Annapolis Businesses

Annapolis Police Depa rtment’s Crime Fighting Strategy 2009 Mayor Ellen Moyer Chief Michael Pristoop TABLE OF CONTENTS Letter from Mayor Ellen Moyer Mission Statement Prelude Sidebar on Language Introduction Crime Plan ICMA Assessment Organizational Chart Newtowne Safe Zone Results 2007 – 2008 Part One Crime Comparison 2008 – 2009 January – May Crime Comparison 3 5 6 6 6 7 Appendix A Appendix B Appendix C Appendix D Appendix E 2 City of Annapolis Office of the Mayor 160 Duke of Gloucester Street Annapolis, MD 21401-2517 EOMoyer@annapolis.gov • 410-263-7997 • Fax 410-216-9284 • TDD 410-263-7943 • www.annapolis.gov After a 6 year low in crime statistics, the illegal drug business in the City of Annapolis challenged public safety last year. An increase in neighborhood watch, new recreation programs, after-school programs, and community center openings were not enough to stop the renewed tide of violence being experienced in cities across the nation. A combination of illegal drugs, illegal guns and aggressive attitudes threatened us all. The Annapolis Police Department, under the guidance of Chief Michael Pristoop, stepped up enforcement. Under a new agreement with the Housing Authority of the City of Annapolis (HACA), officers went on patrol in the most challenged areas. Continuing efforts with Neighborhood Watch encouraged residents to work with the City to take back their neighborhoods. In addition to stronger enforcement measures, the City -through its grants programs - continued working with local organizations and the faith-based community to address the root causes of crime. The City of Annapolis has always had, and continues to have, an exemplary police force. The Annapolis Police Department received National Accreditation in March 2004 and was reaccredited in March 2007. Less than 600 of the approximately 17,000 police agencies in the United States are accredited. The increased pay and benefits offered to members of the Department in recent years has helped stem the tide of attrition and makes the package offered by the APD among the top three in the State of Maryland. The Capital City Safe Streets Program, initiated by the City with the support of Governor Martin O’Malley, is just over a year old. It is a model of collaboration and it is already showing signs of being a ground-breaking success. Annapolis is a small town with big city challenges and our citizens are very clear about their expectations of their police department. They want the police to act aggressively against crime, but to do so with respect and civility. They also want clear and open lines of communication between the Department and the communities it serves. The steps outlined in this crime plan exceed all of those expectations. 3 Our challenges are many; it will take continued hard work and collaboration if we are to meet our goals. Perhaps the biggest battle lies within ourselves. We must not live in fear, either of our neighbor or of change. We must embrace a future where public safety for everyone is a goal achieved, and every city block in Annapolis is a safe place for our children and grandchildren to play and grow and dream. Ellen O. Moyer Mayor, City of Annapolis 4 Mission of the Annapolis Police Department The Annapolis Police Department, in partnership with the community, is dedicated to preventing and controlling crime and preserving the quality of life in Annapolis through firm, fair, and impartial law enforcement strategies. To succeed in our mission we uphold these values and core beliefs. We are committed to preserving democracy and freedom by recognizing the constitutional rights of all; We are committed to nurturing the public trust by maintaining professionalism in every facet of our operations and demanding the highest levels of personal and professional integrity; We value partnerships with diverse communities to ensure safety, security, and mutual trust. We are committed to open communication and cooperation with our residential and business communities in an effort to reduce crime and improve the quality of life for all. We take a proactive approach while encouraging and motivating the community to do the same. We value an environment which focuses on solving problems through teamwork, participation, cooperation, and enthusiasm, fostered by decisive, professional leaders who support creativity and innovation. 5 PRELUDE This document provides the Annapolis Police Department’s (APD) mission, guiding principles, goals and strategies to reduce crime and improve the quality of life for our citizens. Our core values guide our work. Ultimately, we will be judged not just on the reduction of crime but also on how well we hold to our values and principles. Our strategies are not stagnant. We will constantly reevaluate and prioritize our practices to meet changes in the community and crime trends. A SIDEBAR ON LANGUAGE Modern law enforcement cannot and does not exist in a vacuum. The quest to secure public safety and fight crime today requires a greater number of partners than ever before. For the sake of clarity, the plural pronoun “we” is being used in the most collective and inclusive sense possible. In every case “we” is a reference not only to the Annapolis Police Department, but also our partners in the City Administration, fellow law enforcement agencies and, most of all, the citizens and communities we serve. INTRODUCTION During the first four months of 2008, Annapolis experienced four homicides and five nonfatal shootings. Violent crime was on the rise, and the Annapolis Police Department (APD) was not adequately equipped to address the problem. Most of the crime, violent and nonviolent, was occurring in and around public housing and officers were unclear about their responsibilities in these areas. At the same time, we did not have the resources available to handle this pressing problem. The number of officers hired did not keep pace with the rate of attrition. Equipment and training were often denied due to lack of funding. Officers were removed from specialized units and placed in patrol to fill vacancies, resulting in the elimination of discretionary personnel which is essential to combat crime. An assessment conducted by the International City/County Management Association (ICMA) in May 2008 illuminated the need to improve the day-to-day operations of the Annapolis Police Department. Many changes have taken place over the past year and more changes will happen in the future (See Appendix A for ICMA recommendations). Throughout this period, the men and women of the Annapolis Police Department have worked hard to improve the agency, reduce crime and further reach out to the community. As a result, total serious crime – “Part 1 crime” reported to the F.B.I. which includes homicides, robbery, rape, aggravated assault, burglary, theft, motor vehicle theft and arson – declined by 15% in 2008 compared to 2007. Violent crime decreased by 29% and property crime by 12%. Crime in 2008 was the lowest it has been in 20 years. Over the past year, we have had the opportunity to evaluate the Department’s needs. We have formulated goals and objectives and prepared a budget that is inline with the current economic climate. This report is presented as the blueprint for a new vision of what we as a City are now doing and what we must continue to do to meet our law enforcement and public 6 safety obligations. Uprooting system failures and securing committed behavioral change in the Annapolis Police Department is the challenge. This document charts the course for how we will meet that challenge. It is not a conventional “laundry list” of accepted practices and programs; rather, it is an attempt to lay out essential elements of our strategy - a work in progress - and to provide concrete, measurable steps that will continue to make Annapolis a safe place to live, work and visit. Our commitment to reducing crime in Annapolis goes hand-in-hand with our pledge to maintain the very highest professional standards. Those who wish to become part of the Annapolis Police Department - and those already here - are being held to the standards that Annapolitans expect and deserve. THE PLAN This blueprint addresses the most important issues: crime reduction, community partnerships, recruitment, technology, and professional standards. None of these objectives can stand alone. They are interwoven and each is necessary to ensure that Annapolis remains a safe and secure city. Chief Michael Pristoop has made reducing crime the primary goal of the Annapolis Police Department. He shares the same goal as every other Annapolitan - that Maryland’s Capital City be the safest city in Maryland. To reach this goal, Chief Pristoop has developed Police, Approach, Community and Technology (P.A.C.T.). Each of these four groups consists of subcategories, and each has an important role in the success of the overall mission to reduce crime. POLICE We are continuing our efforts to reduce crime and ensure the comfort and security of every community in Annapolis. Every member of the Department, sworn and civilian, plays a vital role in this mission. The role of the police in this important undertaking can be divided into several approaches including: recruitment, operational deployment and professional standards. RECRUITMENT - The hiring process is a monumental job that previously had been overseen by the Administrative Services Captain staffed with only one assistant. Upon the start of the present administration, 26 of the 131 sworn positions were vacant. The number of officers hired could not keep pace with the rate of attrition. Officers were removed from specialized units and placed in patrol to fill vacancies. This resulted in the elimination of the discretionary personnel essential to combating crime. There were also new positions that had to be created and filled. In an effort to become more efficient, while continuing to maintain excellent hiring and diversity standards, a portion of the hiring process was shifted to the City’s Human Resources Department. By combining the resources of each Department, more staff is at work streamlining the testing process, 7 making timely offers of employment, simplifying processes and targeting the broadest audience with modern recruitment efforts. By revamping the testing system and sharing the workload the Annapolis Police Department has dramatically improved its application-to-hire-process. In less than one year we have hired and trained approximately 20 police officers without compromising our standards. The following efforts and processes are also in place. Regional Advertising - Every jurisdiction in Maryland is having a difficult time recruiting qualified applicants. In an effort to reach a bigger applicant pool we began to advertise throughout the northeast United States. Police Recruiter - Modern police department best practices illustrate the wisdom of using a professional recruiter. The Recruiter is funded by the Police Department and assigned to the City’s Human Resources Department. The Recruiter’s duties include tracking applicants, providing test dates and staying in close contact with each applicant. Community Service Officers (CSO) - Approximately 10% of the current sworn members of the Annapolis Police Department began their careers as cadets or Community Service Officers. This program brings people interested in law enforcement into the Department before their 21st birthday, when they are eligible to become police officers. Until recently, all of these positions were vacant. Two positions have been filled and we are actively recruiting others. Crime Lab Supervisor - The crime lab is responsible for the collection, cataloguing, preservation, testing and presentation of evidence recovered from crime scenes. DNA and ballistics testing along with fingerprint analysis make crime labs an enormous part of today’s crime fighting. Many crimes would go unsolved without this modern technology. It is imperative that our technicians receive regular training in both lab techniques and court testimony. Recognizing the importance and urgency of modernizing all aspects of our Crime Lab Unit, the APD will soon enhance the unit with increased personnel, modern equipment, better technology and training. Currently there are two civilian crime lab technicians and several police officers trained as crime lab technicians. We are in the process of hiring a supervisor with nationally recognized credentials and exceptional experience. The supervisor will assess the current procedures, polices, equipment and personnel and make recommendations for improvement. 8 Hispanic Liaison - With the increasing number of Hispanic residents in the City, it is urgent that we improve our ability to communicate with the Hispanic community. The primary goal is to build trust through mutual understanding and positive relationships. The Department’s Hispanic liaison acts as a “communication bridge” between the community and police. The liaison also offers Spanish classes to police officers, giving them a basic understanding of the language and Hispanic culture to improve the quality of our police services. Grant Coordinator - Grants from a variety of sources help the Police Department develop and improve enforcement strategies. In the past, there was not a designated person responsible for organizing, writing and tracking grants. A dedicated grant writer increases the number of grants we receive, resulting in improved service and equipment and a reduction in budgetary requirements. In 2008, we received $1.2 million in grants as a result of this type of proactive research. Crime Analyst - Timely and accurate intelligence is critical to effectively combating crime. Officers must be aware of crime patterns, trends and have up-to-the-minute information at their fingertips. Our analyst creates crime analysis reports, bulletins, maps, and data related to crime trends and patterns. This information results in directed patrols and criminal investigations that aid in stopping and solving crimes. PROFESSIONAL STANDARDS - We must not lose the public’s trust and support. While focusing on crime reduction through proactive enforcement, it is important to build and maintain the highest moral and ethical standards. The citizens of Annapolis demand a professional Police Department. The Annapolis Police Department received national accreditation in March 2004 and was reaccredited in March 2007. Less than four percent of the approximately 17,000 police agencies in the United States are accredited. We will continue to offer professional training using resources from within and outside the Department. Supervisors will continue to be on the street, interacting with subordinates and the public. This hands-on policy has increased enforcement and decreased internal complaints against officers. Streamlined Command Structure - An effective Police Department requires a streamlined and efficient chain of command. It is important that the entire organization receive and understand the same message. To achieve this, our command structure and divisional organization was strengthened and improved (see Appendix B for an organizational chart). The Chief now gets input from three division commanders and information travels up and down the chain of command rapidly and without misinterpretation. 9 Revised Goals and Objectives - Every year, the Chief publishes the goals and objectives for the year ahead. Each commander must produce a plan showing how his or her division will support the Chief’s goals and objectives. Constant monitoring throughout the year helps determine if benchmarks are being met. This year’s goals reflect our crime plan’s objectives to reduce crime, improve community relations, improve technology, fill vacant positions, and maintain high professional standards. Supervisor Deployment - The Department established a Night Commander staffed at the rank of Lieutenant or above and deployed on the streets during prime hours. The Night Commander is responsible for the overall deployment of resources and ensuring compliance with our professional standards. Review and Training on Policies - Every week, supervisors review a different departmental policy and procedure with officers. The policies range from professional directives to inspection procedures. Continuous education and training through regular instruction results in a more knowledgeable and more accountable police force. Professional Development Training - Sworn and civilian personnel are provided additional training throughout the year. It is important that all members receive continuous training so they may provide service in the most professional manner possible. Commission on Accreditation for Law Enforcement Agencies (CALEA) - The program provides a process to systematically conduct an internal review and assessment of our policies and procedures and make adjustments wherever necessary to meet a body of nationally accepted standards. APPROACH We recognize that no one person can combat crime on their own. Fighting crime is a team effort that must be supported by clear goals and objectives, and actions must be taken in concert. Reaching our objectives requires that we evaluate our team by looking at our strengths and weaknesses. Certainly one of the strengths of the Annapolis Police Department is the dedicated men and women who serve the City everyday. Equally as certain, one of its former weaknesses was the manner in which officers were deployed and the clarity of the message conveyed to them. To assure our officers are striving toward the same goals and objectives, we give them clear direction and a resounding message. That message is every member of our Police Department understands they are individually accountable for their decisions and actions. Furthermore, they benefit from the consistent message that we will deploy in crime-affected areas and use every available resource to reduce and prevent crime. 10 POLICING THE STREETS - The Annapolis Police Department currently employs a policing approach called “problem oriented policing.” This method uses broad aspects of tried-and-true policing and enforcement strategies along with the sustained and necessary help of our partners in the City of Annapolis. Basic strategies and tactics for deployment are in place, and initiatives and investigations are geared to provide a high level of visibility. Enforcement strategies have improved as officers now share information without delay, deploy in communities disproportionately affected by violence and nuisance crimes, and target violent offenders through intelligence, technology, and greater resources. The blue print of this shifting strategy emphasizes increased accountability and growing partnerships at all levels of government. The support and confidence of every resident of Annapolis is vital to the Department’s success. Small segments of the Annapolis community account for 30 percent of the calls for police service. Most of the serious crime in the City is clustered in and around low-income housing communities. There are individuals in these communities with violent criminal histories and involvement in illegal drug and weapons activity. Many police departments are inclined to “cast a net” over these communities with a low or no tolerance enforcement approach resulting in multiple arrests with limited discretion. The Annapolis Police Department is approaching the problem more efficiently by targeting those responsible for the majority of the crime in these communities. Nuisance and narcotics violations are pursued with vigor. Federal, state and local government agencies are helping to remove repeat offenders from our City. As these individuals are removed, Annapolis becomes an even safer city than it is today. OPERATIONAL DEPLOYMENT - We will add resources to those neighborhoods where crime is the highest without compromising police services in other parts of the City. The strategies we choose may or may not be conventional. Some will be reactive and some proactive. Each method tried will be examined to determine its effectiveness and if it is the best approach for the area of concern. Methods that work in one area may not be right for another. Redeployment - Officers in administrative positions have been redeployed for various operational assignments and patrol duties. This includes foot patrol during the summer months and the winter holidays along with details to our Drug Enforcement Unit. Undercover Narcotic Buys - Narcotic detectives often work with the Maryland State Police and the Anne Arundel County Police Departments when making undercover drug buys. In one operation in 2009 over 48 drug dealers were indicted and removed from our streets. Criminal Investigation Section (CIS) - The flow of information between detectives and officers is vital to the reduction of crime. CIS was relocated to Police Headquarters and the hours of detective coverage were extended. Detectives routinely attend roll call, interact with patrol officers, debrief individuals upon arrest and send out requests for information while providing information on crime trends and wanted individuals. 11 Information Sharing - In order to remain effective, it is imperative we have open lines of communication between all facets of the agency. Important information is shared between our divisions, sections and units. This information may concern crime trends, wanted persons or goals and objectives. The Department also shares relevant information with our community partners and government leaders. Citizens expect accurate and timely information on the City’s crime trends and departmental progress. An effective police department must be cooperative, accountable, transparent and accessible. Expanded Foot Patrols - We have a dedicated Foot Patrol Unit. In addition, K-9 officers were removed from patrol and placed in our Special Operations Section. Officers were instructed to patrol communities, both in vehicle and on foot. These patrols increase visibility and foster positive community relationships. Adopt-a-Business - Each officer in patrol has been assigned a block of businesses and is responsible to develop relationships and communicate with the businesses in their areas. They provide assistance when needed and help resolve concerns before they become problems. Purchase of T3s - APD purchased two personal mobility vehicles to patrol business and residential neighborhoods. The T3s are battery operated and used to supplement foot patrol. Decoy Stings - Bicycles, scooters and items from cars are often stolen in the City. In general, a person arrested with stolen property is not a first-time offender. In fact, one person may be responsible for dozens of crimes before being caught. In an effort to curb this problem, surveillance and sting operations are being conducted throughout the city. Flex Squad - Recognizing the urgent need for a proactive enforcement team, the Department established a “Flex Squad.” The Squad consists of nearly a dozen officers reassigned and detailed from patrol and administrative assignments. As the name indicates, the Flex Squad has great flexibility, but the team’s main purpose is enforcement and increased visibility. The Flex Squad works varying shifts, days and communities. Warrant Service - A consistent truth in law enforcement is the majority of crime is committed by a relatively low number of offenders; the City of Annapolis is no different. Those who avoid the criminal justice system often feel free to continue committing crimes. The City of Annapolis has hundreds of arrest warrants for service. In an urgent effort to apprehend wanted persons and reduce the warrant backlog, a two-tier warrant service plan is now in place. 12 Warrants are now distributed to patrol shifts on a daily basis and field officers and supervisors are accountable for daily service. Officers benefit from photographs and “look outs” routinely provided to them during roll call and at other briefings. The second tier of service involves a specialized team of detailed officers who may work alongside the Anne Arundel County Sheriff’s Office. This second approach has been highly effective for apprehending our most serious offenders. Targeted Enforcement - Officers are now targeting those individuals who are the constant source of complaints or arrests in an effort to remove them from the community. APD is using every resource and working with our law enforcement partners to continue these efforts. Safe Zones - The Community Safe Zone Project is a holistic strategy designed to prevent drug-related violence, restore community stability and promote better police/community relations in distressed neighborhoods. The project’s operational component targets a neighborhood for a four week cycle. It has four core components: 1. Redirection of nonresidential traffic, 2. Coordination of government resources, 3. Coordination and deployment of social service outreach teams; and 4. Organization of police sponsored community functions, including youth events. While the objective is to reduce or eliminate criminal activity in a particular neighborhood, Safe Zones offer the added benefit of strong community outreach and neighborhood involvement. During deployment, various groups and agencies are engaged to help provide social outreach so that the community sees physical improvements and is encouraged to continue this progress. In the last six months the Annapolis Police Department, along with many other agencies, has conducted two very successful Safe Zones. The first was in Newtowne, (see Appendix C for results), while the second was on Clay Street. We expect to conduct at least two Safe Zones each year. Violent Offender Unit - The Violent Offenders Unit is being created to work hand-in-hand with other investigative and enforcement teams to target known violent offenders. The Unit will use every means to apprehend these offenders. Tactics are limited only by law and imagination. The Unit will pursue known offenders, develop criminal cases and work with the State’s Attorney’s Office to help remove these criminals from our community. Using 13 targeted enforcement not only makes managing and reducing violent crime possible, it becomes an encouraging reality. Nuisance Abatement - Some residents in Annapolis are living next door or nearby to those involved in the use or sale of illegal drugs in their homes. A very effective tool for eliminating this is the use of nuisance abatement laws provided for by County Code and State law. The ability exists to pursue through the courts a quasi-civil remedy through these nuisance abatement statutes. When successful, the courts may compel the property owner to immediately desist or take other corrective measures. COMMUNITY In the context of this crime plan, the concept of “community” takes on a larger meaning than just the residents of Annapolis. Community includes residents, businesses, faith-based groups and other government agencies all working together to make Annapolis a safer place. Rest assured, however, we recognize that the residents of Annapolis are the largest stakeholders in the community. They deserve to be safe and unaffected by violence, property crime and the scourge of drug activity in their neighborhoods. Opportunities exist for people to become involved and help make our City even safer. Neighborhood Watch - Neighborhood Watch is a crime prevention program that enlists the active participation of Annapolis residents to cooperate with law enforcement to reduce crime, solve problems, and improve the quality of life in the City. Residents of Annapolis help immeasurably by reporting suspicious activity and providing information to solve crimes. Participants in Neighborhood Watch work with their neighbors to learn how to recognize and report crime or suspicious activity, to protect themselves, their family and their property and to identify crime and disorder in their community. Police Auxiliary - This unit will be an opportunity for those who want to serve the community without actually being a sworn officer. Auxiliary officers are asked to volunteer for various details a few hours each month. C.O.P.S. (Citizens Offering Police Support) - This is a volunteer program open to anyone with a willingness to get involved and the desire to make a difference in Annapolis. Work assignments will be within the police building and may be administrative, clerical or technical. Citizens’ Police Academy - This is a program designed to give the public a working knowledge of the Police Department. Citizens attend classes similar to those of police department recruits. The goal is to 14 educate the public about police work, to create community awareness, increase the rapport between citizens and the Department and to overcome barriers in communication and create realistic expectations. Neighborhood Safety Council (presently Neighborhood Watch) Monthly meetings are designed to make community leaders and other citizens aware of the latest trends in personal and community safety through crime updates, agency progress, information exchange and speakers on relevant matters. These meetings offer another avenue for the exchange of ideas on how to improve public safety. Youth Camps - Our camps provide a great opportunity for officers to interact with “at risk” youth to help build trust and cast officers in a more favorable light. The programs provide instruction to help build self-esteem and confidence. Vehicle Watch - The Annapolis Police Department offers two theft prevention programs: “Scooter Watch” and “Watch Your Car.” Both are offered in an effort to reduce vehicle theft. By registering and placing decals on your scooter or car, you enable the police to stop your vehicle under certain conditions. These programs assist police officers to quickly identify and recover stolen vehicles. BUSINESSES - When a business is the victim of a theft or other crime, the entire community suffers. Annapolis businesses play an important role in the reduction of crime. Reports show that customers are often the victims of theft in restaurants and liquor establishments. As partners with the business community, we must provide City business owners with the tools they need to reduce or eliminate crime whenever possible. Email Blasts - The Department’s External Affairs Officer sends emails to Annapolis businesses, either directly or through business associations, keeping them apprised of crime trends and public safety issues affecting their area or their customers. Business Surveys - The Annapolis Police Department has personnel trained in conducting security surveys. We make recommendations to reduce the chances of being victimized. Night Reference Forms - Every business in Annapolis should have this form on file with the Department. Completed forms have contact information in case of any emergency at the business. The forms are available online, and the information will remain confidential. Adopt – A – Business - Patrol officers are now assigned businesses for which they have greater than usual responsibility. The officers visit and make contact with the employees to help establish a rapport and open the lines of communication. 15 GOVERNMENT - The Annapolis Police Department, like other departments, is supported by funding from the citizens of Annapolis. This funding is supplemented by grants from the State of Maryland, the Office of Justice Programs, the Department of Homeland Security Administration and, to a lesser degree, by non-profit organizations. Much of our grant money enables us to partner with other state and local agencies to reduce crime in Annapolis. Collaborative Supervision and Focused Enforcement (CSAFE) This initiative is grant funded and identifies those geographic areas with the most significant crime and then promotes strategies and collaboration between state and local agencies to reduce crime and ensure public safety. In 2008 the entire city of Annapolis was designated as a CSAFE area. In 2009, CSAFE will shift its focus to violence prevention that will strongly support our operational objectives. Capital City Safe Streets (CCSS) - As crime was increasing in Annapolis, a different approach was needed to fight back. The Governor and top Maryland legislators supported the City of Annapolis and the Police Department by providing a grant to fund this new initiative. As a result, we formed an unprecedented coalition with numerous government agencies. CCSS started in February, 2008. The partners include County and State law enforcement agencies, Parole and Probation, Annapolis Housing Authority (HACA), Anne Arundel County State’s Attorney Office, the Department of Juvenile Services, the Health Department, and community members. A Criminal Justice Coordinator, working under the direction of the Police Chief, was appointed to oversee the program. The essential purpose of CCSS is to focus resources and facilitate strategies to identify and remove violent offenders from the community. This involves streamlined communication between partner agencies, broadened avenues of intelligence sharing and jointlaw enforcement initiatives. Various proactive measures include: taskforce style warrant service, enhanced prosecutions, targeted enforcement centering on dangerous offenders, focused deployment in crime-affected areas, “Safe-Zones” and other community outreach programs. Community Prosecutor - The prosecutor works closely with police, tracks Annapolis cases, seeks enhanced punishment for repeat offenders, and helps coordinate community involvement. TECHNOLOGY A major priority for the new administration is the acquisition of technology necessary for modern and effective policing. In reorganizing the Annapolis 16 Police Department, Chief Pristoop incorporated a Special Projects Manager in his chain of command. The manager and other staff members help research and evaluate technology associated with law enforcement and how it supports the Department’s goals and objectives. Some of the technological advancements already achieved include: Crime Mapping - Many jurisdictions still track crime by pushing color coded pins into a map. Today, with the help of “Geo coding” and the right software, officers can instantaneously determine crime trends. The Department distributes up-to-date crime analysis reports and other essential information at roll call and in patrol cars. Analytical Software - The software enables investigators and analysts to quickly understand complex scenarios and volumes of seemingly unrelated data, performs analysis and communicates the results. It can illustrate relationships to develop criminal intelligence or investigative leads. Crime Reports.com - This website is a public crime mapping website. It pulls incidents from Annapolis Police Department’s Records Management System on a regular basis. The user can query by crime type, date, or address. CrimeReports.com is accessible as a link on the APD website. Computer Aided Dispatch (CAD) - Annapolis is an “Enhanced 911 center.” In January 2009, the State of Maryland awarded the Annapolis Police Department over $400,000.00 to update the equipment in its first class 911 center. The Department will also have a new CAD system to take full advantage of the 911 equipment to enable optimum public service. The CAD system contains several features that provide services both for our dispatch center and in the field for public safety. License Plate Recognition (LPR) - LPR is an image-processing technology used to identify vehicles by their license plates. The system uses illumination such as Infra-red camera to take the image of the front or rear of a vehicle. Image-processing software then analyzes the images and extracts information associated with the vehicle’s registration. Our LPR has aided us in the recovery of stolen vehicles, stolen tags and has identified owners whose driving privilege was suspended or revoked. Improved APD Website - The website is improved and provides useful and relevant information concerning crime, recruitment, departmental organization, police events and services. Visual Presentations of Known Offenders - A monitor is now in our roll call room for view by all police officers. It continuously displays 17 photos and information on violent and repeat offenders as well as individuals sought on arrest warrants. Live Scan - This electronic fingerprinting device sends scanned fingerprints to a state-wide database. Within minutes, the fingerprints are compared to others within the database and results are returned confirming identity. This greatly assists in identifying subjects under arrest or investigation. Command Paging - Our Communications Section immediately notifies commanders and other designated personnel of any significant crime or event in Annapolis. Language Line - APD now subscribes to the “Language Line” to provide interpretive services for those who speak limited English. Emergency calls can be routed through the Language Line for prompt translation to enable our dispatchers to obtain necessary information. Electronic Post Book - The new administration feels the more information in the hands of our patrol officers, the more effective they can be. Warrant information, maps, crime data, intelligence bulletins, recent prison/jail identification, and other relevant information are now compiled into a “post book.” The book is another resource for officers in the field. Some technology enhancements planned for the near future include: Reverse 911 - An automated system where the Department provides advisories to citizens living in a defined geographic area. The information will alert them to crime in their area, suspect descriptions, or solicit assistance in solving a crime. E-ticket - Electronic ticketing in patrol vehicle enables police officers to swipe a driver’s license and instantly obtain accurate information. This device will help identify fraudulent driver’s licenses. It will also help officers to quickly complete citations allowing the officer to resume patrol. Field Base Reporting - Field Base Reporting provides officers in the field with the ability to enter information directly into departmental forms that will integrate into the Record Management System. It allows remote access to agency databases and other features for field use. Units and supervisors will have the ability to access record systems and complete reports in a mobile capacity allowing each to remain on the street and provide continuous police service to the community. 18 Rugged Laptops for Patrol Vehicles - Rugged laptops are the most cost-effective solution for replacing our outdated mobile terminals. They are durable, moveable, have more memory, and can be upgraded. CCTV Expansion - The Police Department, with support of City Government, plans to expand its CCTV coverage. The additions will include 10 to 15 cameras in downtown, around State Circle and on West Street. We will also install CCTV in some of the communities disproportionately affected by crime. Mobile Fingerprint Technology - This mobile product allows an officer to take a fingerprint in the field and send it to the Criminal Justice Information System. Within two minutes the officer will receive an individual’s basic information and, when available, a photograph. Crime Scene/Accident Software – This software reconstructs crime scenes or accidents through sophisticated drawing applications and preset diagrams. It assists the officer or investigator with a visual display and makes for better record keeping and court testimony. NEXT STEPS We have made real, measurable progress in 2008 and more is expected in the future. We will continue to work with all of our partners to see that the strategies offered here continue to be realized. No community can prosper without a sense of safety, and the men and women of the Annapolis Police Department recognize it is their first obligation to protect everyone and provide the best police service possible. This plan provides the framework to achieve that priority. It seeks to unite the resources of the entire community to continue to reduce crime, diminish violence and develop a sense of hope for a better future for the Annapolis community. Working together, we can achieve these goals. 19 Appendix A ICMA ASSESMENT Recommendations 5 Person Housing Unit Medical Follow up Civilian Positions w/broad titles Formal list of authorized positions Crime Scene Technology Funding for CAD/RMS Recruiting Responsibility w/ HR Partnership Criminal Investigation Section in HQ in the police building Internal Affairs Section in HQ Status 14 person Flex Unit 1 officer retired 1 officer pending Review of all contracts and responsibilities Completed Some equipment has been purchased. Supervisor hiring pending Approved and purchased In place Completed An alternative building is used to allow citizens to make complaints outside of police presence. Testing 12 hour shift In place Grant funding is being used Completed Alternative Patrol Methods Increased traffic enforcement in and around public housing City fund community policing Agreement with Housing Authority 20 Appendix B ANNAPOLIS POLICE DEPARTMENT ORGANIZATIONAL CHART Chief Major Special Projects Prof. Standards PIO Operations Patrol Special Operations Flex Traffic Foot K9 Narcotics Administration CIS Lieutenant Property Liquor Inspector Fiscal Community Support Services Lieutenant Communications Central Records Platoon 1 Platoon 2 Platoon 3 Intelligence E&T Recruitment Reception Planning Research Special Events Crime Lab Information Systems 21 Appendix C Newtowne Safe Zone Comparisons 6 Months Prior to Safe Zone May08 3 1 7 4 0 1 1 1 2 20 Jun08 6 3 4 11 0 1 0 1 4 30 Jul08 2 1 6 4 1 0 3 0 7 24 Aug08 0 0 3 4 2 1 3 3 3 19 Sep08 2 2 3 4 0 2 4 2 2 21 Oct08 4 1 4 4 1 4 3 0 4 25 Total 17 8 27 31 4 9 14 7 22 139 Safe Zone Nov08 3 0 1 2 0 4 3 14 7 34 6 Months After Safe Zone Dec 2 1 2 0 0 1 0 1 1 8 Jan 0 1 2 2 0 2 0 3 5 15 Feb 1 0 1 1 0 0 0 0 2 5 Mar 0 1 0 0 0 1 1 0 0 3 Apr 0 0 2 1 0 0 0 3 7 13 May 3 0 0 0 0 0 0 0 4 7 Total 6 3 7 4 0 4 1 7 19 51 Part 1 Violent Part 1 Property CDS Simple Assault Weapons Possession Disorderly Conduct 59B Trespass/Other Vehicle Code Viol. Other Offenses Total 22 Appendix D 2007 – 2008 Part One City Wide Crime Comparison 2007 HOMICIDE FORCIBLE RAPE ROBBERY ASSAULT, AGGRAVATED Total Violent BURGLARY THEFT THEFT FROM AUTO MOTOR VEHICLE Total Property Total 8 5 186 212 411 412 661 519 193 1785 2196 2008 8 8 129 162 307 293 632 519 137 1581 1887 % Change 0.00% 60.00% -30.65% -23.58% -25.30% -28.88% -4.39% 0.00% -29.02% -11.43% -14.07% 23 2007-2008 Part One Crime Incidents by Month 250 225 200 175 150 125 100 75 Jan Feb Mar Apr May Jun 2007 Appendix E Jul Aug Sep Oct Nov Dec 2008 Part One Crime Reports City Wide January 1 - May 31 2008 HOMICIDE FORCIBLE RAPE ROBBERY ASSAULT, AGGRAVATED Violent Total BURGLARY THEFT THEFT FROM AUTO MOTOR VEHICLE Property Total Total 6 4 61 74 145 161 302 249 61 773 918 2009 1 5 27 47 80 77 159 101 24 361 441 % Change -83.33% 25.00% -55.74% -36.49% -44.83% -52.17% -47.35% -59.44% -60.66% -53.30% -51.96% 24 Jan 1 - May 31 Annapolis Part One Crime Reports: 2008 -2009 320 300 280 260 240 220 200 180 160 140 120 100 80 60 40 20 0 HOMICIDE FORCIBLE RAPE ROBBERY ASSAULT, AGGRAVATED BURGLARY THEFT THEFT FROM AUTO MOTOR VEHICLE 2008 2009 25 26