Presented By: Chief Randy Harvey
“Improving the quality of life through diligent service and community interaction”
TABLE OF CONTENTS:
LETTER FROM CHIEF RANDY HARVEY............................................................................. 1
EXECUTIVE SUMMARY ........................................................................................................... 2
2012 PERSONNEL ALLOCATION ....................................................................................... 3-4
DEMAND FOR SERVICE .......................................................................................................... 5
2010/2011/2012 DATA COMPARISON ................................................................................ 6-7
CRIME TRENDS AND STATISTICS................................................................................... 8-10
STAFF RECOGNITION ...................................................................................................... 11-12
TRAINING ASSESSMENT ................................................................................................. 13-14
USE OF FORCE ASSESSMENT ......................................................................................... 14-15
REVIEW OF DISCIPLINE ................................................................................................... 15-17
2012 NRPD GRANTS AND DONATIONS ........................................................................... 17
VEHICLE FLEET ....................................................................................................................... 18
MAYOR’S COURT ACTIVITY........................................................................................... 19-20
2012 GOALS AND OBJECTIVES ASSESSMENT ................................................................. 21
2013 GOALS AND OBJECTIVES ....................................................................................... 22-23
Chief Randy Harvey
LETTER FROM THE CHIEF: My first full year in office was in 2010.
That particular year the crime index in New Richmond was very high. I
was shocked in the amount of felony crimes being committed to persons
and property. The New Richmond Police Department worked very hard to
bring back law and order to the town. We continued aggressive police work
in 2011 and 2012, despite several setbacks. The photos you see are just a
view of the mug shot pictures of people that N.R.P.D prosecuted having
convictions leading to long term prison sentences. These are people that
were victimizing the good citizens of New Richmond in one form or
another.
My past annual reports gave you the statistical data for that year, with some
comparison from the following year. This year I felt it was important to
give you a three year comparison, in order that you may have a clearer
understanding of the impact we had combating crime over a longer range of
time. Pleasantly, I can report that overall crime in the Village of New
Richmond is down by almost 15.5% from three years ago.
All this was accomplished under much adversity. In 2012, I was faced with
the constant loss of part time officers to better paying police departments,
the resignation of our Clerk of Courts without notice, causing Mayors Court
to shut down for three months, and the constant pressure about the
possibility of dissolving the police department referencing “out sourcing of
law enforcement services” even at the expense of providing twenty-four
hour coverage for the citizens.
I understand that we are in some bad economic times and the loss of
revenue to the police department seems inevitable, however, Mayor Carr
and I submit to you that this is not the time to consider abolishing your
police department, but it is a time to stand behind the police department.
We are a small department, and yes there is room for improvement, but we
have seen great improvement the past three years. We are making a
difference.
-1-
EXECUTIVE SUMMARY:
The purpose of this report is to review the statistical data and the progress of the
New Richmond Police Department in an effort to improve during the upcoming
year. The data provided in this report is intended to clarify our mission. While it
is impossible to report all of the police department’s activities to our citizens, this
report shall be used as a guideline to ensure that sound managerial principles are
being utilized to their fullest extent in order to maximize crime control.
The Village of New Richmond covers 3.5 square miles with a population of
approximately 2,564 people.* In addition we serve one of the largest school
districts in the county. Our patrol division is made up of five full-time officers and
five part-time officers; supplemented by three auxiliary officers, and one police
clerk. In 2012 we experienced a substantial setback in staffing when four parttime officers resigned their positions to pursue opportunities elsewhere.
Additionally, our police clerk resigned with short notice, causing a closure of
Mayor’s Court for three months until a new clerk was hired.
Two part-time police officers were hired in October 2012 to partially fill
vacancies in our department. We continue to be short staffed.
In 2010 a staffing analysis was conducted and placed in the annual report
indicating the department was in need of an additional 2.5 officers according to our
crime index. We remain at that level of need in 2012 (An annual staffing analysis
is conducted every five years.)
The police budget is increasingly concerning. A considerable amount of time
has been spent in council sessions discussing the future of the police department,
and the lack of funding to properly operate the police department.
It is the desire of the Police Chief for the New Richmond Police Department to
be a full service police department; however, any further cuts would have to be in
personnel negatively effecting deliverable services.
In spite of the adversity, the police department through diligent service and
focus has been able to combat crime in 2012. This report reveals a reduction in
reported criminal offenses in 2012.
* Source: 2010 census, Ohio Secretary of State, reviewed April 2011.
-2-
2012 PERSONNEL ALLOCATION:
The New Richmond Police Department is managed by the Chief of Police. It is a
small department made up of full time, part-time and auxiliary officers (officers
whom work at a “no pay” status), plus a volunteer Chaplain. Because of the
decrease in staffing levels in 2012, there is a percentage increase in the position
roles of police officers over last year annual report. The full-time staff makes up
38% of the police force.
2011
2012
Full-time
33%
38%
Part-time
47%
38%
Auxiliary
20%
24%
The below chart is a breakdown of the police force as a whole.
Administration
First line supervision
Full time officers
Part time officers
Auxiliary officers
Volunteer
(1) Chief of Police
(1) sergeant and (1) corporal
(2) patrolman
(5) patrolman
(3) patrolman
(1) chaplain
In 2012 four part time officers resigned. Two part time officers were hired. Please
meet officers:
Officer Robert “Craig” Heintzelman
Officer Matt Smith
-3-
The New Richmond Police has one of the most active Chaplains in law
enforcement. Chaplain Dan Nichols is an integral part of this organization. He is a
comrade to our police officers, and available to the citizens of New Richmond.
Chaplain Nichols volunteered 413 hours in 2012.
The New Richmond Police Department has three auxiliary police officers.
Auxiliary officers are volunteers and are required to put in twenty-four hours of
patrol time per month. Below is a breakdown of each auxiliary officer’s patrol
hours for the year:
Officer name
Number of hours patrolled
% Number of hours
required
Andrew Shearer
199.75
(-) 1.45% compliance
Patrick Kuhl
317.75
101.0% compliance
42.0
(-) 15.0% compliance
559.5
(-) 64.0% compliance
John Karl
Total
NOTE FROM THE CHIEF: The above table indicates, that overall, the auxiliary police
officers are not fulfilling the expectations of the departmental policy as stated above. This
has been corrected by the issuing of a directive. Beginning January 1, 2013, disciplinary
action will be taken for failing to complete the required 24 hours per month.
2013 is going to be very challenging as it relates to supplying needed patrol coverage for the
Village of New Richmond. Although the use of part-time and auxiliary patrol officers
provides a cost saving, by its very nature, it creates conditions that are sometimes
counterproductive, inefficient, and ultimately affect the quality of deliverable services.
-4-
DEMAND FOR SERVICE:
As stated in the “Letter from the Chief” it is important to acknowledge the
enforcement efforts over the past three years to appreciate the statistical data
contained in the 2012 annual report.
In the 2011annual report Chief Harvey made the following statement:
“In 2011 it was proposed that the New Richmond Police
Department would indeed be more proactive. Accordingly,
we aggressively gave every offense report taken, with any
type of lead, the attention it deserved. Every officer was
assigned offense reports to work. Each officer was given
a review date, whereby a supervisor would communicate
with the officer on the progress of the investigation”.
The police department’s aggressiveness in actively investigating crime over the
past three years has contributed to the decrease in criminal activity by 15%, as
reported in the following data.
The following pages reflect a three year comparison in overall numbers,
percentage changes, and a crime trend offense comparison. These supplements
provide a good indicator of how the criminal elements had such a strong foothold
in the village in 2009 and 2010. Our aggressive approach towards crime the past
three years has paid off in the form of in the reduction of reported crime, which has
allowed more time to be spent on preventative measures.
On the following pages, note in 2010 the high volume of calls for service, reports
taken, domestic violence calls, and arrest recap. Adversely in 2010, note the lower
numbers in self-generated activity such as, warrants served, business checks,
assisting other departments and property recovery. Take a moment to look at the
percentage differences from 2010 and 2011! In most cases you will see double
digit increases in concentrated efforts of enforcement. As a result, there is a
significant decrease in crime throughout 2011, and even less in 2012. There is a
positive increase in preventable measures.
In the “Crime Trend and Statistics” section of the report the most common type of
criminal offenses are shown. Please note the significant decrease of these crimes
in 2012.
-5-
NEW RICHMOND POLICE DEPARTMENT THREE YEAR DATA COMPARISON
Annual recap
Year 2011
Year 2012
Totals
Totals
Totals
4,678
702
69
5,054
608
76
Felony arrests
33
53
46
Misdemeanor
arrests
DUS arrests
320
183
186
41
76
33
13
17
10
Traffic citations
616
694
402
Traffic warnings
1,015
986
537
121
116
70
$3,700
$33,336
$18,660
Description
Calls for service
Reports taken
Crash reports
OVI arrests
Misdemeanor
citations
Recovered
property value
Year 2010
4,822
569
78
(denotes one recovery
(denotes one recovery
valued at $6,000 and
valued at $20,000)
one recovery valued
at $5,200)
Alarm drops
107
153
89
Fire/EMS assist
234
220
180
Domestic
violence calls
Business checks
184
117
117
1,814
3,505
Warrants served
116
172
145
Assist other
agency
Special details
135
172
153
882
961
766
82,423
83,273
64,725
8,709
7,813
5,308
Patrol miles
driven
Fuel gallons used
-6-
3,928
NEW RICHMOND POLICE DEPARTMENT LAST THREE YEAR % CHANGES
DESCRIPTION
Calls for service
Reports taken
Crash reports
Felony arrest
Misdemeanor
arrest
DUS arrest
OVI arrest
Traffic citations
Traffic warnings
Misdemeanor
citations
Recovered
property value
Alarm drops
Fire/EMS assist
Domestic violence
calls
Business checks
Warrants served
Assist other
agency
Special details
2010/2011
% CHANGE
(+) 1.08%
(-) 13.40%
(+) 9.20%
(+) 37.74%
(-) 42.82%
2011/2012
% CHANGE
(-) .95%
(-) 1.06%
(+) 1.02%
(-) 1.15%
(+) .98%
THREE YEAR
% CHANGE
(+) .04%
(-) 4.82%
(+) 3.40%
(+) 12.19%
(-) 13.94%
(+) 46.06%
(+) 23.53%
(+) 11.24%
(-) 2.86%
(-) 4.14%
(-) .43%
(+) 2.88%
(-) .57%
(-) .54%
(-) .60%
(+) 15.21%
(+) 8.80%
(+) 3.55%
(-) 1.13%
(-) 1.58%
(+) 88.91%
(-) .55%
(+) 29.45%
(+) 30.07%
(-) 5.99%
(-) 36.42%
(-) .58%
(-) .81%
(+/-) 0.00%
(+) 9.83%
(-) 2.26%
(-) 12.14%
(+) 48.25%
(+) 32.56%
(+) 21.52%
(+) .89%
(-) .84%
(-) .88%
(+) 16.38%
(+) 10.57%
(+) 6.88%
(+) 8.23%
(-) .79%
(+) 2.48%
NOTE FROM THE CHIEF: The charts are very good news for the village. It
reveals that through our mission of “diligent service”, and although our calls
for service remain the same, we increased felony arrest, decreased our need
for misdemeanor arrest over the past three years, increased traffic
enforcement, increased warrant service, increased the recovery of stolen
property and increased our efforts in preventative measures such as business
checks. All this has driven down our criminal offense reports by 4.82% over
the past three years, however, the percentage of criminal offenses is actually
much less because each time an officer served a warrant (which is up 10.57%)
he generated a separate report for documentation purposes. In actuality
criminal offenses are down 15.39%.
-7-
CRIME TRENDS AND STATISTICS:
In 2011 there were 625 offense reports taken. In 2012, there were 668 offense
reports taken, representing a .90% increase in offenses. The reporting of criminal
offenses is insignificant from 2011 to 2012. In 2011, there were 297 reports closed
by arrest. In 2012, 313 reports were closed by arrest. The closure rate in 2012 was
43% (10% lower than the previous year). The chart below represents common
criminal offenses reported over the past three years.
2010/2011/2012 Criminal Offense Reports by type and number of offense:
Criminal Offense
Disorderly conduct
Year 2010
16
Year 2011
21
Year 2012
12
Drug offense
21
21
21
Theft
191
132
154
Vehicle crimes
12
9
4
Criminal damaging
43
39
29
Domestic violence
52
30
24
Agg. burglary/burglary
10
15
15
Breaking & entering
38
52
15
Child abuse
4
0
0
Vandalism
14
4
4
Menacing
31
21
10
Bad checks
11
2
3
Assault
45
35
20
Sexual assaults
4
3
2
Aggravated robbery
3
1
2
-8-
NOTE FROM THE CHIEF: The following graphs serve to visually
demonstrate our crime index for the past three years. 2010 was my first full
year in office. Please take notice that in 2010 the crime index was
considerably high in all categories of reported offenses. In 2011 as we became
more aggressive towards enforcement and investigations of unsolved crime
there is a moderate decrease in all categories. 2012, as efforts continued there
is a significant decrease in our crime index.
-9-
- 10 -
STAFF RECOGNITION:
Sgt. L. Smith:
The River Bluffs subdivision throughout the year was experiencing a rash of motor
vehicle break-ins. Although we were able to charge juveniles with the break-ins,
they continued their crime spree. The juveniles graduated from breaking into cars
to getting into residents’ garages and stealing. Eventually they got bold enough to
commit an aggravated burglary of one residence, stealing several thousands of
dollars’ worth of property. Sgt. Smith quickly responded and was able to fall in
behind the suspect vehicle. The subjects bailed from the car, leaving the stolen
property behind. This left Sgt. Smith with three separate crime scenes to manage
by himself: the burglarized house, the vehicle with the stolen property, and the
location of the fleeing suspects. The investigation was coordinated well. One
adult and three juveniles were arrested and convicted on aggravated burglary,
ending the crime spree.
Cpl. F. Henderson
CHIEF R. HARVEY
Over a two year period Chief Harvey received many complaints on highly
suspected drug trafficking at a residence on Main Street. It was obvious as to what
was taking place. The residence became a target for investigation. It took nearly a
year of information gathering and surveillance photos in order to support an
affidavit for a search warrant. Working with the County’s Narcotics Unit, a search
warrant was obtained and executed. This led to an arrest and conviction, and more
importantly, the shutdown of a major heroin trafficking location within the village.
- 11 -
Officer C. Heintzelman
The police department received a complaint of a silver pickup truck that had been
following young girls after they had gotten off the school bus. The unknown
subject graduated from just following the young girls to actually stopping and
making sexual comments towards them. On one occasion, Officer Heintzelman
thought he had the suspected vehicle in sight and stopped the subject. Once the
vehicle was stopped, Officer Heintzelman received a dispatch that another incident
had occurred moments earlier. A confession was obtained. The subject was
convicted and is now a registered sex offender, placing him on the radar for other
communities to be watchful of his activities. We feel certain that this arrest
probably prevented a more serious offense from occurring.
Officer John Pelcha
Juveniles had been breaking into cars for several weeks. On one occasion the
juveniles stole a vehicle and drove it to Anderson Township. They broke out the
windows of the car and abandoned it. They proceeded into a subdivision in
Anderson Township and broke into several cars, stealing two new automobiles.
They dumped one in Cincinnati and drove the other to New Richmond, dumping it
in Festival Park. Officer Pelcha confirmed that the car was stolen. Knowing that
the car was recently abandoned, he patrolled the village and located two juveniles
of interest. Each had a warrant on file. He conducted a complicated joint
investigation with the Hamilton County Sheriff’s Office piecing together the chain
of events. Officer Pelcha recovered stolen property in the woods behind Festival
Park. The two were charged with several felony charges.
- 12 -
TRAINING ASSESSMENT:
As Chief of Police, I am committed to training our personnel. Through training,
we become more proficient in providing an adequate and trusted service to the
community, however, this is not an easy task. With shrinking budgets, not only on the
local level, but also on the state and federal levels, training dollars are hard to secure.
Good, solid, and relative training comes with a price. The other factor that must be
considered is the lack of a “relief factor” to send someone to training. That is to say,
when someone is away at training other personnel need to cover the vacant shift. We will
continue to seek out relative and affordable training. The following table represents the
department training that took place in year 2012.
In years past, we had to outsource our annual qualifications at a cost of $1,865.00. In
2012 Officer Justin Schultz became a certified range instructor. This allowed us to
reduce our cost in annual firearms certification. The 2012 qualification shoot only cost
us $480.00 (the cost of ammunition).
Range Officer Justin Schultz
- 13 -
The following table represents the departments training that took place in
2012:
COURSE NAME
Annual firearms
qualifications
Firearms Instructors
Course
Range Medical
Emergencies
Taser X26
recertification
Radar/lidar Instructors
Course
Awareness to Human
Trafficking
Responding to Human
Trafficking
High Impact
Supervision
“Art of Perception”
in Supervision
Ethics and Leadership
HOURS ATTENDED
42 hours
# OF OFFICERS
14
88 hours
1
8 hours
1
22 hours
11
8 hours
15
30 hours
15
30 hours
15
20 hours
1
8 hours
1
8 hours
1
In 2011 we had a total of 216 hours invested in training. In 2012 we had 264 hours
invested in training.
USE OF FORCE ASSESSMENT:
The Use of Force policy is essential in order for officers to know and understand the
graduation of force to be applied depending on the escalation of the event. Use of force
documentation and constant review serves as a “checks and balances” to ensure that sound
principals are being applied. Each Use of Force report is reviewed by the Chief of Police
to determine if the applied force was appropriate for the situation.
- 14 -
The below chart represents the documented incidents of use of force in year 2011:
Officer
Sgt. Smith
Date
Type of force
07/07/2010
hands
Injury
none
Off. Lamons
11/01/2010
taser
none
Off. Parks
12/24/2010
hands
none
Treatment Disposition
none
Reasonable force
applied
none
Reasonable force
applied
none
Reasonable force
applied
As compared to 2012:
Officer
Off. Frasure
Date
Type of force
10/20/2012 taser
Injury
Treatment
none
none
Disposition
Reasonable force
applied
The above incident was a result of a subject committing a theft offense and then
fleeing from the officer. Once the subject was caught he resisted arrest. The taser
was deployed, but did not make contact. No injury occurred.
REVIEW OF DISCIPLINE:
In 2010 there was a review of the current discipline policy and changes were made,
adding categories of infractions and assigning them levels of disciplinary sanctions. It
is the policy of the New Richmond Police Department to use progressive discipline.
The following is a review of incidents for 2010 and 2011 as compared to 2012. It is
broken down into the areas of auto crashes, general policy violations, and citizen
complaints.
YEAR 2010
EVALUATION
MEMO
AUTO
CRASHES
POLICY
VIOLATIONS
CITIZEN
COMPLAINTS
VERBAL
REPRIMAND
WRITTEN
REPRIMAND
SUSPENSION
UNFOUNDED
COMPLAINT
0
1
1
0
0
4
0
1
0
0
5
0
0
0
4
- 15 -
YEAR 2011
AUTO
CRASHES
POLICY
VIOLATIONS
CITIZEN
COMPLAINTS
EVALUATION
MEMO
VERBAL
REPRIMAND
WRITTEN
REPRIMAND
SUSPENSION
UNFOUNDED
COMPLAINT
0
0
0
0
0
14
0
0
0
0
3
0
0
0
2
WRITTEN
REPRIMAND
SUSPENSION
UNFOUNDED
COMPLAINT
YEAR 2012
EVALUATION VERBAL
MEMO
REPRIMAND
AUTO
CRASHES
POLICY
VIOLATIONS
CITIZEN
COMPLAINTS
0
0
0
0
0
8
0
0
1
0
1
0
0
0
0
FROM THE CHIEF: In 2012, we had a significant decrease in issued discipline
and citizen complaints. In fact, there were many more “positive” evaluations
memos issued among all sworn officers for their “due diligence” in serving the
public, solving of crime, or making our operation more efficient. It seems that our
mission statement, “Improving the quality of life through diligent service and
community interaction” is being followed.
Auto crashes: Departmental policy requires discipline for officers involved in “at fault”
auto crashes. The degree of discipline depends on the scale of damage. In 2012, one
officer was involved in an on-duty crash but was not at fault. A second officer was
involved in a serious auto crash and is still under investigation by another agency to
ensure impartiality.
Policy violations: In 2011, a general directive was put out to supervisors to make better
use of the evaluation memo process. The evaluation memo process is an informal
documentation of counseling for those minor infractions, as well as, to praise officers for
good behavior on a job well done. The purpose of the evaluation memo process is for
better accuracy when doing an annual evaluation of an employee’s performance.
- 16 -
The above table in 2012 indicates there were eight (8) documented instances of poor
behavior or performance that created minor disruption to the agency that did not require
formal discipline.
As stated, the evaluation memo process is not only documentation for poor behavior or
performance, but also is utilized to document good behavior or performance. It is noted
that in 2012 there were fourteen (14) evaluation memos issued for good performance.
Citizen complaints: In 2012 there were no complaints filed on officers.
2012 N.R.P.D. GRANTS AND DONATIONS:
In 2012 the New Richmond Police Department applied for a COPS hiring grant which
would have provided an extra full time officer. This is a highly competitive grant. We
were not selected to receive an award. This is the third time that we have applied for this
grant and have been turned down.
NRPD did apply for a technical grant and received an award for $6,000.00 which was
used to buy six new computers and a server.
Two of our police cruisers had extremely old and outdated emergency light bars. We
could not find replacement parts to keep them operational. A local vendor sold us two
light bars at below cost, saving us $ 4,800.00.
OFF WITH THE OLD!
ON WITH THE NEW!
- 17 -
In 2013, we will continue to seek out funding opportunities.
VEHICLE FLEET:
In 2012, NRPD purchased a new patrol vehicle. The plan was to drive this vehicle for one
or two years unmarked to offset the cost. An estimate to equip a patrol car is $8,000.00.
Even with the purchase of the new vehicle, the remaining fleet is of much concern. We
currently have two patrol cars with an excess of 120,000 miles. A third vehicle is
approaching 100,000 miles.
Driving patrol cars with this much mileage is not only a safety concern but places a strain
on the operating budget. In 2012, NRPD spent $11,200.00 in vehicle repairs (excluding
routine maintenance).
Car # 524 was involved in a crash that placed the vehicle out of commission for a period
of three months.
- 18 -
In 2012, Mayor’s Court had an unexpected and financial setback when our Clerk
of Courts suddenly resigned. Basically, Mayor’s Court was shut down for three
months. All new cases were cited to Municipal Court while we searched for a
new clerk.
Our new Clerk of Courts was hired in December, 2012. Please meet Lisa Knepp:
Lisa Knepp, Clerk of Courts
The below chart represents the number of traffic cases that went through Mayors
Court in 2012:
- 19 -
The below chart represents the number of criminal cases that went through
Mayors Court in 2012:
By statutory requirements a portion of Mayor’s Court fines and cost must go to the State
of Ohio. It also supports the salary and operational expenses of the Clerk of Courts. In
2012 the total income from Mayor’s Court was $49,840.63. Total expenses for Mayors
Court were $35,257.67.
The table below reflects income for Mayors Court by month in 2012:
January
February
March
April
May
June
July
August
September
October
November
December
$ 4,404.34
$ 4,341.95
$ 6,314.07
$ 5,942.31
$ 4,858.28
$ 3,561.31
$ 4,674.26
$ 3,126.72
$ 4,520.21
$ 2,445.67
$ 3,671.58
$ 1,979.93
- 20 -
Goal:
Install security cameras inside and outside the police department for
better security.
Objectives: Seek bids for the install of security cameras.
Assessment: This goal was met. We received a very good bid for the installation of seven
security cameras to include audio and video and a 36 inch monitor.
Goal:
Purchase all new computers in the police department to include a
server so that data can be secured and shared with all PC’s in the agency.
Objectives: Apply for state and federal funding to purchase all new computers for the
police department.
Set up PC’s and install new software, ensuring data is being stored and
uploaded to the state.
Assessment: This goal was met. A grant was prepared and received for the purchase of
six new computers and a server.
Goal:
Purchase a new patrol vehicle to replace old 521 and 522.
Objective: Locate funding to purchase a new vehicle. Utilize the vehicle as an
unmarked vehicle until such time that we can find funding to transfer and
purchase the emergency equipment needed for it to become a marked patrol
car.
Assessment: This goal was met. A new 2010 Police Interceptor vehicle was purchased.
The vehicle is being driven unmarked until such times funds are obtained to
emergency equip the car.
Goal:
Reconstruct the poorly conditioned storage shed for the PD.
Objective: Have village employees replace the roof and siding on the storage shed in
order for it to be useable and more secure.
Assessment: This goal was not met. It was hoped that this project could have been
completed utilizing village workers to save money. They were not available
to complete this project.
- 21 -
Goal: Purge the property room of old evidence no longer needed for court.
Objective: Conduct an inventory of all property logged.
Identify what items can be destroyed or returned to owner.
Per the Ohio Revised Code advertise unclaimed property.
Have Solicitor prepare “Order for Destruction” and file with courts.
Destroy or return property.
Goal: Purchase a used patrol car to replace # 524 that was wrecked.
Objective: Locate a valued used patrol car.
Secure funding for patrol car.
Remove all equipment from wrecked car # 524 and re-install in
new unit.
Goal: Hire three part time officers or Auxiliary officers to replace those officers
that left in year 2012.
Objective: Seek out qualified applicants.
Conduct background checks on applicants.
Hire qualified applicants and place in a field training.
Goal: Seek out Federal and State Grant funding opportunities and apply for
either needed equipment or supplemental funds for manpower expenses.
Objective: Seek out funding solicitations and apply.
Identify needed equipment and research cost for grant
applications.
Goal: Research the feasibility of funding a canine for drug interdiction.
Objective: Research qualified police dog service trainers in the area.
Devise a plan to fund a service dog without effecting current
operational budget to include but not limited to housing,
handling, veterinary care.
- 22 -
Consider the option for obtaining a vehicle for the transportation
of canine.
Goal: Make a concerted effort to rid the village streets of junk or broken down
cars parked on the streets or right-of-way.
Objective: Make public notice to residents that the police department in the
future will be taking enforcement action on abandoned or junk
vehicles parked on the streets.
Assign an officer to this project and oversee its completion.
Have offices begin writing warning notices to those in violation.
Work with registered owners and towing yards to mutually come
to an agreement on the conditions of tows.
Arrange tows if necessary.
Assist tow yards with paperwork, i.e.: junk titles.
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