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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