Akron, Ohio News Release...

TRANSITIONING TO THE 21ST CENTURY
REPORT TO THE MAYOR BY THE TASK FORCE
STUDYING THE AKRON POLICE DEPARTMENT

After completion of the study done by Mr. Jerome Needle and Mr. Robert Ford of the IACP in June 1999, a fourteen-member committee was formed to review the report. The committee was comprised of sworn personnel from all sub-divisions and included the ranks of patrolman through captain. The committee was tasked with making recommendations for improving the efficiency of the police department both at the organizational and operational levels. As you will note, these recommendations focus on long term and short term issues. In many instances, where change was needed, we were able to implement change immediately to improve the efficiency of the department.

We feel there are a number of motivated and creative officers within the department who are anxious to see the department advance. As was noted in the IACP report, "...there is a latent energy within the ranks of the APD, waiting to be unleashed, to reorient and restructure the APD. " It was this thought that guided the actions of the committee.

For purposes of this report, the actions taken by the committee will be broken down into three specific areas:

• Projects Implemented: Committee recommendations that were acted on by the department, approved by the Chief of Police, and are in place within the Police Division
• Projects in Progress: Committee recommendations that have been acted upon by the department, approved by the Chief of Police and are in various stages of implementation.
• Projects Recommended: Committee recommendations that require one or more of the following: Approval of the Chief of Police, Contract Negotiations between the City of Akron and the Fraternal Order of Police, Funding, Further Study and Review

CHAPTER I MISSION AND VALUES STATEMENT

The Akron Police Department has been lacking a Mission and Value Statement for many years. The IACP report indicated that this should be a priority for the department. Mission Statements are inherently external in nature. In formulating a Mission Statement, it is imperative that we receive input from the community. It is up to the community to decide what type of policing services it wants for their community.

Value Statements on the other hand are internal. It is up to the officers themselves to decide what they as an organization value.

Projects Implemented:

The Task Force formed a committee for the purpose of developing a Mission Statement for the department. This committee was comprised of.

The committee conducted several meetings and established the following Mission Statement as a result of those meetings:

AKRON POLICE MISSION STATEMENT

Our mission is to serve the community of Akron in a collaborative effort to enhance the quality of life through crime prevention, enforcement of laws, promotion of safety and reduction of fear.

The committee then surveyed officers of the Akron Police Department to determine the predominant core values of our organization. Based on those surveys, we established the following Value Statements:

VALUES AND PRINCIPLES

We base our mission on the following values and principles:

Honesty and Integrity

We will model a high standard of honesty and integrity in our personal and professional lives.

Fairness

We will assure fair and impartial treatment of all individuals in the department and the community we serve.

Competence

Through continuous improvement, we will set a standard of excellence for the delivery of law enforcement services in our community.

Trust

We will enhance trust, teamwork and communication by cooperating with each other and the community.

We will treat everyone with dignity and respect and protect the constitutional rights of all citizens.

CHAPTER II PATROL STAFFING AND DEPLOYMENT

Shift Schedules:

The APD has operated on the same shift schedule and district configuration for the last 35 years. There has been no serious consideration of these issues despite changing crime trends as well as residential and business patterns over the past quarter century. Currently the department operates five separate patrol shifts which cover twenty-two police districts. A patrol staffing, scheduling and deployment study should be conducted as soon as possible. As was noted in the IACP study, there is a widespread belief that the Patrol Bureau is understaffed. A patrol study will reveal whether this is fact or perception. It should be further noted that the addition of 33 recruits in August of 1999 and 23 more in December of 1999 may have altered this perception. Irrespective of the additional officers the department needs to take a serious look at deployment.

Redistricting:

Another issue related to staffing and deployment is redistricting. The current twenty-two districts were first implemented in the early 1960's. In subsequent years, the calls for service per district have changed dramatically. The department needs to reconfigure the districts in order to equalize workloads between districts.

Specialization:

Although there is a definite need for specialized units within the police department, there is a greater need for flexibility, particularly at the patrol level. As the Patrol Bureau is the backbone of the police department, there is a need for the various shifts to have the ability to respond to a wide range of problems. Currently, many of the problems encountered by patrol officers, (i.e. Vice, Narcotics, Gang, etc.) are referred to specialized units. In theory this provides for the most appropriate service to the citizens, yet not always in the most timely manner. However, in practice it is ripe for communication and coordination problems. Further, the chain of accountability is apt to become blurred. Cross-training officers from specialized units and assigning them to the various patrol shifts can address many of these problems. This would give each patrol shift commander a core group of officers to handle a wide array of tactical problems. All too often we ask commanders to be accountable for a specific problem yet do not give them the tools and resources to solve the problem. Further, this should eliminate many communications or coordination issues between sub-divisions.

One Person vs. Two Person Cruisers:

The report by the IACP indicated that the use of two person assignments by the Akron Police Department is extreme. The national trend is to move away from two person units. Studies conducted by other agencies indicated that department's who utilize one person units actually had a reduction in incidents of officer injuries, resisting arrests and uses of force. In addition, the calls for service per unit were reduced with the inception of one-officer units. The Akron Police Department has been slow in instituting one person units throughout the department. Although there is still a need for two officer units in some districts, pervasive use of two person units is counterproductive.

PATROL STAFFING AND DEPLOYMENT - ACTION PLANS:

Projects Implemented:

• Based on the recommendations of the IACP Report, the committee recommended that the department hire an additional class from the eligibility list that expired on October 28, 1999. Twenty-three recruits were given conditional job offers and began recruit training on December 27, 1999.

Projects in Progress:

• The Planning, Research and Development Unit has been tasked with the project of redistricting the Police Division to develop twenty-two or more geographical districts relatively equal in calls for service.

Projects Recommended:

• We recommend the department contract with an outside organization specializing in patrol, communications, staffing, allocation, and scheduling studies. The purpose of this study will be to determine the optimum staffing levels for the department. We recommend that this study be conducted in the spring of 2000 in order to have adequate statistical information for negotiations that will begin in the fall of 2000 with the Fraternal Order of Police.
• We are recommending that the Vice, Street Narcotics Unit (SNUD), Gang, Bike and COPS Units be cross-trained and merged into the various patrol units to act as tactical teams.
• We recommend greater use of one-person units in the police department. Two person units should be reserved for active districts and training new recruits.

CHAPTER III EQUIPMENT ISSUES

The IACP report indicated that overall the workforce is satisfied with the state of equipment. The department is progressive in securing new technology. The patrol vehicles were found to be well equipped with modem computer equipment. Most committee members agreed with this report regarding modem computer equipment. There were, however, issues regarding other equipment that the committee needed to address. The following were committee concerns:

Computers in the Detective Bureau Patrol Area:

During roll call presentations, several officers expressed concerns over the lack of computers and printers in the Patrol Office area in the Detective Bureau. Officers were left waiting to get on an available computer so they could complete the paperwork associated with felony and misdemeanor arrests. There were only two computers in the Detective Bureau for use by patrol officers. The committee felt that this was an issue that needed immediate attention.

Batteries for Mobile Radios:

Batteries for mobile units in the field were either non-existent or failed to hold a charge once put into use. This issue created a safety problem for officers in the field. Committee members felt that this issue also required immediate attention

Vehicles in the Patrol Fleet:

There were numerous complaints on the condition of the uniform fleet. More than fifty patrol vehicles meet or exceed the criteria for replacement. Cruisers were often out of service due to breakdown. The committee recommends that steps be taken to improve the quality of uniform fleet.

Shotguns in the Cruisers:

The Remington shotguns in the cruisers have been in service since the mid 1950's. Many are rusted and require constant maintenance. Parts for these shotguns are difficult to get and most are in need of immediate replacement. The committee recommended that we research and purchase new intermediate weapons for the cruisers

Business Cards:

Current Domestic Violence Laws require officers to give victims of domestic violence information concerning: available shelters, officer's name and phone number, Clerk's Office number, and report numbers. Without having a standard business card with this information, officers were having a difficult time meeting the requirements of the law. The committee recommended a standard business card with all available information printed on the back of the card.

EQUIPMENT ISSUES - ACTION PLANS:

Projects Implemented:

• The Patrol Area in the Detective Bureau has been redesigned and upgraded with three additional computer terminals. New furniture was ordered for the Patrol area.
• Utilizing funds from the 1997 Local Law Enforcement Block the department purchased 96 new Mossberg shotguns. The Training Bureau completed transition training in December of 1999 and the new shotguns will be installed in the cruisers in January 2000.

Projects in Progress:

• Utilizing funds from the 1998 Local Law Enforcement Block Grant the department purchased 485 battery chargers and batteries to be issued to each individual officer. The new chargers have the capability to fully discharge the battery before recharge. This will avoid the "memory effect" and result in longer battery life. The new batteries are already in stock and the chargers should be distributed in February of 2000.
• We normally purchase 20 new cruisers per year. Utilizing funds from the Capital Budget, 1998 Local Law Enforcement Block Grant, and the Law Enforcement Trust, we intend to purchase 34 new cruisers in 2000. In addition, utilizing funds from the 1999 Local Law Enforcement Block Grant, the Capital Budget and the Law Enforcement Trust, we intend to purchase a like amount in 2001. This should get the fleet up to an acceptable level.
• Business cards have been ordered for Patrol Officers utilizing funds from the 1998 Local Law Enforcement Block Grant. They should be available for distribution in February 2000.

CHAPTER IV LEADERSHIP TRAINING AND MENTORING:

Currently, there is no standard of leadership training at any rank. As a result, there is no career-path training for officers as they progress through the ranks. Any advanced training currently undertaken by supervisory staff is done at the individual officer's request. Subsequently, there is a wide variance in the leadership-training supervisors receive. It is incumbent on the police department to set definitive standards with respect to this training. Further, consideration should be given to some form of recertification after the initial training is completed. This accomplishes a two-fold purpose. First, it makes for more educated supervisory ranks. Secondly, all supervisors are operating from the same base of knowledge. Subsequently, it makes for a more balanced progression from rank to rank.

• All sergeants were required to attend a leadership program developed by the Training Bureau entitled "Leading the Way". This was a three-day course that was conducted in December of 1999. This will become a required course for all new sergeants.

Projects in Progress:

• All newly appointed lieutenants will be required to attend the Police Executive Leadership College offered by the Law Enforcement Foundation. At this time, one lieutenant is scheduled to attend the Spring 2000 class with two others attending the Summer and Fall classes.
• All newly appointed captains will attend the Certified Law Enforcement Executive Program, the FBI National Academy or Southern Police Institute. Two positions in the CLEE 2000 Program have been reserved and will be filled in the near future. It should be noted that this is a thirteen-month program. We have requested that the Law Enforcement Foundation reserve two additional spots in this program for both 2001 and 2002.

Projects Recommended:

• The Task Force is continuing to research the possibility of either developing or contracting a leadership program for the rank of patrolman.

As was noted in the IACP study, "Compared to other departments, the APD approach to the media is passive". The Akron Police Department is one of the few departments its size that does not have a public information officer component. The police department needs to take a proactive stand in dealing with the various media operations in this area. This would go far to improve, nurture and sustain the public trust, which is the highest obligation of any police agency.

In February of 2000, the department is sending a lieutenant to a one-week Public Information Officer Course that is being offered by the Metro-Dade Police Department in Miami, Florida. The officer will gather information regarding setting up a program for the Akron Police Department.

Projects Recommended:

In making this recommendation, we are offering three possible options as a means of filling this position:

• A current officer of the rank of sergeant or above could be assigned as the public information officer. Preferably an officer who has considerable experience in dealing with the media.
• Hire a civilian from outside the department who has past experience with a news media organization. The downside to this option is that the individual would have little or no knowledge of departmental policy or procedure.
• Sign a retired officer to a personal services contract to serve as the public information officer. Again, preferably an officer who attained rank and had considerable experience in dealing with the media.

CHAPTER VI - COMMUNITY ORIENTED POLICING

The Akron Police Department has been slow to inculcate community policing as a departmental philosophy as opposed to a specialized form of policing or unit. Much confusion occurs regarding what the term community policing actually means. Perhaps much of the misunderstanding stems from the misguided view that it is yet another community relations or "public relations" effort lacking real substance. The fact is that community policing does promote excellent police-community relations, but only as a byproduct of the philosophy of policing that stresses community involvement in combating crime and disorder. Community policing attempts to meet the demands of the citizens through an agenda of services deemed important by the community.

One of the major impediments to community policing is that it is very time and manpower intensive. However, based on the success observed in other cities it would appear well worth the effort. We recommend that the department accelerate the conversion to community oriented policing. In order to achieve this goal, the department must move away from its call driven method of operation to increase the time which officers can devote to community policing. This can only be accomplished by reducing the number of calls to which officer's respond.

Project Recommendations:

• The use of Telephone Report Officers in the Communications Section. These positions should be staffed by a full-time staff of civilian employees supplemented by officers on light duty status.
• A comprehensive review of the types of calls that are now being handled by the department. There are many situations where officers are dispatched to calls that are unnecessary. Examples would include: Barking dog complaints and private property accidents.
• Conduct a sixteen-hour training session on Community Oriented Policing in the 2000 In-Service Training.
• Develop an interactive web site whereby the citizens can access information regarding the Akron Police Department.

CHAPTER VII - CIVILIANIZATION

There are currently three officers assigned to the building security/metal detector detail. The question arose as to whether assigning officers to this detail was the most appropriate use of police personnel. It is further noted that this position engenders a considerable amount of overtime due to the courts being in session on Wednesday nights and Saturday mornings. The feeling was that the building security/metal detector detail would be more cost effective if provided by private security.

The Akron Police Department Reserve Unit provides a great benefit not only to the police department but also to the citizens of Akron. There are roughly sixty officers on the reserve roster. Consideration should be given to a more proactive use of reserve officers to assist in staffing the building security/metal detector as well as bolster operations throughout the department.

The committee is investigating the need for a secretary to cover the 7:30 P.M. - 3:30 A.M. and midnight patrol shifts. Currently, supervisory staff assumes the majority of secretarial functions. As was noted, this is still being investigated and no recommendations are being made at this time.

The committee is also in the process of investigating the use of civilian technicians in the Identification Bureau. The use of civilian technicians in this area of police work is not a new idea. As was previously noted, this is still under investigation and no recommendation will be made at this time.

Projects Recommended:

• Civilianize the building security/metal detector detail through a private firm bolstered by reserve officers.
• A more proactive use of reserve officers in all facets of the police department.

CHAPTER VIII - JUVENILE/PROACTIVE CRIME COMTROL

While a significant portion of the population is reaching middle age as a result of the baby boom between the mid 1940's and late 1950's, some of the children of these "boomers" are now reaching the most crime prone years of 14 to 30 years of age. This problem is further exacerbated by the increase in the number of juvenile victims particularly in the areas of child and sexual abuse. These problems appear to be more intractable than in the past years and require more investigative time. As was noted in the IACP study, "Effective intervention with juvenile offenders provides an opportunity to deter a life of crime". We feel the police department is in a unique position to take advantage of this opportunity. We believe an increased focus should be placed on the use of the Juvenile Diversion Program. This would allow for earlier intervention and identification of children at risk. The prerequisites for acceptance into this program are that the juvenile be a first time offender and the offense be a misdemeanor in nature.

Further, the department should take a more aggressive approach to outreach regarding the Cadet, Explorer, KNAFF, and Do the Right Thing programs. These are proactive crime control programs, which can have a significant impact on juveniles. Consideration should be given to developing an aggressive outreach campaign to publicize these programs.

Recommended Projects:

• Increase focus on the use of the Juvenile Diversion Program.
• Aggressive outreach campaign to publicize the department's proactive crime control programs designed for youth.

CHAPTER IX - EPILOGUE

As was noted in the cover letter, we are requesting that the committee remain in effect until the end of the year. There are still some issues that need further review as well as follow up on recommended changes. We also feel it would be beneficial to make recommendations to both the Fraternal Order of Police and Administration in upcoming contract negotiations.

Finally, we would like to thank the members of the Akron Police Department and the City of Akron administration for their cooperation and assistance in doing this study.