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Police Department
5 Year – Program
Review
January 2014
1
UNIT MISSION STATEMENT AND HISTORY
Department Mission Statement
The Oklahoma City University Police Department is devoted to providing the Oklahoma City University
campus community with emergency and non-emergency services in a professional, timely and efficient
manner. Maintaining a safe environment that supports student learning is our uncompromised mission.
Brief History of the Department
On September 15, 1919 Oklahoma City College opened for class with a faculty of 10 professors one of whom
served as dean, librarian and was probably responsible for campus security. During that era the need for
security or law enforcement consisted of simply notifying the Oklahoma City Police Department. In 1987, the
Security Department consisted of 11 officers and patrol duties were performed in a Plymouth Horizon. In
2006, Chief of Security, Lyndel Harris and Vice President of Student Affairs, Dr. Richard Hall submitted a
formal proposal to the OCU Board of Trustees requesting the establishment of a campus police department
which was overwhelmingly approved. On October 7, 2007 the Oklahoma City Mayor and City Council
approved a mutual agreement allowing the newly formed OCU Police Department (OCUPD) to extend law
enforcement authority to the surrounding neighborhood which facilitated OCUPD in assuming a proactive
style of law enforcement. It was also during this time that our first police officers graduated from the
Oklahoma Police Academy (CLEET) at Ada, Oklahoma.
PROGRAMS AND SERVICES
Law Enforcement
 Traffic violations
 Crime response
 Crime deterrence and reduction
 Arrest and transport to detention
 Police security for events
 Crisis Intervention Team (C.I.T.) program
Assistance Services
 Car unlocks
 Car battery jump
 Flat tire repair
 Gasoline
 Entry to campus buildings
Parking
 Special event parking
 Parking regulation enforcement
Crime Prevention Programs
 Never walk alone
 Campus Escorts
 Lectures and Demonstrations
2
OCUPD is a state-sanctioned police department whose jurisdiction includes Pennsylvania Blvd. to Classen
Blvd. and NW 23rd Street to NW 30th Street. This jurisdiction allows OCUPD to provide law enforcement not
only to the OCU campus, but to the surrounding neighborhood where many OCU students live in houses and
apartments. In addition, expanding police service beyond campus boundaries allows OCUPD to enhance
protection of the campus community by preventing crime before it reaches the campus property.
This jurisdiction also serves to facilitate positive “town and gown” relations as OCUPD Officers become
familiar with campus neighbors, who often prefer to contact the department due to a speedy response time
and professionalism. This is community policing at its best.
3
LEADERSHIP AND STAFFING
Vice President of Student
Affairs
Dr. Rick Hall
Chief of Police
Lyndel Harris
Assist Chief of Police
Steve Taylor
Captain
Jeff Stonebreaker
Sergeants:
Vacant
Office Manager
Carla Stanton
Police Officers:
Dispatchers:
Officer Haynes
Sharon Brantley
Officer Hogue
Joanna Smith
Officer Pankowsky
Steven Davis
Officer Jeney
Open
Officer Garrett
Open (3x)
4
FINANCIAL RESOURCES AND BUDGET
Chart Title
600,000
500,000
400,000
Salary Budget
Staff Salaries
300,000
Org Salary Budget
200,000
Revenue
100,000
0
2008
2008
2009
2010
2011
2012
2009
2010
Salary
Budget
544,000
544,000
544,000
544,000
544,000
2011
Staff
Salaries
544,000
544,000
544,000
423,000
466,000
2012
Org Salary
Budget
275,984
275,984
275,984
275,984
275,984
Revenue
376,415
359,812
404,596
396,399
351,671
Revenue
Permit Revenue
256,420
241,316
Ticket Revenue
252,221
238,824
165,773
119,995
2008
144,179
118,496
2009
233,596
116,011
2010
2011
5
2012
ASSESSMENT AND EVALUATION
Student Affairs Student Satisfaction Survey
Student satisfaction with the police department is measured each October through the Student Affairs
Student Satisfaction Survey. There are two primary findings:
1. Students perceive that OCUPD police officer’s primary motive is to issue parking tickets. As
demonstrated in the Chart above; the amount of tickets issued has declined every year for the
past 3 years.
2. Students are not familiar with the purpose and goals of the department. There is a desire for
more clarity with campus rules, parking regulations and police authority.
Both of these findings suggest that improved marketing to facilitate student understanding and appreciation
of the police department’s objectives will result in increased satisfaction. Some solutions might include:
1. Delivering a clear message during Stars Week, particularly at the scheduled Campus Safety
Forum.
2. Clarifying the purpose and goals on the OCUPD website.
3. Stabilize the delivery of services by significantly reducing the amount of turnover at the officer
and dispatch positions.
4. With a fully staffed department, the department will be able to redistribute officer duties from
primarily automobile patrols to increased bicycle and foot patrols to support closer contacts
with members of the campus community.
Overall, the students are satisfied with the department and the services provided.
6
Department Activity
Department activities are derived from daily call logs and compiled annually.
SMOKING TICK
0% TOW
POV CK
6%
WO
0%
DRUG CONTACT ALC CONTACT
ALARM
0%
0%
1%
2012
1%
DL CK
4%
UNIV TKT
16%
ARREST
1%
BLDG CK
50%
TRAF STOP
8%
S&Q
1%
ENT ASST
5%
STATE TKT
1% ESCORT
PERS ASST
1%
0%
OC ESCORT
NTV
OFFICER ASST 0%
0%
2%
MOT
ASST REPORT ELEV CALL
2%
0%
2%
SMOKING TICK
0% TOW
POV CK
1%
6%
WO
0%
2012
CC
0%
BLUE PHONE
0%
DRUG
CONTACT
0%
ALARM
1% ALC CONTACT
0%
DL CK
4%
UNIV TKT
16%
ARREST
1%
STATE TKT
1%
S&Q
1%
BLDG CK
50%
TRAF STOP
8%
ENT ASST
5%
PERS ASST
0%
OFFICER ASST
ESCORT
MOT
2%
1%
OC ESCORT
NTV ASST REPORT ELEV CALL
2%
0%
0%
0%
2%
BLUE
CC PHONE
0% 0%
7
Service Activities:
Service Activity
Alarms
Alcohol Contacts
Building Checks
Blue Phone
Curtsey Cards
Elevator Calls
Entry Assist
Reports
Motorist Assist
Escort
Personal Assist
State Tickets
Stop & Questions
Traffic Stops
Arrests
University Tickets
Parking Lot Checks
Tows
Smoking Tickets
Work Orders
Driver’s License Checks
Drug Contacts
Welfare Checks
Medical Assists
Officer Assist
2011
179
11
9527
23
18
22
1012
460
499
462
60
84
329
1532
171
3513
1325
148
0
87
851
5
N/A
N/A
325
2012
120
30
9310
0
2
2
891
447
333
241
31
286
210
1568
169
2974
1076
149
0
35
656
5
162
39
286
Peer and Benchmark Comparisons:
The following table compares 3 local campus police departments with both on campus and off-campus
powers. Several former OCUPD officers are employed by these campuses:
8
Departments
Staffing
Positions
OCU
13 State Certified
Officers
5 Civilian Positions
Chief
Assistant Chief
Captain
Sergeant
Officer(Certified)
Officer (Non-Cert)
Office Manager
Dispatcher
OCCC
16 State Certified
Officers
6 Security Officers
5 Civilian Positions
Chief
Sergeant
Police Officer
Salary
Responsibilities
57,000
48,500
42,000
34,000
31,000
29,000
27,000
22,500
The Police
Department has
full police powers
of the campus
community and
the surrounding
area with a
jurisdictional
agreement with
the Oklahoma City
Police Department
and the City of
Oklahoma City.
The Police
Department has
full police powers
of the campus
only. They make
no arrest that they
do the work
themselves. They
have no campus
housing.
The Police
Department has
full police powers
of their campus
and the
surrounding area
with a
jurisdictional
agreement with
the Oklahoma City
Police Department
and the City of
Oklahoma City.
Security Officers
Dispatchers
57,000 – 94,000
40,000 – 61,000
36,000 – 54,000
26,000 – 38,000
26,000 – 38,000
22,000 – 35,000
$?
51,000 - 69,000
44,000 - 59,000
37,000 - 50,000
36,000 - 53,000
36,000
27,000 - 40,000
Security Sergeant
OUPDHSC
45 State Certified
Officers
9 Security Officers
6 Dispatchers
Chief
Assistant Chief
Captain
Lieutenant
CPL/SGT
Officer
Dispatcher
UCO
16 State Certified
Officers
6 Dispatchers
Chief
Assistant Chief
Lieutenant
Officers
Dispatchers
The Police Department
has full Police powers
of their campus &
adjacent streets with a
jurisdictional
agreement with the
Edmond Police
Department & the City
of Edmond.
9
All departments have a jurisdictional agreement with the cities they operate within. The other departments
have pay scales to give room for pay increases over time if there is no promotion earned. Ours is the only
one with set pay that does no increase without a move in rank.
Peer
Cost of
Permit
Benchmark
Cost of
Permit
Local
13-14 Peer and Benchmark Comparison – Cost of Annual Parking Permits
Belmont
Capital
Hamline
Nazareth
Portland
Free
$80
$199
$78
$100 – 200
Creighton
$315
Gonzaga
$85.00
Trinity
$73
Butler
$75 - $200
Tulsa
$50 - $500
OU
$195.00
UCO
$125.00
OCU
$100.00
Drake
$160 - $250
Range
$0 - $200
$73 -$315
$50 - $500
The price of parking permits varies per campus. The combined range of peer, benchmark and local
universities is $0 - $500.
ACHIEVEMENT TOWARD OBJECTIVES
Performance Measure
Baseline
Current Status
Target
Due Date
Oversight Responsibility
Performance Responsibility
Performance Measure
Baseline
Current Status
Target
Due Date
Oversight Responsibility
Performance Responsibility
Performance Measure
Baseline
Current Status
Target
Due Date
Oversight Responsibility
Performance Responsibility
OCUPD: Enhance campus safety by generating additional revenue to increase
the number of staff police officer positions commensurate with benchmark
institutions – 20 total per campus
10 police officers
13 police officers
Increase by one officer each FY for the next three years
Annually each July 2012, 2013, 2014
Vice President of Student Affairs
Chief of Police
OCUPD: Support academic success through a distraction free campus by
sustaining levels of training – all officers CLEET certified
FY 2009 – all officers qualified
FY 2010 – all officers qualified
July 2011
Vice President of Student Affairs
Chief of Police
OCUPD: Improve student satisfaction with parking
2009 – 2.34 (5 = excellent)
2013 – 2.55 (5 = excellent)
Replace parking that has been eliminated due to construction of new
buildings
Achieve 3.00 (average)score on 2012 student satisfaction survey
November 2012
Vice President of Student Affairs
Chief of Police / Facilities
10
OCUPD officers attend CLEET training and certification within the first year of their employment and then
complete a field training program to integrate concepts learned in the academy with every day field work of
the department. All OCUPD employees are required to attain C.I.T. (Crisis Intervention Team) certification.
Every field officer must pass a bi-yearly physical assessment.
CONTRIBUTION TO UNIVERSITY MISSION
CORE CHANGES IN LAST 5 YEARS
No real changes have been made to Core programs or services. The popularity and use of these services and
gone up over the past 5 years.
CORE CHANGES IN THE NEXT 5 YEARS
The department intends to develop and deliver crime prevention and education programs. Officers will be
trained to provide these programs to student organizations and other venues upon request.
To enhance compliance with the Clery Act, the department will coordinate annual publication of the Annual
Security Report and the identification of and delivery training to Campus Security Authorities.
BRIEF JOB DESCRIPTIONS
Chief of Police
Primary duty is to direct, plan and manage all functions, budget management and operations of the OCU
Police Department. The Chief is responsible for the enforcement of laws and university policies, the
prevention of crime and protection of life and property. The Chief organizes and directs the activities of the
Police Department to fulfill the mission statement of creating a safe environment that is conducive to
learning.
Assistant Chief
Primary function is to facilitate the protection of lives and property of the campus community through
supervision of OCUPD’s Captain, Lieutenants, Sergeants, Officers, Office Manager and Dispatchers. This
position serves as the acting Chief of Police in the Chief’s absence.
Captain
Primary function is protecting the lives and property of the campus community through direct supervision of
the shift Sergeants and coordinates the training and supervision of officers and dispatchers in accordance
with established goals, policies and procedures. This position carries out any other functions as directed by
the Chief or Assistant Chief of Police.
11
Patrol Sergeant
Primary function is protecting the lives and property of the campus community when serving as a field officer
and facilitates the protection of the lives and property of the campus community through training and
supervision of dispatchers and officers in accordance with established goals and procedures. This position
regularly inspects officers and equipment and supervises shift activities.
Patrol Officer
Primary function is protecting the lives and property of the campus community when serving as a Police
Officer. This position patrols and affects arrest within the boundaries of his jurisdiction.
Office Manager
Primary function is to maintain daily crime logs, process parking permits and department budgets.
Dispatcher
Primary function is to receive emergency and non-emergency telephone reports, log activities and monitor
security cameras.
ANNUAL TRAINING AND PROFESSIONAL DEVELOPMENT
All OCUPD officers are required to complete the following training and certifications programs:
1. CLEET certification is required to be a Police Officer.
2. Field training applies CLEET classroom knowledge to campus situations
3. CIT program helps the officer better handle a mental health crisis call, and have a better chance to be
able to verbally calm down any situation.
4. The bi-yearly physical program helps the officers stay healthy and safe on the street. In addition,
healthy and fit officers portray a confident and professional image to the public.
Officers are required to receive certification in many different areas and maintain them annually:
1.
2.
3.
4.
Taser certification
Intoxilyzer 8000
MobileCop (in car computers)
OLETS (National computer database) Officers and Dispatchers
The State Of Oklahoma requires Officers to receive a minimum of 25 hours a year in training, 2 hours of
classroom time in metal health training, and yearly qualification with our firearms.
All OCUPD Officers and Dispatchers are required to receive federal training and any other training the
University requires.
PEER AND BENCHMARK STAFF COMPARISONS
The departments in our earlier comparison are police departments having to meet all the state and federal
guidelines we do. We require more from our officers (i.e. physicals, pepper spray, CIT), but have not had a
raise in pay or pay adjustment in 8 years. The comparison to these departments is due to the similarities in
job description, and living expenses for the staff.
12
EXPECTED OR ANTICIPATED NEEDS OF DEPARTMENT STAFF
In the past 5 years, 16 officers and 8 dispatchers have left department employment for various reasons. The
one consistent complaint of all twenty-four former staff members is low salaries for the market. Staff
turnover in OCUPD is particularly costly to the university due to the training investment necessary in the first
year of employment. Staff turnover also jeopardizes the safety of the campus as turnover will most likely
continue to be a problem without salary adjustments to bring all positions to market level or above.
Recent emphasis by the federal government of the enforcement of Title IX and the Clery Act will continue to
elevate the need for continuity of staffing, increased the need for various and levels of training.
MAJOR BUDGET CHANGES IN PAST 5 YEARS
Parking enforcement revenues have declined in the last three years. This decline is due in part to the
employment turnover of police officers and ongoing vacancies in officer positions.
SPACE AND DISTRIBUTION OF EMPLOYEES
Since moving from a Security to Police Department, the office space on the second level of the Clara Jones
Administration Building is not adequate. Additional space is needed to store evidence, install equipment and
maintain files. When fully staffed, the available is not sufficient for meetings and training. In addition,
transporting criminal suspects through the main administration building is not ideal from a public relations
perspective.
EQUIPMENT AND TECHNOLOGY
As the department has grown, the equipment and technology has improved. The department is transitioning
from the purchase of surplus and used, obsolete, equipment from other Police departments.
EQUIPMENT LIST
See attached for the inventory of equipment over the past 5 years.
LEGAL RESPONSIBILITIES AND REGULATIONS
The work of the department is informed and regulated by the following Federal and State laws:
1. Clery Act
2. FERPA
3. Title IX
4. HIPPA
5. Open Records Act
6. Federal Statues
7. State Statutes
8. Drug-Free Schools and Communities Act
13
MAJOR CHANGES OVER THE PAST 5 YEARS
1. Two additional cars to the patrol fleet.
2. Tasers
3. Mobilcop
4. New radios
5. 24 hours of in-house training
ACCOMPLISHMENTS AND STRENGTHS DISCOVERED
1. Transitioning from a security to police department elevated the level of officer training.
2. Community policing in the surrounding neighborhood contributes to a safer campus.
AREAS OF IMPROMENT
1. Employee retention
2. Officer diversity, particularly attracting and retaining female officers
3. Newer equipment
4. Salary increases
5. Job incentives
6. More office space
GOALS AND RECOMMENDATIONS
Reduce and mitigate staff turnover at the dispatch, office manager and patrol officer levels by incrementally
increasing officer and dispatch salaries competitive with the local universities and Oklahoma City Police
Department:
OCU Current
Avg.
$31,000
$22,661
$28,000
Target
Salary
$36,000
$28,000
$32,000
Officers
Dispatch
Office
Manager
Total funds required annually to elevate salaries to
competitive market levels – baseline objective
Difference
$6,000
$5,339
$4,000
Funding Gap (# of positions
x difference)
$66,000 (11 positions)
$26,695(5 positions)
$4000 (1 position)
$96,695
14
The following are strategies for funding enhanced salaries without impacting the university operating
budget:
1. Increase the price of parking permits to annually generate sufficient funds to bring officer, office
manager and dispatch positions to competitive market levels. OCU sells approximately 2,500 permits
annually. The following table demonstrates revenue potential for several price increase scenarios:
Permit
Increase
$27.63
# of
permits
2,500
Additional
revenue
$69,075
$35.00
2,500
$87,500
$50.00
2,500
$125,000
Comments
This scenario does not meet the baseline
objective but would provide margin for select
raises or promotions.
This scenario nearly meets the baseline with
no margin to include for longevity raises,
promotions and incentive.
This scenario meets the baseline with margin
to include for longevity raises, promotions
and incentive and small equipment
investment.
2. Maximize the law enforcement functions of police officers and restore parking enforcement revenues
to 2010 levels by employing student parking enforcement officers.
3. Review and revise parking ticket appeal processes at both the faculty/staff and student levels in order
to maximize parking enforcement revenue for violations. If the Student Court Appeal process is
retained, assign a police staff member to participate in the appeals process.
4. Develop a strategic equipment purchase and rotation plan.
The net result of providing competitive salaries to reduce staff turnover will provide the following benefits:
1. Enhance the diversity of the candidate pool, particularly for the purpose of adding women to the
officer ranks.
2. Reduce the number of vacant officer positions.
3. Reduce department overtime expenses due to vacant positions.
4. Increase and stabilize revenue from parking violations due to consistent enforcement.
5. Consistent enforcement of campus regulations and state laws.
6. Improve satisfaction with campus police due to constituent familiarity with police officers.
7. Safer campus due to enhanced familiarity officers have of the physical campus, surrounding
neighborhood and individual faculty, staff and students.
8. Leveraged investment of police and dispatch training resources.
15
Equipment Over the Last 5 Years:
Brand
Model
Year
Condition
Total
Year Purchased
Status
Dodge
Charger
2006
New
$
2006
Active
Jeep
Cherokee
New
$
Ford
Crown Vic
2006
Used
$11,500
2010
Active
Chevy
Impala
2006
Used
$13,000
2012
Active
Mobile Vision
Used
$10
2009
Down
Watch Guard
Used
$4,000.00
2013
Active
Year Inactive
Vehicles:
Down
2013
In-car Cameras:
2013
Tasers:
Taser
M26
2New/2 Used
$2,600
2009
Down
2012
Taser
X2
New
$4,000
2013
Active
Touchbooks
2 Refurbished
$2,200
2010
1 Down/1 Active
2013
4 Used
$140
2012
4 Down
2013
1 New
$3,200
2013
Active
$
Computers:
Panasonic
Dell
Radios:
Motorola
Handheld
New
Kenwood
Handheld
New
Down
2011
Active
$
Wrap
2011
Continued Expenses
Vehicle:
Dodge
$
Maintenance
$
Equipment
Jeep
$
$
$
Ford
$
$
$
Chevy
$
$
$
In-car Cameras:
MV
VHS Tapes
$1.00 each
WG
DVDS
$0.77 each
Computers:
Panasonic
Docking Stations
4 Used
$300
2010
Active
Dell
Docking Stations
1 New
$650
2013
Active
AT&T
Hot Spot
4 new
$2,400 a year
2010
Active
DL Reader
3 New
$
2012
Active
Finger Print Reader
6 New
$
2010
4 Active/ 2 Down
16
2013
17