated pawn system is a fantastic tool assisting with the identification and recovery of stolen property. With this system, any officer can look for property that was bought through a second hand store and see who the prolific pawners are. Detectives are currently training patrol officers in how to use the program to note suspicious activity.

While the theft of electrical utility lines has slowed down slightly, metal theft overall continues to grow. Recently theft of catalytic converters (using saw-zalls or similar tools to cut the metal converters from underneath parked vehicles) has increased. Theft of household electrical wire and extension cords and from construction sites is also growing. Detectives have been working with local metal recyclers to gain voluntary compliance to utilize the used merchandise electronic reporting system. So far only one of the four recyclers is participating.

There are currently no statistics to track the number of Unauthorized Use of a Vehicle (UUV)

cases cleared by Patrol versus Detectives. However, the number of Uniform Traffic Citations (UTC) issued during this time last year, 5,602, dropped to 4,012 for this same period. One explanation may be that the number of citations issued is related to the number of vehicles stopped, and far fewer vehicle contacts were made in this last quarter.

Although there are not enough numbers yet to draw any conclusions, the percentage of

juveniles arrested for burglary has increased in comparison to the same time last year. For this reporting period, out of all the suspects arrested for Burglary, 35.7 percent were juveniles, where last year only 15.6 percent of those arrested were under 18 years of age.

Section 3: PERFORMANCE MEASURES Program Objective #1: Provide appropriate follow-up investigations to property crimes occurring in the City of Eugene.

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Performance Measure 1.1: Review all cases of Unauthorized Use of Vehicle (UUV), Burglary, and Criminal Mischief within two working days of receipt and assign all those meeting assignment criteria. Not Achieved. While this continues to be our goal, there have been several occasions where we were not able to review and assign all cases within this time frame. Although Laserfiche has been a valuable investigative tool, the system does not allow for more than one person at a time to review and assign cases. We will continue to look for ways to improve the efficiency of this system, which includes looking at different case management programs. Performance Measure 1.2: Achieve an overall UCR Burglary clearance rate of 7.0 percent. Achieved. The clearance rate for the first quarter of 2008 was met at 8.3 percent. While we view this is a success, even more importantly the number or reported burglaries declined from 415 last year to 292 for this reporting period. Performance Measure 1.3: Achieve an overall UCR Auto Theft clearance rate of 7.25 percent. Not Achieved. The number of cars reported stolen continued to grow this quarter to 296 when compared to the 232 for the same reporting period in 2007, leaving a clearance rate of only 2.7 percent.

Program Objective #2: Reduce the impact of repetitive offenders on the property crimes rate in Eugene.

Performance Measure 2.1: Implement the Bait Car Project and place it in operational mode 10 percent of the time. In Progress. This program is progressing rapidly. Installation of equipment is complete and the computer program is now up and running. Training of the officers is taking place and we anticipate having the program up and running within the next quarter. At that time we will want to look at how the vehicle has been deployed so we can measure its success rate. Performance Measure 2.2: Participate in the Lane County Property Crimes Task Force. Achieved. We continue to participate in this program sharing information, bi-monthly, with other jurisdictions in this area. We continue to have participation from Springfield Police, Lane County Sheriffs Office, and EPD Fraud and Narcotics units, along with the occasional patrol officer.

Program Objective #3: Provide internal and community education regarding property crime matters and work with business and individual stakeholders to reduce property crime victimization.

69

Performance Measure 3.1: Issue internal and external information and bulletins and make presentation to business and stakeholder groups.

In Progress. Work continues with the media about crime trends and methods to protect

personal property which consisted of numerous interviews with both the written and electronic media. Additionally we are active with EWEB’s Metal Theft group which is partnered with S.U.B., Lane Electric, E.P.U.D. and other utilities and the construction industry. Two detectives recently attended a metal theft working group in Salem in an attempt to understand trends and coordinate approaches to these crimes.

Submitted by: Property Crimes Sergeant, Jay Shadwick

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Special Investigations Unit (SIU)

Section 1: HIGHLIGHTS None.


A new outlaw motorcycle gang, the Mongols Motorcycle Club, has established a chapter in

Eugene. This is the first movement into Oregon by any of the major outlaw motorcycle gangs. The gang has grown during the three months of the first quarter.


Program Objective #1: Provide EPD and law enforcement partners with strategic and tactical analysis of criminal activity that may require dedicated police response.

Performance Measure 1.1: Conduct and/or support criminal investigations in cases meeting unit assignment criteria. Achieved. SIU initiated two new investigations and provided intelligence research or analysis 32 times. Investigative assistance was provided for 50 cases. Performance Measure 1.2: Provide annual training for SIU officers on crime trends and domestic affairs to prepare investigators to appropriately develop tactical and strategic crime analysis. In Progress. No training was scheduled for the first quarter of 2008. Performance Measure 1.3: Provide EPD investigators with periodic reports and analysis of current and future planned actions by individuals and groups that may involve criminal activity. Achieved. SIU provided reports of current and planned actions on seven occasions. Performance Measure 1.4: Host weekly criminal intelligence meets to share crime information for local law enforcement officers. Achieved. SIU hosted 12 criminal intelligence meetings. The attendance averaged seven people from three criminal justice agencies (including Oregon Department of Justice, Lane County Parole and Probation, FBI, UO-Department of Public Safety and the Bureau of Alcohol Tobacco & Firearms (ATF).

71

Program Objective #2: Educate the community and the department on ongoing gang-related criminal activity.

Performance Measure 2.1: Provide gang information and address officer safety concerns through EPD’s in-service training curriculum. In Progress. No training was scheduled for this quarter. SIU provided training on gangs to a large number of EPD personnel and criminal justice partners during the third quarter of 2007.

Performance Measure 2.2: Make gang awareness training available to all established neighborhood groups and provide presentations to other groups as requested. Achieved. SIU provided gang and graffiti awareness training to four groups during this quarter.

Submitted by: Special Investigations Sergeant, Lee Thoming

72

Vice/ Narcotics Unit (VNU)

Section 1: HIGHLIGHTS Results of work in the first quarter included: 63 arrests plus 25 warrant arrests. Seizures included

6 ounces, 4 grams of Methamphetamine; one ounce, 1 ounce, 6 grams of Heroin; 16 grams of Cocaine, 4 pounds, 9.5 ounces, 7 grams of Marijuana; 3 ounces, 6 grams of Hashish; 3 grams of Kieff; 1 pound, 12 ounces, 8 grams of Psilocybin mushrooms; small amounts of Morphine, DMT and Opium; $12,051 in cash; one rifle, one stun gun and one switchblade.


The new Interagency Narcotics Enforcement Team (INET) was formed and is located at the Drug Enforcement Agency (DEA).

Detective Vinje began his assignment with INET, leaving VNU down to three detectives.

Gunpowder Heroin is becoming more prevalent on the street. It is much more expensive than

tar, which could drive property crimes up. It is also more potent (1/10th of a gram is a normal user amount) which could lead to more overdoses.

Section 3: PERFORMANCE MEASUES

Program Objective #1: Investigate prostitution and narcotics crimes and participate in a regional strategy to reduce drug-related crimes and their impact on the community.

Performance Measure 1.1: Respond to neighborhood complaints about vice and narcotics issues to reduce the impact of drug-related crime in their neighborhood. Achieved. The 68 neighborhood complaints received were predominately regarding illegal drugs; however, as previously noted, complaints for prostitution continue to be received on websites such as Craigslist. VNU was able to respond to 37 of the narcotics complaints, but prostitution is currently being worked at the street level only.

2007 VNU CASES

4350

7163

0

20

40

60

80

2007 Avr. 1st Qtr. 2nd Qtr. 3rd Qtr. 4th Qtr.

Num

ber o

f Arr

ests

Cases Worked Arrests

A total of 50 investigations were worked by the unit during the first quarter; with an additional 25 warrant arrests that are not included in the 63 arrests shown in the chart on the right.

73

Performance Measure 1.2: Participate in regional vice and narcotic enforcement

ed.

strategies and the development of the Methamphetamine Task Force. Achiev VNU detectives attended seven bi-monthly Metro Property Crimes Working Group

as also

Program Objective #2: Provide prevention and education information to community members and

Performance Measure 2.1: Provide training and education to community groups,

ed.

meetings which included representatives from Financial and Property Crimes, Special Investigations, Parole & Probation, LCSO and the Springfield Police (SPD). The unit hconducted several informal and formal meetings with DEA, INET, and SPD regarding high-profile and prolific drug dealing in the Eugene/Springfield area.

businesses to raise the overall awareness of the impact of drug abuse on our community and to provide methods to identify and address street level narcotics activities.

businesses, etc. Achiev Information and training was provided to Crow High School, the University of

Program Objective #3: Provide assistance to other programs of the Eugene Police Department to

erformance Measure 3.1: Provide training and education to EPD personnel on

ed.

Oregon and local landlords.

coordinate an effective response to narcotics investigations. Pdrug issues and enforcement. Achiev VNU trained three EPD officers on separate days throughout the quarter. We also

ubmitted by: Vice Narcotics Sergeant, J. R. Webber

provided a full week of training to one officer during the first quarter.

S

TYPE OF TRAINI G N 1st Qtr.

2nd Qtr.

3rd Qtr

4th Qtr.

TOTAL

New Patrol Officers (days of training) 4 4 EPD officers (week-long training) 0 0 EPD officers (one day each) 7 7 In-service (days/person) 0 0

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Violent Crimes Unit (VCU)


The lengthy, complicated, and involved murder investigation from 2006 culminated in the arrest of Michael Vaughan for the murder of Noah Thacker. Detective Braziel has worked this case since it occurred on November 1, 2006. He was assisted by Detectives Tracey Belshee and Mel Thompson. All won awards for their work on the case.


It was a busy quarter with new and continuing cases. Detectives Donaca and Braziel continued to prepare for the April 1, start of a capital murder case. Incoming cases requiring assignment have continued to increase.


Program Objective #1: Provide appropriate and effective follow-up investigation for all violent crimes in Eugene.

Performance Measure 1.1: Provide initial scene investigative response in all cases warranting on-scene investigation within 60 minutes of request. Achieved. There were only a few call outs this quarter. In each case, detectives were on scene within 60 minutes of the request. Performance Measure 1.2: Review all violent crime cases within two business days of receipt and assign those meeting assignment criteria. Achieved. Cases are usually reviewed and assigned within one business day of receipt, and are always reviewed within two business days. Performance Measure 1.3: Achieve an overall clearance rate of 100 percent for all Uniform Crime Reporting (UCR) Homicides. Not Applicable. There were no homicides during the first quarter of 2008. We made an arrest on a 2006 homicide. Performance Measure 1.4: Achieve a 5-year averaged overall clearance rate of 30 percent for all UCR Forcible Rapes. Not Achieved. Eugene’s five-year average overall clearance rate for UCR forcible rape is 26.8 percent. In the first quarter of 2008, the average clearance rate was seven percent. Performance Measure 1.5: Achieve a 5-year averaged overall clearance rate of 35 percent for all UCR Robberies.

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Achieved. Eugene’s five-year average overall clearance rate for UCR robberies is 39.3 percent. In the first quarter of 2008, the average clearance rate was 36 percent. Performance Measure 1.6: Achieve a 5-year averaged overall clearance rate of 65 percent for all UCR Aggravated Assaults. Achieved. Eugene’s five-year average overall clearance rate for UCR aggravated assault is 65.6 percent. In the first quarter of 2008, the average clearance rate was 43 percent.

Program Objective #2: Provide internal EPD and community education and prevention information for violent crime-related matters.

Performance Measure 2.1: Participate in local and regional crime victim education and outreach activities. Achieved. During the first quarter of 2008: o Sergeant Flynn attended bi-monthly meetings of the Multidisciplinary Team at the Child

Advocacy Center o Sergeant Flynn is co-chair of and attended ongoing meetings of the Lane County Sexual

Assault Response Team o Detective Jeff Donaca taught an Advanced Advocacy class for Sexual Assault Support

Services o Sergeant Flynn attended the Domestic Violence subcommittee of the Police Commission to

provide information to new members o Detectives Mel Thompson and Jeff Roth taught two classes at Pioneer Pacific College at

the request of college staff on the law enforcement view of death investigations and the state medical examiner program for a Law Enforcement and Ethics class.

Submitted by: Sergeant Kathy Flynn

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Technical Services Division Administration

Section 1: HIGHLIGHTS The public safety chief officers for the Central Lane Communications service area have approved

the Public Safety Answering Point (PSAP) FY09 budget. The budget includes .5 FTE funding of a management position focused on day-to-day operations of the 9-1-1/Dispatch center. The remaining .5 FTE will be funded from the general fund.

The FY09 Fire/EMS dispatch cost was presented and accepted by users.

Section 2: NEW AND/OR CONTINUING ISSUES The City’s Insurance Standards Office (ISO) rating dropped during the last evaluation. The rating,

conducted by the ISO that evaluates key areas of Fire service impacts insurance premiums within the Eugene service area. The drop in rating is due in part to the need for automated systems that warn of a radio line failure. Staff is working with Eugene Fire and Public Works to correct deficiencies that must be addressed within one year.

Ted Glick, Senior Applications Management Analyst, resigned to accept a position with EWEB.

The City’s Information Services Division and EPD plan to fill the position during the next quarter.


Program Objective #1: Provide executive leadership to the Technical Services Division, coordinating its activities with the priorities of the City of Eugene and other Police divisions.

Performance Measure 1.1: Provide information and support as required to EPD Senior Executive Staff, and other City departments and community agencies as needed to coordinate the services and activities of EPD.

In Progress. The division manager is a member of two city-wide committees - the Human Resource Board and the Diversity Advisory Council (DAC). The manager also serves as the Senior Executive Staff liaison to the department’s Diversity Committee and the Information Technology (IT) Committee. The division manager participated on a DAC sub-committee assigned to draft the City’s Diversity and Equity Strategic Plan. Bargaining preparation has begun in anticipation of contract talks with the Eugene Police Employee’s Association. The division manager is a member of the city’s bargaining team.


Performance Measure 2.1: Manage divisional resources within approved budget allocations.

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In Progress. The division’s section managers have projected their training and materials and supplies needs in order to stay within budget allocations.

Performance Measure 2.2: By July 2007, review the ESCI study of Communications Section operations and develop an action plan to implement identified strategies. In Progress. The ESCI study recommends the addition of a communications operations manager, a communications training manager, and the development/revision of the Communication Section’s procedures. The Public Safety Answering Point (PSAP) approved the funding of a .5 FTE to fill the Communication’s operations manager position. Police general fund will provide the remaining funding for this new position. The hiring process should be complete by the third quarter, 2008. Using temporary help, a policy and procedure manual project continues to be scoped.

Program Objective #3: Coordinate the activities of the division with outside EPD entities (Eugene Fire, Lane County, AIRS, etc.)

Performance Measure 3.1: Participate in Phase 2 AIRS conversion project meetings and develop necessary information within the project timelines. Achieved. The Technical Services Division staff participated in 11 AIRS meetings of the business and project management teams, and the Executive Steering Committee. Phase II of the AIRS conversion project is on schedule.

Program Objective #4: Oversee development and manage implementation of the Information Technology (IT) plan to ensure that deadlines and requirements for Telecommunications Tax funding consideration are met.

Performance Measure 4.1: Insure the EPD FY09 Information Technology (IT) Work Plan is reviewed by the department and receives Senior Executive Staff approval by the annual deadline. Achieved. The IT Committee recommendations for FY09 Telecommunications Tax project funding were reviewed and approved. In addition the logging recorder used at the 9-1-1 center could be replaced with a model that will more easily accommodate the recording of the coming trunked radio system.

Submitted by: Technical Services Division Manager, Lynn Reeves

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Public Safety Answering Point (PSAP) / 9-1-1 & Dispatch


The snow storms of January 15-16 had a major impact on 9-1-1 and Fire/EMS calls. Staffing was increased to four on phones and three at fire dispatch during most hours of that 48-hour period. Call volume was similar to what we would normally experience in a 72-hour period.

Staff continued concentrated work on the upgraded radio system. An “Embassy Switch”, included

in the Master Site, was installed in March. This resource is also being connected at LCSO and SPD dispatch centers. When the new trunked radio system goes live in May, ‘hot backup’ will be an option at both Central Lane and LCSO.

A new contract for towing services was developed and introduced to potential vendors. The

contract includes standards for tow truck equipment, driver qualifications, and response times. The contract should be implemented in July 2008.

Four new call-takers were hired February 4 and cross training at dispatch positions continued.

To better support major incidents, including the Olympic Trials, the majority of the

Communications Management Team completed ICS 300/400 during March and early April. Tactical Dispatch Team members completed ICS 200. When the Department of Homeland Security finalizes requirements for the communications unit leader in the National Incident Management System, we will pursue training a core group of our staff to that level.

Section 2: NEW AND/OR CONTINUING ISSUES The users of fire dispatch services have proposed studying the formation of a Communications

Special District. District revenues would support call taking, dispatch, and radio services the central Lane County area.

Staff began a planning effort to prepare for pandemic flu. The first step was a January meeting

with fire dispatch users to identify service level thresholds and next steps. A meeting with representatives from public health, all county communications centers and EMS providers will be scheduled in the second quarter to continue the discussion related to call triage and transfer.

Employee leaves and training at positions took a heavy toll on staffing; mandatory overtime rates

were high during this period. The study conducted by Emergency Services Consulting, Inc. (ESCI) recommended additional

staffing to include an operations manager and a training manager. Both are tied to capacity for updating policy, procedures, and training practices. In addition, EMS call review has had issues with compliance as we rely on two paramedics being paid overtime on an off-duty basis by Eugene and Springfield fire departments to complete the work. A draft action plan has been submitted to address these issues. Funding for the new communications operations manager position will be shared between the PSAP fund and the City of Eugene’s general fund. (The PSAP Board approved funding .5 FTE for this critical position.) The hiring process will conclude during the third quarter of 2008.

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Managers remain active on a regional and statewide level working on radio infrastructure replacement and development, and a finalized federally-mandated statewide communications interoperability plan. All future federal grant requests for public safety communications planning, equipment, training, and exercises must tie into and reference, the Oregon Statewide Communications Interoperability Plan (SCIP). Access the SCIP on the web at http://www.oregon.gov/siec. Managers have also continued to work with the Governor’s Office and PSAP managers statewide on 9-1-1 program management issues.


Program Objective #1: Contribute to the safety of the public and their property by responding to calls in a timely and professional manner.

Performance Measure 1.1: Answer emergency calls within National Academy of Emergency Dispatch (NAED) guidelines (two rings).

Achieved. Average call answer time for all 9-1-1 and emergency calls was four seconds.

Program Objective #2: Contribute to the safety of the public and public safety personnel by handling calls and providing timely and effective dispatch of personnel and equipment.

Performance Measure 2.1: Provide police dispatch services for all calls meeting dispatch criteria. Achieved. Central Lane handled 29,031 law enforcement calls during the first quarter. Of those 24,235 calls or 83 percent were for Eugene Police. Across Central Lane County, dispute calls were again the number one call for service into the center, totaling 1,522; with EPD handling 862 of the total calls. We handled 38 vehicle-pedestrian accidents and 43 vehicle-bike accidents. All but two of these were within EPD’s jurisdiction. Performance Measure 2.2: Provide fire dispatch services for all calls meeting dispatch criteria. Achieved. Central Lane handled 10,027 Fire/EMS calls during the time period, slightly more than 12 percent of the calls handled. Performance Measure 2.3: Provide call-taking services for both regional 9-1-1 needs and local intake for EPD and fire dispatch agencies. Achieved. Central Lane handled 80,871 incoming/outgoing calls during the first quarter. These calls represent: 37,438 emergency lines and 43,433 non-emergency lines. Fifty-seven percent of the 9-1-1 calls came in via cell phones; nearly the same as the previous two quarters. Continuing another trend, more calls were resolved over the phone than were sent to dispatch. Performance Measure 2.4: By December 2007, implement a quality assurance program to measure dispatch performance for Police, EMS, and Fire.

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http://www.oregon.gov/siec

In Progress. Quality assurance for dispatch performance on all but EMS cannot move forward until management staffing is increased. (See Section 2: Continuing Issues.) Performance Measure 2.5: By December 2007, replace back-up operations at 1820 Roosevelt via “hot back up” utilizing local communications centers. In Progress. This project is part of larger COPS grant project and tied to the seven county microwave system. Back-up operations continued to progress with the ‘embasizing’ (A software switch that allows the communication centers to be connected to one another so that they share radio resources and can serve as back-up to each other.) of the three communications centers. It is anticipated that this ‘hot back up’ will be in place in May 2008.

Program Objective #3: Maintain a trained, well-equipped staff that is available to respond to the in-coming call load.

Performance Measure 3.1: Manage the hiring and training program to achieve a dropout rate of 40 percent or less for probationary employees in 2007. Achieved. One probationary employee left this quarter resulting in a quarterly turnover that appears to be within target. However, the reality is better reflected by the fact that nine continuous hiring processes were held in the past two years and only 10 employees have been retained from all of the probationary employees in those hiring processes; some are still in the early stages of probation. Increasing capacity to focus on hiring, training, and retention of new employees is a critical priority. Performance Measure 3.2: Achieve an attrition rate for non-probationary employees of less than 11 percent in 2006 and 2007. Achieved. No long-term employees left in this quarter.

Program Objective #4: Address public safety problems and promote a feeling of safety and assurance by providing information and referral in a courteous and effective manner.

Performance Measure 4.1: Establish standards for non-emergency call-handling and provide responses to information and referral requests within accepted timeframes 90 percent of the time. Delayed. The operational assessment conducted by ESCI in May 2006, identified five high priority areas requiring support and attention. The action plan response which staff have developed, addresses the third recommendation calling for the development of an operational review process to refine, update, and implement operational procedures, e.g. call taking steps, prioritization, coding and radio inquiry responsibilities. Until additional staff resources are allocated, there is insufficient capacity to continue this process. A draft action plan has been submitted in response to ESCI.

Submitted by: Communications Manager, Kristi Wilde

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Police Records


In January 2008, three new employees were hired to fill vacant Record Specialist A positions. New staff began training in January that will continue for approximately the next six months.

Phase 2 of the AIRS conversion continues with user-testing scheduled for next quarter.

The Records section held its seventh annual all staff meeting. This year’s training focused on

public records, municipal court processes, and in the afternoon featured speaker, Howard Baker spoke about being a professional and personal accountability. Thank you to all of those employees who covered in Records for the day.


The loss of Ted Glick to EWEB has impacted many police department IT projects by delaying

project start dates and/or completion dates. ISD hopes to hire Ted’s replacement in May 2008. The LEDS/NCIC annual audit takes place during the third quarter, but due to the absence of the

section manager the results of the audit cannot be reported until a future date.


Program Objective #1: Provide 24-hours a day access to public safety services for police operations, the public, and the broader criminal justice community.

Performance Measure 1.1: Staff the Police Records office so that it is open to the public and criminal justice community 24 hours daily, seven days a week. Achieved. There were no interruptions in service during this time period.

Program Objective #2: Maintain law enforcement records that are accurate and promptly available for use in the justice system.

Performance Measure 2.1: Priority entries are entered into AIRS within 24 hours from time of receipt.

Achieved. All priority reports were entered within 24 hours of receipt.

Performance Measure 2.2: Police reports are entered within 14 days from the receipt. Achieved. Data entry backlog is currently at 14 days.

Performance Measure 2.3: 80 percent of all serialized property transactions from secondhand dealers are entered into data system within five days of receipt of transaction form.

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In Progress. 3,969 sold, pawned, stolen, found, or recovered articles were entered into the database, and 11,533 articles were received through automated processes (BWI). Due to the absence of the section manager the percentage won’t be calculated until a future date. Performance Measure 2.4: 90 percent of specialized reports are completed within requested deadlines. Achieved. All specialized reports (100 percent) were completed within requested deadlines.

Program Objective #3: Assure the integrity of the Eugene Police Department’s law enforcement data systems.

Performance Measure 3.1: Maintain Records with a 95 percent accuracy/ completeness rate as determined by the annual audit from the National Crime Information Center (NCIC) and/or the Law Enforcement Data System (LEDS). Delayed. Entry and second person verification continues on wanted persons, missing persons, vehicles, boats, and stolen articles and guns. The turnaround time for LEDS/NCIC validations on these entries has been decreased by dedicating Record’s Project Supervisor to this task, to streamline the process in accordance to LEDS policies.

Program Objective #4: Provide a high level of customer satisfaction when interacting with the public and employees.

Performance Measure 4.1: Achieve a satisfaction rate of 94 percent or more in the annual survey report of internal and external customers. Delayed. External surveys completed with a satisfaction rate of 99 percent. Meetings were scheduled to begin development of focus groups for internal surveys; however, with the unexpected and long absence of the supervisor, completion of this measure has been delayed.

Program Objective #5: Insure that police hardware and software programs are maintained and available for use.

Performance Measure 5.1: All critical failures of mobile data computer hardware and software (applications that are unable to be used) repaired within two business days from the date of notification. Not Achieved. There were 42 reports of critical failures during the first quarter. Forty were resolved within two days. Two were delayed due to shipping and receiving the MDCs to and from Motorola.

Performance Measure 5.2: All non-critical failures of mobile data computers

department hardware and software (applications that are functional, but need to have repairs addressed) within five business days from the date of notification. Achieved. Seven non-critical failures were all resolved within five business days.

Submitted by: Data and Records Manager, Jean Stronach

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III. SHORT-TERM STRATEGIC INITIATIVES

ACTIVE INITIATIVES

Develop An Organizational Staffing Plan

Develop A Police Facilities Plan

NEW SHORT TERM INITIATIVES10 (Reporting Starts April 2008)

Develop a Comprehensive Community Outreach Strategy

Develop a New Promotion Process

INITIATIVES “ON-HOLD”11

Begin Oregon Accreditation Association (OAA) Process And Develop

Necessary Policy Analysis

Develop A New Basic Training Program

Develop A New Hiring And Screening Process

Develop An Organizational Evaluation System

INITIATIVES COMPLETED

Improve The Complaint Process

10 Formerly listed as mid-term initiatives, these two projects have been moved to short-term status because work is now underway, or the work is almost completed. Progress reports will be provided starting with the second quarter of 2008. 11 These initiatives are on hold until a final one or two performance measures are completed. No report is provided until the concluding activity takes place.

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Develop An Organizational Staffing Plan

Section 1: INITIATIVE HIGHLIGHTS During this quarter the Police Commission began a review of the Magellan Staffing Study. Their

review will continue into the second quarter of 2008 and should result in some recommendations regarding the need for policy decisions from the City to establish clear guidelines for staffing goals.


Timelines will need to be adjusted to adopt a more realistic schedule for completion of the

objectives associated with this strategic initiative. The delays described below have pushed the timeline out at least one-two years from what was anticipated when the initiative was created.

The next step in the City’s modified “Budgeting for Outcomes” model was to develop the basic

budget for the city manager and executive team’s consideration. In January, EPD finalized and presented the department’s budget offers to the Safe Community Vision Team.

Section 3: INITIATIVE OBJECTIVES

Initiative Objective #2: Identify any opportunities to significantly improve the effectiveness of police staffing resources for making Eugene a safer community.

Delayed. This objective will be addressed as part of the Council Goal: “A police initiative: increase police staffing with a special focus on supporting community policing and reducing property crime.”

Initiative Objective #3: Provide the city manager and police chief with analytically sound information needed to support an on-going dialogue with policy makers, elected officials and members of the public about the size, resources, capabilities and services provided by the Eugene Police Department.

MILESTONE FY07: By January 2007, receive study report; communicate with the City Council, the city manager, the Police Commission and the public. In Progress. The consultant’s report was presented to the City Council and the Police Commission in May 2007. The study has been posted on the Police Website and further dissemination will be planned as a part of the action plan of the Council Goal team. The Police Commission has included the Magellan Study as a part of their work plan for 2007-08 and will be assisting with communicating the findings of the report to the public.

Initiative Objective #4: Develop a phased-implementation plan for the results of this study.

MILESTONE FY07: Develop phased-staffing plan by October 2007 which is based on the report. Notify affected programs/organizations and train staff regarding any associated system support requirements as needed.

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Delayed. Work on the phased staffing plan will be included as a part of the Police Initiative for the Council Goal Action Plan. Updates for the Council’s action plan are also reported quarterly. No meetings for the Police Initiative were held due to the City’s new FY09 internal budget preparation process. MILESTONE FY07: Beginning with the FY08 budget process, begin phased-implementation of the staffing plan with submission of the recommended staffing needs to city manager for budget consideration prior to the development of each fiscal budget year process. Delayed. The phased implementation staffing plan will not be fully developed in time for the FY09 budget preparation and should be more effective in future budget years. MILESTONE FY07: Beginning July 2007, include progress updates in quarterly organization evaluations.

Not Applicable. The schedule for updates has been adjusted because of delays in receipt of the report from the consultants; no reports are due at this time.

Initiative Objective #5: Identify any need for follow-up studies and plan for their completion and implem

entation.

Not Applicable. As the Council Goal team reviews the report and begins to develop the action plan, the need for follow-up studies will be decided.

Section 4: COMPLETED WORK

Objective #1: With the assistance of consultants, acquire a sound analytical procedure to relate the number of staff needed for policing to choices about the police services in Eugene.

MILESTONE: By September 2005, form a staff team and include representatives from EPD and other involved City departments to coordinate the project. Scope the project, review outline and make necessary adjustments. Complete.

MILESTONE FY06: Initiate a contract with a consultant in January 2006 to conduct the study and to prepare a written final report by January 2007 that documents their assumptions and recommendations for the organizational staffing plan. Complete. The report was received in May 2007.

Submitted by: Police Strategic Planner, Linda Phelps Develop A Police Facilities Plan

Section 1: INITIATIVE HIGHLIGHTS

On March 13, 2008, THA and consultants held a final community forum to highlight the work done

to date on the City Hall master planning. Approximately 100 citizens participated, with a majority being repeat attendees. Participants were very complimentary of the completed concept designs for both the City Hall Complex and the Police Patrol Facility. Participants also provided feedback on a set of potential interim options including; 1) leasing additional space downtown, 2) investing

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in maintenance and repairs at City Hall over the next 5+ years, and 3) whether or not it’s a good idea to move forward with the Police Patrol Facility. Most participants spoke in favor of moving forward now with the Police Patrol Facility as a part of a phased approach to the City Hall Complex Master Planning Process.

Over the past three months, the THA, consultants and City staff have continued to prepare for the

final presentations to City Council on the Phase III (Implementation Plan) for the City Hall Complex Master Planning Process. The final two City Council work sessions are scheduled for May 21 and June 4, 2008. In the work sessions the Council will receive: (1) information from the final Community Forum, (2) an update on the progress of conceptual design and a cost model for the Police Patrol Facility, and (3) potential options with cost implications for the City Hall Complex Master Planning Process. The process might provide for a phase approach between now and the extended planning horizon on the City Hall/Police Patrol Facility, tentatively based on a 2010 ballot measure.


GSA staff confirmed that the Veterans Administration will occupy the old Federal Building and

courthouse space. As a result of this decision, that space will no longer be a consideration in the City Hall Complex space planning process.

Section 3: INITIATIVE OBJECTIVES Objective #2: Meet or exceed essential facilities seismic requirements in the options developed for consideration.

In Progress. This principle has been adopted by the City Council. Design work will be included in Phase III which is now underway.

Objective #4: Identify the specific steps required to implement the Development Plan. Produce a specific concept design and project budget in preparation for schematic design; identify a site, concept layouts, and cost modeling for a Police Patrol facility.

MILESTONE - FY08: Complete Phase 3B, the adoption of the Implementation Plan, prior to June 2008. In Progress, This portion of the Implementation Plan is intended to produce specific information about timing, phasing, and finance options for a new City Hall and Police Patrol Facility as well as development of concept design for each. This phase also marks the conclusion of the public involvement activities and the completion of public opinion research designed to inform the feasibility of a bond measure. Work is predicated on a tentative decision to move forward on a November 2010 bond measure.

Section 4: COMPLETED WORK

Objective #1: Provide necessary planning support to the City Council’s priority issue “conclude discussion of City Hall/Police building” that addresses police department service and growth needs.

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MILESTONE – FY06: Complete Phase I, Policy Advisement, by mid-November 2006. (Complete)

Objective #3: Provide flexibility in planning to adapt to future police service delivery options.

MILESTONE: Complete Phase II, the adoption of a Development Plan, prior to December 2006. (Complete)

Objective #4: Identify the specific steps required to implement the Development Plan. Produce a specific concept design and project budget in preparation for schematic design; identify a site, concept layouts, and cost modeling for a Police Patrol facility.

MILESTONE - FY07: Complete Phase 3A of the Implementation Plan, prior to July 2007. Complete. At the October 17, 2007 work session, the Council narrowed the Patrol Facility site options for future use in the City Hall Complex Master Planning studies by voting to proceed with development of a Police Patrol concept design for site ‘E’, a portion of LTD’s RideSource site, located near the intersection of Garfield Street and West Second Avenue, and directed staff to continue to explore acquisition of sites ‘E’ and ‘F’. This action concludes phase 3A.

Submitted by: Retired Lieutenant, Rick Siel

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IV. APPENDIX “A”

Mission

The mission of the Eugene Police Department is to enhance the quality of

life in our city by providing quality police services. We work in partnership with the community to promote safety and security, enforce laws, prevent

crime, and safeguard the constitutional rights of all people.

Goals Crime and Public Safety: ● Define and achieve response time standards. ● Define investigative assignment criteria and achieve target clearance rates. ● Reduce property crime so that Eugene is in the “average” one-third of cities of comparable

size. ● Maintain community measures of perception of personal safety. Community Policing: ● Demonstrate substantial progress in implementing neighborhood-based community policing. Service Quality and Trust: ● Improve community measures of police service quality. ● Define and improve community measures of trust in the EPD. ● Define and improve measures of police employee job satisfaction.

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Organizational Values Of The Eugene Police Department

INTEGRITY We act consistently with our values and our Code of Ethics.

HONESTY We are truthful in character and behavior.

ACCOUNTABILITY We are answerable to the public and each other for our actions and take responsibility for them.

TRUSTWORTHINESS We honor our word and keep our commitments.

FAIRNESS Our actions and decisions are based on reason and law, equally applied to all.

SERVICE We provide meaningful work for the betterment of our community.

TEAMWORK We recognize we can accomplish more and achieve better results by working in groups to take advantage of our diverse skills, abilities, and perspectives.

PROFESSIONALISM We understand the importance of individual excellence in our many roles and adhere to the standards and expectations of our profession.

RESPECT We treat all persons with dignity and honor their rights under law.

INNOVATION We are open to new ideas to improve the quality and productivity of our work.

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V. APPENDIX “B”

Abbreviations in Use by Eugene Police Department

AIC acting in capacity AIRS Area Regional Information Systems ATF Alcohol, Tobacco and Firearms (Federal agency) C-brief Chief’s briefing (event notification system utilizing email) DOJ Department of Justice (Federal and Oregon) DPSST Department of Public Safety Standards and Training (Oregon) DUII Driving Under the Influence of Intoxicants EPD Eugene Police Department ESCi Emergency Services Consulting, inc. EVOC Emergency Vehicle Operations Course FBI Federal Bureau of Investigation ICAT Interdepartmental Community Action Team ICMA International Cities and Counties Management Association ICV in-car video systems IT internet technology LCSO Lane County Sheriff’s Office LEDS Law Enforcement Data System (A federal system of required shared data

base.) MDC mobile data computer PERF Police Executive Research Forum POM Police Operating Manual SPD Springfield Police Department UCR Uniform Crime Reporting

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VI. APPENDIX “C” ICMA-PERF Action Plan Items

The chart below provides a cross-reference of the Strategic Plan’s objectives and performance measures that have been marked with the ICMA-PERF Action plan icon.

(Key: Obj. = Program or Initiative Objectives; PM = Program or Initiative Performance Measures.)

PROGRAMS

PAGE DESCRIPTION

2 Police Department Administration

Obj. #2: Provide a comprehensive planning framework to assist the department to establish a strategic plan and clear and accountable reporting mechanisms to communicate EPD service priorities, accomplishments, and challenges to the public.


Obj. #4: Manage department resources to provide police services to the public within the allocated budget authority.


Obj. #5: Provide liaison and support to the Eugene Police Commission, facilitating its role as community policy advisor to the City of Eugene and EPD. Obj. #1: Provide responsive intake for all externally-generated complaints and commendations involving police employees.

4 Internal Affairs

4 Internal Affairs Obj. #2: Coordinate and track activities associated with all internal investigations and maintain associated records.

5 Internal Affairs Obj. #3: Perform internal investigations as assigned by the Chief of Police.

5 Internal Affairs Obj. #5: Provide information about police complaints and internal investigations to relevant audiences including City Administration, the Eugene Police Commission, the EPD, other city and civic agencies and organizations. PM #5.2: Provide quarterly summary reports for the Eugene Police Commission.

6 Internal Affairs

7 Planning & Research PM #1.1: Prepare and distribute information and materials in response to requests from the Mayor and Council, City administration and EPD staff.

8 Planning & Research Obj. #4: Coordinate and support EPD’s strategic planning and annual budget processes.

9 Policy Analysis Obj. #1: Provide necessary planning background to formalize Policy Analysis and Development as a fully functional program.

9 Policy Analysis Obj. #2: Provide policy research and analysis to support EPD’s effort to meet all professional and employment standards, and legal responsibilities.

14 Operations Support Division Admin.

Obj. #3: Coordinate the activities of the division with outside EPD entities (Human Resources, Finance, Facilities, etc.)

14 Operations Support Division Admin.

Obj. #5: Coordinate all human resources responsibilities for EPD through the Operations Support Division.

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PROGRAMS

PAGE DESCRIPTION

15 Facilities & Equipment Obj. #1: Ensure that police facilities meet statutory requirements, function reliably to enable personnel to perform their assignments safely and effectively, address community needs and are cost-effective.

20 Training Obj. #1: Provide basic and supplemental training to new recruits following the completion of the Department of Public Safety Standards and Training (DPSST) Academy

21 Training Obj. #3: Enhance the basic skills of employees by presenting a curriculum that is tailored to the law enforcement-related topics appropriate to their assignments.

25 Patrol Division Administration PM 1.2: Complete all internal investigations, pursuit reviews, administrative reports, and personnel evaluations within established timelines.

45 Patrol Services PM 1.5: By September 30, 2007, Patrol sergeants and their teams will be assigned to patrol districts and patrol officers will have a dedicated beat assignment in an effort to support the new Neighborhood-Based Community Policing Initiative under development.

45 Patrol Services Obj. #4: Provide basic community policing activities such as problem-oriented policing (POP) projects and involvement of patrol officers in neighborhood meetings.

59 Crime Analysis Obj. #1: Provide robust, timely and accurate crime analysis information to internal and external customers.

PAGE

SHORT-TERM INITIATIVES

DESCRIPTION

85 Develop An Organizational

Staffing Plan Obj. #2: Identify any opportunities to significantly improve the effectiveness of police staffing resources for making Eugene a safer community.

85 Develop An Organizational Staffing Plan

Obj. #3: Provide the city manager and police chief with analytically sound information needed to support an on-going dialogue with policy makers, elected officials and members of the public about the size, resources, capabilities and services provided by the Eugene Police Department.


Obj. #4: Develop a phased-implementation plan for the results of this study.


Obj. #5: Identify any need for follow-up studies and plan for their completion and implementation.


Completed Obj. #1: With the assistance of consultants, acquire a sound analytical procedure to relate the number of staff needed for policing to choices about the police services in Eugene.

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2008 FIRST QUARTER EVALUATION

Documents

Transcript of 2008 FIRST QUARTER EVALUATION