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2022-11-02 City Council - SP Agenda-33041. 3 o Agenda Edmonds City Council tn.. ISLP SPECIAL MEETING COUNCIL CHAMBERS 250 5TH AVE NORTH, EDMONDS, WA 98020 NOVEMBER 2, 2022, 5:00 PM PERSONS WISHING TO JOIN THIS MEETING VIRTUALLY IN LIEU OF IN -PERSON ATTENDANCE FOR THE PURPOSE OF PROVIDING AUDIENCE COMMENTS CAN CLICK ON OR PASTE THE FOLLOWING ZOOM MEETING LINK INTO A WEB BROWSER USING A COMPUTER OR SMART PHONE: HTTPS://ZOOM. US/J/95798484261 OR JOIN BY PHONE: US: +1 253 215 8782 WEBINAR ID: 957 9848 4261 THOSE COMMENTING USING A COMPUTER OR SMART PHONE ARE INSTRUCTED TO RAISE A VIRTUAL HAND TO BE RECOGNIZED. PERSONS WISHING TO PROVIDE AUDIENCE COMMENTS BY DIAL -UP PHONE ARE INSTRUCTED TO PRESS *9 TO RAISE A HAND. WHEN PROMPTED, PRESS *6 TO UNMUTE. WHEN YOUR COMMENTS ARE CONCLUDED, PLEASE LEAVE THE ZOOM MEETING AND OBSERVE THE REMAINDER OF THE MEETING ON THE COUNCIL MEETINGS WEB PAGE. SPECIAL COUNCIL MEETING BEGINNING AT 5:00 PM WILL BE STREAMED LIVE ON THE COUNCIL MEETING WEBPAGE, COMCAST CHANNEL 21, AND ZIPLY CHANNEL 39. CALL TO ORDER AUDIENCE COMMENTS THIS IS AN OPPORTUNITY TO COMMENT REGARDING ANY MATTER NOT LISTED ON THE AGENDA AS CLOSED RECORD REVIEW OR AS A PUBLIC HEARING. SPEAKERS ARE LIMITED TO THREE MINUTES. PLEASE STATE CLEARLY YOUR NAME AND CITY OF RESIDENCE. COUNCIL BUSINESS 1. Community Services and Economic Development Budget Review (30 min) 2. Edmonds Police Department 2023 Budget Presentation (90 min) ADJOURN Edmonds City Council Agenda November 2, 2022 Page 1 3.1 City Council Agenda Item Meeting Date: 11/2/2022 Community Services and Economic Development Budget Review Staff Lead: Todd Tatum Department: Community Services Preparer: Todd Tatum Background/History This is the budget review for the Community Services and Economic Development Department, which includes the Cultural Services Division. Staff Recommendation Accept the budget as presented. Narrative This item reviews the operations of the Community Services and Economic Development Department and Cultural Services Division for 2022. Highlights and key accomplishments will be discussed. Decision packages for 2023 will be presented and discussed for the Council's review and approval. Stragetic direction for 2023 will be discussed at the end of the presentation. Attachments: CSED Budget Presentation NOV22 Packet Pg. 2 3.1.a Community Services and Economic Development Budget brief 11/02/22 Todd Tatum, Director Community Services/Economic Development Packet Pg. 3 Organization Administrative Assistant (PT) Community Services Program Coordinator Economic Development & Community Services Todd Tatum Arts & Cultural Services Program Manager Cultural Arts Program Specialist Communications Strategist/Public Diversity Commission Information ❑fficer Coordinator (PT) Packet Pg. 4 COMMUNITY SERVICES/ECONOMIC DEVELOP Neighborhoo City Hall Front Desk Community Services ommunications Rent Intergovernmental Lonstruction Relations I S ecial Projects Diversity Commission Economic 'Development JAC Tourism conomic levelopment ommission Cultural Services W OTS EAC Creative District Public Art Neighborhood City Hall WE c m E t v EDP r Packet Pg. 6 COMMUNITY SERVICES/ECONOMIC DEVELOP 2021 Investigating lease Developing concept 2022 Moving in Modifying space Getting to know the lay of the land Meeting people Planning for the future 2023 Implementing improvements Improving connections COMMUNITY SERVICES/ECONOMIC DEVELOP Communications Press releases N ews I ette r Social Media Intergovernmenta l Special Proiectq Relations • obbyist Other governments and 8gencies: Lynnwood, Comm Transit, WSDOT j Neighborhood City Hall Diversity Commission Community Servi �� City of Edmonds - Coma oe� oo\q Government s ,off° 9 End P�`atos r°5ted \)5x eN`�o�e Jul community turnout at o��Ger r\��oraN�`+ fee "ig until 3pm on 84th Av. CIS �ateC{C�e�Qr` �eC\02000 �\,4e 4W r `ate ZI trey `i aio ft.� 10 Si _ eL 0 o5��ou�i��d0 p Communicati :y and ncs°O/rsN Co T /ON ,c/ nerC°f j,q t �Dkwesf0,- `esa�dF�'C Rr ,,2nC�8�T/eyr/ad�� ay �y aF°Of o�re��r°�FdcRCt/,� 79oro '1"?,6lorno/s//,?°4 ftett rl0Outi orysbpC/ °/nfY�c'e Use o�,%aest'o.c4hw /�t//Ybe ovcot r? `. resfghat;onco IV pe'gQOin✓ FCT when q q4r/n ct tee eent ps /nsta �9 )S �d hroos ,-o ary 0" jA1n9 dne1 /d t/On h e' t d1'S f nQ fy tYAJhhe coo 0/,, off c !�_ e HIGHWAY 99 ( UPDATE • Construction is underway along Highway 99 between 244th and 210 Streets SW r' n as part of the Highway 99 Revitalization & Gateway Project, which includes installing a ped-crossing "HAWK" signal at 234th Street SW, installing gate- way signage at the north and south approaches to Edmonds, and installing a landscaped center median with left -turn pockets between 244th St SW and 210th St SW Project completion is slated for Spring of 2023. The Uptown Neighborhood City Hall Office is open to the public from 9:OOam to 4:OOpm Tues-Thurs in the Safeway shopping center. You'd meet David Bartels at the hoot counter who can provide info and assistance related to City services. Police Community Engagement Officer Tabatha Shoemake also holds office hours there, ready to meet with business owners and residents about public safety concerns and community outreach. The City is exploring ways to revitalize the Uptown area through targeted redevelopment and public amenities 0 through a proposed Community Renewal Area. ■ For more info, scan this QR code. should serve multiple func- Your input is needed! -ansportation, walking, eighbors — all with Help us guide the future of our ed. street system, allowing for mor station planning has egalitarian and functional use ly centered on the swift El for all. Elfvhicles— often on- Xlayi�ng K Scan this QR the safety and comfort code for more other users. information. This Project is an opportunity to envision and put into action how the streets of tomorrow will took and function. `0 00 mPnts /�rP� Pacl �`ke r es r�N COMMUNITY SERVICES/ECONOMIC DEVELOP Edmond EDMONDS Diversity Film Series DiversityFilm _ FRFF films on themes related to diversity, inclusion and equity. screening of poignan ' Dec) films on themes related t inclusion and equi- October15 November19 THIRD SATURDAYS AT NOON 1 OC Crip Camp Disclosure EdmondsTheater 415 Main Stre °•a4 w `��r,ae"�°aka°,°dlm mo«I ra arl j fi October . r r wnm�•.ataw.! 7 / ,.,.>,., �.. q„am°°IKwrbaMaa°nra°"°r �. LanquageArts `-4 High school Lnglish teacher Charles has • •^• •° DISCLOSURE spent decades shrinting from 1k hiding DOLORES II" January 21 What Happened on First Street WKAT HAPPENED wtiertw°ene °•s.:lsvnt ° FC31tST SI"w;P7 Uiamw ��•°atFn Ocee 1 wnc��mm•�.�am.i°w,, dw March 18 Who We Afe: Chronicle of America I rsa. uya tla gmm rrud a'. �� nnmy[n Ma February18 CODA 1} 5 A April 15 Racism in MAJOR! rsaa. txN°0 n�xae na°n sr a�nnp Pad vN p �� enaMpe0.raKtr n,l,m wveN pan-rac.ei 1M0 a°ml�,a ,°emrpne: °,v.,e e°inai tar or 50Yura OFor complete film synopses, trailers and more informal D WWW.DIVERSITY.EDM0N051A Sponsored by Pid Steves'Eumpe, FdmondsTheater. Fdmonds (enter brtM1e Arts,and Fdmonds Uiversityi Decision Package # 16 Neighborhood City Hall FISCAL DETAILS 2023 Operating Expenditures 001.000. 0. 57.20. .00 SMALL EQUIPMENT 125000.00 001.000. 0. 57.20.41.00 PROFESSIONAL SERVICES 13)000.00 001.000.60.557.20.45.00 RENTAL/LEASE 545703.00 001.000.60.557.20.47.00 UTILITIES 55000.00 001.000. 0.557.20.48.00 REPAIR & MAINTENANCE ,000.00 001.000.60. 57.20.49.00 MISCELLANEOUS 10514 .00 Total Operating Expenditures 995846.00 Total Expenditures 995846.00 Net Budget 99,846.00 Packet Pg. 11 Economic Development u N N 0 Z r_ 0 L IL M� W ,W v/ U c d E t v EDP ;r Packet Pg. 12 Economic Development Section 4, continued: • Account "C" shall be the "Edmonds Rescue Plan Business Support" account into which $1,125,000 to assist the business community, as follows: • General Business Support. Up to $200,000 in installments of $50,000 per year in 2021, 2022, 2023, and 2024 for general support of Edmonds small businesses, business districts and the overall business community. This includes such programs as the Edmonds Business Booster website and its programs and promotion; promotion of business districts outside Downtown through advertising, wayfinding, signage; business -support or promotional events, etc. • Tourism Support. Up to $300,000 in installments of $75,000 per year in 2021, 2022, 2023, and 2024 for support of tourism promotion. This includes enhanced local and regional advertising, support of events and special promotions, investment in facilities and/or equipment, etc. EDP, Packet Pg. 13 Economic Development Edmonds immerses visitors with an artful air Oct_ 25, 2022 at 4_30 prn By City of Edmonds Produced by ST Content Studio Savor international flavors and finds in nearby Edmonds Aug. q, 2022 at 9.00 am I Judi Aug. 5.2022 (it v2:5: pm t 4h Enjoy mango bingsoo with fresh fruit at Milkie Mill in Edmonds. The restaurant serw5 up a wid'evai blocim a Karmen shaved ire dessert tapped with treats of all kinds (Man Hulbert phenol By Visit Edmonds While the parks and sandy beaches of the City of Edmonds are welcoming on these hot and humid days, there is far more to be discovered in this bustling little town. In Uptown Edmonds, in the vicinity of Highway 99 and what the city calls its International District, there is a different kind of gathering. 6 u IF r Q'%Packel Pg. 14 Economic Development c d E t v OF Eby :r Packet Pg. 15 Decision Package # 18 Lodging Tax Fund Budget - Tourism Promotion FISCAL DETAILS 202 Operating Expenditures 120.000.31.575.42.41.00 PROFESSIONAL SERVICES 120.000.31.575.4 .41.40 ADVERTISING 120.000.31.575.4 .49.00 MISCELLANEOUS 120.000.31.597.73.55.17 TRANSFER TO FUND 117 Total Operating Expenditures Total Expenditures 35,400.00 55,000.00 1,000.00 4,000.00 95,400.00 95,400.00 OF Eb4f r Packet Pg. 16 Decision Package # 19 Lodging Tax Fund Budget - Arts Promotion FISCAL DETAILS 2023 Operating Expenditures 123.000.64. 5 3.20.41.40 ADVERTISING Total Operating Expenditures Total Expenditures 28,500.00 287500.00 287500.00 Packet Pg. 17 Cultural Services - WOTS Presentations by writing and publishing industry professionals from across the country w October 7-9, 2022 E 0 0 W • 139 people attendec .L • Attendees from 11 states and 2 E Canadian provinces o • Presenters from N N across the country. 'o Z • In 2023 the o conference will return to an in- P a person format with some elements m online W U c d E t v OV EDM :r r `� w o�0 Q CU n Packet Pg. 18 3.1.a Cultural Services - Public Art _ _�ti__ s 10 'lYR d7 ■utunnnntrr}rnRfrn �� unuurreuotrrtrrtren C unuRntteueerrererrtn ■tnttrrttRlRRRRrlRflttrtr ■RiertttlttttrtRlf RreRRefr � tnitttttR!■R}RrrrRlftftRR O tR}RRftt!lttttttrYlRRrrlr tttlrtRttteRftRlrrtfltlllr er1}RRf}lrAAAtRRt■RTT'IIf0W 'li"'iYl?R9'a9Y=]"IT'AE W 171i9411111 131ifiR7, I t t ■. • • • • . • ' . ■RYr IA■ ' V!d I' N nRRe�RuuiR ■fYtutoREty■ j�' d - lwuuue ainiien■ Aunutin � In79inta L It ■logos rrtnf lit�utttt m no etnn n fA siYt�t � - 3iii4 ■rat■ y1i7 3 f1JJ174 4i Y�I 4IN 114 ROA7E1EE78iyAA3i C 1 ii4+:+7d} U 9413lutld .i ]i V A'1!N I17�Y,1d 9i EYIN »744rY 1Aid (V iaRRasJ711' > iiiai4i 17 O 7 Z r— O' N d d 0) 7 m W U E t � w OHO Q Packet I COMMUNITY SERVICES/ECONOMIC DEVELOP jrl.r 11ir JPW- Vol-• f )■ i r ¢ 'woo40. it 1� ■ _ - hb. Cultural Services - Art Start Grants COMMUNITY SERVICES/ECONOMIC DEVELOP I i-A 1, 1.,-1 .' %�j�/i/'mil /r�r�r�•r r�i/ �'1 Cultural Services & Economic Development 2020 BY THE NUMBERS 376,121 _� 19 $43.2 B JOBS IN WAIN 2020 TOTAL INDUSTRY ........................................ EARNINGS TOP10:....................................... it 0,442 CREATIVE JOBS$5298% JC}SSGAINEb SOFTWAREDEVELQPERS SINCE 2019 0 - AVERAGE EARNINGS PER JOB P05TSECONDARYTEACHERS 3% INCREASE WEB DEVELOPERS IN CREATIVE JOBS EARNINGS, 0 WRITERS ANDAUTHOR5 _ 2019-2020 .............................. • MU51CIANSGSINGER5 - EMPLOYS MORE : 19 MARKETING MANAGERS THAN AGRICULTURE, FOREST PRODUCTS AND C58% GRAPHIC DESIGNERS LIFE SCIENCES COMBINED 42) :�e CREATIVE WORI{ERS : �FTP.fPRFTE�t56 rRAN51.AiC}RS • A + 1 The creative economy makes up 8.7% of Washington's GDP. V r] �w y 4 011 Packet Pg. 23 Cultural Services & Economic Development Washington Creative Districts, September 2022 Twisp Coupeville� -t Townsend Langley Edmonds Rainier ainbridge Islands *Valley Issaquah Bremerton 40 OBurien Moses Lake lone Walla Walla/ College Place Certified Creative District Active -Stage Planning WE r Q Decision Package # 17 Changes to Municipal Arts Program FISCAL DETAILS 2023 Operating Expenditures 117.100.64.573.20.45.00 F ENT ULE SE Total Operating Expenditures Total Expenditures 1,000.00 1,000.00 1,000.00 Packet Pg. 25 COMMUNITY SERVICES/ECONOMIC DEVELOP Neiehborhoo City Hall Improving connection with Community ross training Community Services Engagement torytel I i ng Leadership in state's creative economy discussion Economic Development Supporting all citizens Strategic marketing Placemaking Cultural Services In person WOTS Creative District recertification 4t" Ave project Building statewid connections Community Services and Economic Development QUESTIONS? �Q a Packet Pg. 27 3.2 City Council Agenda Item Meeting Date: 11/2/2022 Edmonds Police Department 2023 Budget Presentation Staff Lead: Chief Michelle Bennett Department: Police Services Preparer: Alexandra Ehlert Background/History This is the budget review for the Police Department. Staff Recommendation We request that the budget be accepted as presented. Narrative Chief Michelle Bennett will review the purposed 2023 Police Department budget requests and the accomplishments of the department in 2022. Accomplishments and recognitions received will be discussed. The decision package for 2023 will be presented for the Council's review, discussion and approval. Attachments: 2023 Edmonds Department Budget Presentation Packet Pg. 28 Edmonds Police Budget Presentation Q 0rIDSp�Lf *f * V �CF8EF0�� is otl'014DS poll �✓ y c� * yr h�Fe��o4� k i a Adak- li ji 4�0T1DS p��C fi� y �wv �CFBEFO�� NOVEMBER 2NDI CHIEF MICHELLE BENNETT 2 Police Department Data 3.2.a • Assistant Police Chief Field Services :Sergeants Night Shift 9 Sergeants (2FTE) Co oral rp 7(2FTE) (2 FTE) Patrol Officers Patrol Officers (13 FTE) (13 FTE) wo Operations Sergeant Traffic Officers (4 FTE) Animal Control Officers (2 FTE) Parking Enforcement Officer Chief Of Police Executive Assistant (1 FTE) Street Cnmes Sergeant (1 FTE) Street Crime Officers (2 FTE ) Administrative Sergeant (1 FTE) Police Staff Assistants (6 FTE ) Property Officer (1 FTE) DV Coordinator (1 FTE) Disclosure Specialists (2 FTE ) Administrative Assistant (1 Part Time) Assistant Police Chief Support Services Detective Sergeant Detective Corporal (1 FTE) Detectives (6 FTE) Professional Stds. Sergeant (1 FTE) Training Corporal (1 FTE) IM Training Officer (1 FTE) Community Engagement Coordinator 0 0 a c 0 w Packet Pg. 31 3.2.a ends Police Ott -ice 'eP"[OZ! I 1 1 20ff7l 2MI 20091 20101 201IN 1 20191 20191 2020 Staff Authorized: &9 69 69 69 6602016 (65), 2D17 (67.5 68.75 7D.75 7D.75 Commissioned (Chiefs incl.) I -% 1 561 1 1 560 1 1 1 59 Packet Pg. 32 3.2.a Disontched ak•itKaormcozo, ear 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Incidents 30,898 31,840 30,673 30,506 30,413 29,703 29,703 27,977 29,426 28,973 28,234 31,612 d a 0 E W Packet Pg. 33 Inr---rr-asing F)nngers Edmonds 2015 2016 2017 2018 Police Officers Year 2019 2020 2021 INSTANCES 31 33 26 32 21 55 80 OF PHYSICAL FORCE AGAINST OFFICERS INSTANCES 11 21 42 10 5 8 20 OF IMPACT FORCE AGAINST OFFICERS Edmonds Police Goals � . To reduce crime and fear of crime. 2. To improve traffic safety. 3. To safely respond to and resolve emergency calls an( incidents. 4. To accomplish our mission in an effective and efficient manner consistent with the core values of the Edmonds Police Department. Systems Approach to Community Policing Partnerships Prevention The "3 P's of Community Policin are: •Problem -solving •Partnerships •Prevention These elements should be supported by community engagement and using crime mapping, crime analysis, crimina intelligence and management practices. Community Engagement Our priorities are to prevent crime and solicit engagement through a wide range of proactive community education and collaboration strategies. National Night Out Against Crime Future - Use of volunteers (VIPS) and Explorers Community Academies Traffic Safety Changing Laws National Night Out Against Crime First Tuesday in August Location or by neighborhood Free food and drinks, and fun activities for adults and children. 0 VOLUNTEER- PROGRAMS Community Volunteers Community Engagement Officer/Satellite Resource Officer A Community Volunteer program is a service program that augments and assists the commissioned and non-commissioned members of the EPD in the performance of their duties. This program includes anyone from age 18 years to Senior Citizens. Duties can include but are not limited to: Data Entry Front Counter Assistance Property pickup Vacation home checks Disabled Parking Warning Assist at Community Events Volunteer Programs Cadets: Paid internships, usually college students Explorers: Explorer assignments include assisting in community events, ride along with patrol deputies and earn community service hours. AM s Community Academy Topics Recruiting Patrol Procedures Traffic Enforcement Community Service Officer Duties Department of Corrections Commercial Vehicle Enforcement Police Chaplain Program AFIS, Training Unit Major Accident Reconstruction Burglary Larceny K-9Hostage Negotiations Defensive Tactics and Firearms Training Street Crimes Unit Investigations Homicide Investigations Domestic Violence Enforcement Special Assault Investigations Bomb Disposal Swat Communications Center Tour Changing laws: How will we do it? ho. - develop, update and refine policies and procedures; ordinances - insure understanding of policies and procedures - ensure proper equipment provided, especially for high -risk responses - conduct reviews of high -risk responses and activities to ensure compliance with policies -procedures and training - insure planning and mock scenario exercising occurs 15 Our Community Service Office Accomplishments COMMUNITY SERVICE OFFICER TABATHA SHOMAKE CC)MMUNITYr ENGudkGEMENT VE R END REPC>RT 9 21-9 22 3.2.a Ongai ng or Yearly Events BIRTHD^Y SHC>UT—'0UTS - Social Media posts- Advertise once a quarter At the EOM prepare hirthday cards for participants • Place the birthdays an my calendar with reminders and Sgt on duty Assemble hday bags and place in Sgt. mailbox Invitations sent to SgL for drive by and i ristructions • Web site design and lay -out C)LUNTEER - Research current trends in workplace safety to create a presentation - Travel to and waIkthrough win rk place to specificallyaddresstha concerns oftha SAMFETY PRQC3FRALINA volunteer's • Create handouts for participants Present and answer gnestiuns Website design and lay -out C 1MAIIAUNITY CA�E:1�iY Research class curriculum, currenttrends in policing, and I ength of acade my Meet with the Web Systems Analyst to design web page and application process Meet with community members to discuss what types of classes they find interesting Meet with other CECs to discuss what has worked and what has not and ideas Chasse instructors and provide expeetatians for presentations Orde r s■ pplies: Lanyards, Name tag holders, Notebooks, Fol ders, Pens, T-shirts etc. Publicity: Social Media posts, City Communications, Press Release Screening applicants Envoi l i ng accepta nice or de curing letters Prepare folders, name ba dyes, an d t-shirts for participants Attend classes and sopportthe presenters Prepare classroom, supply refreshmerits, clea■ Organize graduation: fond, invitations, closing speakers, certificates Email class and course evaluations DHOAAESTIC NfIOPLENCE - R asea rch CIJ Front trends, statistics and ideas to educate the community. Social Media WAMPLENE-SS Publications, DesigniFig FeIevantlimpaetful III osts,Internet Searches - Ordering supplies: bracelets, Stickers, Purple light bulbs, Ribbons, Magnets - Community outreach: Handing out bracelets, stickers, purple light bulbs, publications to the public and discussing the topic - Seek a partner to collaborate with such as the Rotary or another agen cy FQC�O DRIE • Contact and meet with the Edmonds Food Bank: Discuss delivery options, wish list items and any concerns. • Pick up food bins from th a Food Bank to r placement - Create flyers, sac ial media posts and publicize - Contact web systems a nalyst: Place informati on an web site Packet Pg. 44 m U O a. N c 0 W 3.2.a Ongoing or Yearly Events CANS FC>R CC>PS Contact the store manager of Safeway to discrss the placement of the patrol vehicle for event m • Publicize via social media, flyers 2 - Create signs for event i • Collect cans/food for th a Edmonds Food Ban k and or Ylrashingto a kids in Transition l L - Deliverfood to organizations c O SHIP WITH #CAP - Contact Mukilt�eo's Community Engage me atOHicerfor dates and information - Email staff with information requesting participation W - Pair cop and kids through interest and commonalities r- • Follow up and confirm with participants O - Meet kids at location for dinner • Meet kids at participating stare - Publicize via social media posts N IV EICrH BC>RHC�CO _ Meek with Web Systems Analyst to discuss web design d WjkTC1-1 - Publicize via flyers, social media posts y - Create a brochure and order supplies, (signs) - Gatber information on crime trends in local ■eighhorhoods and inform the reps Contact patrol to requ est participation m - Present information to local neighborhoods on trends and crime prevention E - Record active Neighborhood Watch programs and participants f= • Create a quarterly newsletter captaining crime pireueritian tips and or relevant Q information as it relates to Neighborhood Watch Programs • Email newsletteFtoreps for distributiontomembers N - Contact reps for ■ pdated member I ists _ Consu It the Office of He meland Security wehsite for publications O E CHURCH SECURITY and resources 'D + discuss concerns with church representative W - Research resou Fees to determine what info is applicable to their N needs o N - Set up a meeting with patrol, the representative and myself to walk through the chrrch + Send representatives a sornmary of the meeting and securi[Y recommendations SALFE PLACE Contacted SeattlePD Determine if the program is congruent with the EPD vision, values and mission Q Review FPO hate crimes, bias policies and submit tv SPD for review Training on the proper implementation of the program Sub mit paperwork to 5PD requesting auth orization Meet with Admia to discuss Contact wehsite analyst Packet Pg. 45 3.2.a Ongoing or nearly Events Consult the FBI wehsite fur training videns and publication materials A#CTI E SHCK>TER Consult membersof SWAY fnrtalking peints T 1 �41 IV I IV G = Cc ntact hu siness for a copy of c urrent p olicies i a pl ace a ad current tech nology used m 2 Gather hand outs and materials to distribute 0 Set up date and time for presentation with business, CpI_ Burst and Set_ Itobinson d vJ c O E Register with National Night Out W NALTIC WALL NIGHT - Review HMO packet c <>UT Met with Lynnwood Community Engagement Coordinator • Consult EPD wehsite analyst Create, publish and advertise for NNO w • Coordinate with the Mayor, Fire, Admin Staff and OffiCerS regarding IpcatlpnS d Organise and list locations to Misit Consult with neighborhood organizers a� Purchase supplies such as candy, hags, SWAG � Organise NNO at Mat hay Park m R^DGES - Meet with the Boys and Girls Club athletic director to discess collaborative prejeets @► 45EB 4LL5 EmaiI OfficersrequestinE volmoteers to pa rtic I pate Coordinate dates and times with Officers and the Buys and Girls Club Email reminders to volunteers = Facilitate on the day of the events Create se ciaL media posts Meet with the Boys and Girls Club athletic director 4MIKI-S M14s T IN - ErnaII Officers requesting volunteers to participate - Coordinate dates and times with Officegs and the Boys and Girls Club Email reminders to volunteers Facilitate on the day of the event Create sociar media posts Packet Pg. 46 1 NTERMATICIMAL W OP ENS DA#lf HAfkLLaWEEN AALK TRIBUTE MEJ#DC)WD LE PRESCHC34DL NfISIT — Discrss and submit talking points • Create hie — Email commuaicatian with the ewe othost — Practice and review talking points Participate and present Create social media post = Email commu P icati an with the Charnher Pmahasa candy Meet with event organizer, Litt Every Voice Organize materials to bring to event Email commuuicatian with the preschool Coordinate dates and times with preschool and Chief = 5wag for e�rent Courdinate with Ballinger Court RESaURCE F,AI R @ = Research the needs of the residents B,ftLLI NGE R COIURT — Research publications and resource materials Research SMART 911 3.2.a EVENTS m 0 a w c 0 E w Packet Pg. 47 EMERGENCY PREP^REDNESS EXPC) C>CTC3BERFEST KIDS BC)C3TH DWERSITY CQMMI TT E E PRESENT.4TIC)OIV ELDERLY FR^UD PRE\fENT1C)N YC)UTH CCOMMISSIC)hI PRESENT.4TIC>N RC>TRY PRESENTAXPON - Prepare/Research information - Coordinate with ererrt organizer a Kids fingerprinting supplies - Coordinate with animal control - Set up an d tear down for the event + Coin A i nate an d meet with event organizer + Discuss options for kids activity + Purchase supplies + Create posts on social media and publicize event + Set up and tear down for the event + Develop talking paints + Coordinate date and time + Prepare to present + Research crimes and trends in fraud Develop talking paints + Consult with fraud detective + Prepare materials and publications to handout + Coo Ainatedates and times with even#Organ izer - Develop talking points - Coordinate date and time a Prepare to present - Develop talking points - Coordinatie date and time • Prepare to present EVENTS 3.2.a M) m v 0 a c 0 E W Packet Pg. 48 SdCIAL MEDId%EDUCA7IDH 3.2.a H UAN TRAFFICKINCr m ADAPT A SENICOR D40o a DATA PRIVACY '� Research current trends on other departments social media C S AY Sr NEUTER Research,Catherinformationlideas E Develop/Create/Design .a WILDLIFE - Poston social media platforms w EDUCATICIN SF-XUAL ASSAULT EDUCA77C30H PRIDE I010IMTH 4TH 00F JULY DI STRACTE D DRINIINC, AkWAALRENES5 — Since the opening of the highway 99 office, the foot traffic has steadily increased. Members of the community have come in to report abandoned vehicles, parkingltraffic complaints, and drug activity. 0nee I receive the info either in person or via David, I forward the info to the appropriate perso ris. — There are a handful of regrlars that come in to visit three to feur days a week_ • 211 has directed at least two individuals, (that I am aware of)r tea come to the office for resorrces. I have spent anywhere from 45 minutes to t5 h ours with them, contacting Hu man Services for avai I able resou roes and providing food to sustain them until they are able to meet with the social werker. Packet Pg. 49 Efforts and Accomplishments: March of 2021 to Present Develop Five-year Strategic Plan 2023-2028 Internal and External stakeholder meetings Phone and email surveys Focus groups Reinstate full traffic unit in order to address speeding, pedestrian crossing issues, and school zone speeding issues Re -outfit the Dive Team with this year's budgeted authority. Bicycle Ancillary Unit- Bikes are purchased, and six officers are now bike certified March of 2021 Institute Red Dot Sights to Present 23 Institute Safe, Less than Lethal Alternatives Bolo Wrap The Wrap Pepperball Write job descriptions for two Public Disclosure positions related to Body Cams. Completed and to be hired in 2022 budget. Upgrade IT and AV throughout building —some equipment/technology is from 1990's era. March of 2021 to Present 24 Update 1980s furnishings in police department Started Quality Circle Committee Creating a supervisor FTO program for department members promoted to corporals and above. Document career development, special skills, and goals for each member of the department Transition the Special Emphasis Team into a Problem - Solving Emphasis Team- create SOP Restructure department organization Continued focus on our WASPC Accreditation Passed with high praise the 2022 ACCESS Audit March of 2021 to Present 25 Added our Community Engagement Coordinator, Tabatha to the Satellite Office (Highway 99) Pedestrian safety perimeter and gates put in the parking lot in progress -given in 2022 budget). Satellite office furnished and safety upgrades (in progress) Body Cam program fully operational (in progress in 2022). Blue Team and IA Pro (software for complaints and commendations) fully operational (initial deployment completed, workflow implementation is in progress). ESOPH system (web -based background support system) enhanced our recruiting and background process to help facilitate quickest turn around possible (August, 2022). LEFTA and METR (training and evaluation tracking software) — fully deployed system to digitize processes and minimize paperwork for staff. March of 2021 to Present Power Time (scheduling system) in progress Hire two cadets with 2022 budgeted authority in fourth quarter. Revamp job descriptions has been completed; hiring is in progress. Get AEDs for all patrol cars (18 total), six have been received from the Edmonds Police Foundation (EPF). Six additional from EPF are in route. Funds were raised from the EPF Golf Tournament . Start a digital paperwork routing process, this includes digitizing archived files, current contracts and department forms — in progress, this will clear extensive storage and workspace within our department once completed. 26 March of 2021 to Present 27 Establish Use of Deadly Force department guidelines according to new RCW/WAC Update policies and procedures to align with new legislation. Convert part time parking enforcement officer and part time Domestic Violence Coordinator to full time. Write Commander positions job descriptions, address Pay compression and benefit issues. Attend Community Meetings Rotary, Chamber, Mom's group, Women in Leadership, Recruiting Fairs, Civic Roundtable, Edmonds School District, Pastor groups, etc. M 0 Edmonds Police 2023 Budget Decision Package # 12 29 Decision Package: 410-23002 - Police Dept. Professional Staff Budge ► Establish additional police support positions that will assist in how patrol officers support the Edmonds community. ► This decision package establishes the following full-time position: ► Administrative Staff Assistant Decision Package 12 30 The City of Edmonds population and demand for services has increased over the years causing a strain on the existing professional staff members at the police department. Often, officers are added without the commensurate administrate and support staff, which increases the burden on commissioned officers and affects morale on the administrative side of the house (as well as customer response time). The police department's commissioned staff is growing to address the community's desired goals and service levels; the support staff needs to grow as well to adequately support the department goals. With the addition of a mid -level management team (three commanders) and filling both Assistant Chief's positions, the need for another full-time administrative support is necessary. The current environment has 1.5 FTE administrative positions supporting a department of over 70 staff members. Decision Package 13 31 Decision Package: 410-23007 - Expansion of PD Criminal Investigations Division ► Three subsets of this decision package will be discussed. They are as follows: ► 1) Add two Problem Solving Emphasis Detectives ► 2) Add one full-time Crime Analyst ► 3) Add equipment for Detectives and Problem -Solving Team Decision Package # 13 32 The Criminal Investigations Division (CID) plays a key role in the police department's ability to deliver superior law enforcement service to the Edmonds community. It is crucial that adequate staffing, systems and technology are in place to conduct thorough criminal investigations, problem solving projects, follow-up investigation, and support to the City's Human Services Division. This CID unit is responsible for taking a proactive approach to detecting and deterring crime by conventional and unconventional means. Decision Package # 13 33 This decision package creates and/or maintains the following: Problem Solving Emphasis Unit will focus on issues to include, but not limited to prostitution, drugs, gang related crimes, liquor law violations and organized retail crimes. Work in plain clothes capacity to identify criminal activity and formulate a response and solution to the problem. Problem Solving Emphasis Detectives initiate crime reports and assist both patrol officers and detectives with surveillance and follow-up investigation as needed. Decision Package # 13: 34 PS ET kip, Problem Solving Emphasis Detectives assist patrol with details that require plain clothes detective assets. These details include, but are not limited to burglary, vehicle thefts, prowls, assaults, and other crimes against persons/property. ► These detectives also assist Edmonds Social Worker and work in collaboration with the Edmonds Park Department, Human Services Team to identify and assist those community members needing support. Decision Package # 13: 35 PS ET ► A team of two Problem Solving Emphasis detectives is not conducive to achieve a high level of success in the u n it's investigative outcomes. ► With two additional detectives the unit will consist of four detectives, which is more amenable to the workload, especially considering the community concerns on Highway 99. ► This team would also have the capabilities to work as liaisons to Human Services, with the goal of building a community problem solving emphasis team. Crime Analysis Ability to identify crime trends Using analytics, the Crime Analyst can recognize possible preventative community solutions and assist officers in their deployment Ability to track offenders across jurisdictions Ability to generate crime trend reports, compile data in an approachable manner and review various statistical data. (See Budget Presentation) ►� - AO Decision Package # 13: CA 37 The Police Crime Analyst is a non-commissioned position that performs a variety of strategic, tactical, and administrative duties relating to the systematic process of collecting, categorizing, analyzing, and disseminating timely, accurate, and useful information that describes crime patterns, crime trends, and potential suspects. Work requires performance of research which may include statistical, information and data processing/analysis. Add one civilian Crime Analyst FTE to establish predictive crime mapping, policing, and data analytics. This FTE will also assist with police department grant writing. The Police Crime Analyst may work with officers, managers, and police administrators in gathering information and providing analyses, reports, evaluations and recommendations. Decision Package # 13: CA 38 Work is reviewed for effectiveness via review of projects, reports, analysis of results. The Crime Analyst collects, analyzes, and interprets data and statistics using quantitative and qualitative methodologies; provides specific intelligence and investigative lead information to investigators. The Crime Analyst develops crime/suspect and suspect/crime correlations and target profile analysis; conducts cross -case and linkage analysis using computerized database to identify relationships between crimes and criminal suspects. The Crime Analyst initiates and disseminates crime analysis reports, bulletins, and data related to crime series, trends, patterns, and suspect individuals to department personnel to enhance directed patrol and investigative activity. Decision Package # 13: CA 39 ► The Crime Analyst coordinates crime information gathering and analysis with other law enforcement agencies in the region. The Crime Analyst prepares charts, graphs, maps, and written reports of specific crimes by area and section relying on complex and detailed statistical analysis and will respond to requests for information and analytical reports. The Crime Analyst will also assist with the development of agency strategies and planning in response to crime trends, including creating or modifying existing programs. ► Importantly, the Analyst will conduct resource allocation studies for the purposes of deployment and scheduling. Decision Package # 13: CA ao The Crime Analyst will work closely with the Commander that acts as the departments Public Information Officer and Community Engagement Coordinator to provide current crime information to better inform the community on crime prevention techniques. The Crime Analyst will research records and uses computerized databases to conduct investigations based on specific request for information or in response to identifiable events. Decision Package # 13: 41 Equipment Purchase of investigative equipment for the Detective Unit and Problem -Solving Emphasis Team. Most of the decision package is for the Cellebrite software package used to complete cell phone forensics. Training costs and yearly software license fees are included. Another share of the package is for the GeoTime cell phone data analysis software. Undercover equipment for the Problem -Solving Emphasis Team including Bluetooth radio equipment and vehicle surveillance cameras. Decision Package # 13: 42 Equipment I F Technology, and in particular cell phones, have become a commonly used, everyday device for the majority of society. We continue to see a growing need for cell phone forensics in law enforcement investigations. Virtually every investigation includes the possibility that the suspect used a cell phone in the commission of a crime (text messages, phone calls, mapping, etc.). We currently have no way of performing this portion of an investigation and cell phones require being sent out for processing which is costly ($2,300 2020 standard unlock fee per phone). Decision Package # 13: 43 Equipment Very few agencies currently have access to this equipment on a local level. Outsourcing this to the state crime laboratory or independent laboratory often leads to such long lag times for processing that by the time we get anything back, the case is past the point of charging. The Problem -Solving Emphasis Team is shifting their focus from primarily narcotics related investigations to suspect apprehension and surveillance in assistance to Patrol and the Detective Unit. ► The equipment requested will bolster their ability to covertly monitor the movements of dangerous felony suspects as part of the investigative process. Decision Package # 13: as Equipment I Below is a list of specialty equipment for the Problem - Solving Emphasis Team and Detective Unit: IP Camera ($2000) - cheaper alternative to pole cameras They allow for remote monitoring via the web Vehicle GPS trackers (Covert -Track, $275 each) Bluetooth radio equipment (Motorola $1200 each) Covert communications (Intrepid Response, subscription based) — trialed the free alternative and due to unsecure connection issues, it did not meet the needs of the unit. Decision Package # 13: Equipment as Binoculars ($500) Telephoto cameras ($3,000 each) New World Phone App (FREE) Firearms ($1300 each officer) Compact or subcompact pistols (easily concealable for undercover work, along with concealable holsters, spare magazines ($500) Dedicated Less Lethal Weapons (i.e., Pepper -Ball - $1500 unit) The estimated total of these items is about $38,250. Axon Interview is an interview room recording software/hardware system ($10,600) for the first 5 years 7' Decision Package 14 46 Decision Package: 410-23005 - Police Department - Patrol Support ► This project adds a new patrol district to our current three district configuration. ► Doing this requires adding a patrol officer to all four patrol teams for 24/7 coverage in the new district. ► An additional 24/7 position adds one officer to each squad and two in relief for a total of six new officers. ► Satellite Office (Highway 99) Full Time Officer Decision Package # 14: 47 Patrol District A study of calls for service was conducted and the distribution of calls across the designated districts in the city needs re -visiting. Call volumes in certain geographic areas of the city have increased demonstrating the need to adjust the alignment of district boundaries and create a new district for optimal service delivery and response times. ► Creating a new district necessitates increasing the staffing of all four patrol squads by one officer for 24/7 coverage. No. Current sergeant allocations have sufficient capacity to absorb supervisor responsibilities for these new positions. ► The new patrol district will bring the City of Edmonds up to more reasonable staffing norms and will allow the Highway 99 corridor to be split into two distinct areas, creating more ownership and presence needed for community engagement and patrol district integrity. lb- It will be important for the city to keep population and business growth in mind as the city redevelops the Highway 99 corridor. Police Proposed 2023 Reporting Regions City of Edmonds kv NP, f a fim'.Hb XWO tm 4,r A. IF 71 j r :i Ar. 3.2.a Packet Pg. 76 Current: Three Patrol Districts fffollit 14000 %:i1IK1] 4000 ON N CAD Calls for Service by Area EP001 EP002 EP003 WPM m Calendar 2019 Calendar 2020 ■ Calendar 2021 Calendar 2022 7C .5ti.ea,Ta., City of Edmonds `• * 3.2.a 2022 _— • - Responses I a r hose • COGd_386 C035: 232 ; G002.366 C036: 2747-0 +aev5a a� Y i IOM:703 C037: 10 C004=-066 C038: 499 * J C006=794 C039: 1339 • 1006-24 1040: 73.9 # 1007=1 1041: 431 ■ ■ — — E009=7023 CC43: 316 r �� °oq � oo-• - o-. 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TERRACE r ■ # s YSIfpdMY + s 1 •• yo>' vr„i ]� 5w ¢• a !. of �4k. * •. as 46 f3d9 { ` Packet Pg. 78 ,� r Decision Package 15 51 Decision Package: 410-23004 - Police Dept. - Nine New Patrol Cars ► Acquire nine patrol vehicles Decision Package # 15: Cars 52 ► Edmonds PD recently experienced an officer involved shooting incident that exposed a weakness in our vehicle fleet. Due to the nature of the serious critical incident, and recent legislation that requires an outside investigative entity, the investigation process rendered all the patrol vehicles that responded to that call unavailable for quite some time. * During this time, we were able to recall off -duty officers to work and continue to deliver police services for the rest of the community, however they had few, to no patrol cars to work out of. Consequently, any vehicle that could be found, including non -patrol outfitted vehicles were used for patrol duties which impacted operations due to missing equipment. ► This issue was discussed with the Mayor, and his approval was granted to request purchase of nine additional patrol cars in the budget so this scenario, and other operation deficiencies related to response, would not be repeated. Z_ Police patrol vehicles and motorcycle replacement schedules 53 ► Edmonds: Pool patrol vehicles 5 years/ 125k miles (average 25K miles per year) . -Motorcycles 6 years ► Lynnwood: Pool patrol vehicles 4 years/ 1 OOK miles Motorcycles 4 years ► Shoreline/ King County: assigned vehicle patrol vehicles 4-8 years/ 11 OK miles Motorcycles 5 years/60K miles ► Bothell: Pool patrol vehicles 5 years/75-100K depends on condition Motorcycles 4 years ► Mukilteo: Pool patrol vehicles 4 years/50K miles, they move them to detectives, staff No motorcycles ► Marysville: assigned vehicle patrol vehicles 10 years/ 120K miles (average of 12K miles per year) No motorcycles ► National Association of Fleet Administrators (NAFA) : Patrol vehicles 5 years or 95K miles Motorcvcles 4 vears or 75K miles 54 Edmonds PD vehicle end milage is already higher than any neighboring jurisdiction and the National Association of Fleet's recommendation. Police Vehicle "Assigned Vehicle" Study 55 The most comprehensive study regarding assigned vehicles was done by the City of Tacoma, Washington. They used the outside consulting firm of Mercury Associates. The lead analyst was a professor from the University of North Carolina. The consultant's report compared a fleet of 30 assigned vehicles to a pool of 34 vehicles. The study covered an 8-year accounting period. In this study they found the following: 1. Operating costs per mile were 30% lower for assigned rather than pooled vehicles. 2. Pooled vehicles had to be replaced every 20 to 26 months compared to an average of 60 months for assigned vehicles. Police Vehicle 56 "Assigned Vehicle" Study 3. Officers who have assigned vehicles typically render a significant mount of service while "off -duty". 4. One of the most significant reductions for assigned vehicles was due to lower accident and damage repair costs. The City of Tacoma found that a pool vehicle averaged $8,400 in damage, while an assigned vehicle required only $1,375 per year. Over the 8-year period, a fully assigned vehicle fleet would generate a total of $189,000 in accident and damage work compared to $365,000 for a full fleet of pooled vehicles. Police Vehicle 57 "Assigned Vehicle" Study 5. On average when using a pool car, it took between 28 to 40 minutes per day to check-out, load, and/or unload their pool car. On average a pool car was unavailable 5.6 days a month due to repairs, lost keys, etc. Changing to another car averaged 5 minutes, thereby adding an additional eight minutes per day to non -productive time. This equates to approximately 13 non -productive days per year. This does not include the paid time officers may take to get into uniform once they arrive at the station. Police Vehicle "Assigned Vehicle" Study 6. The City of Tacoma found it was better for officers to have assigned vehicles. The consultants provided a neighborhood questionnaire and survey to all of Tacoma's neighborhood councils regarding assigned vehicles. The responses indicated they believed the two most important benefits of an Assigned Vehicle program were: Quicker response Crime deterrent When asked whether officers should have assigned or pooled vehicles, only 16% said they were opposed to assigned vehicles. Respondents believed that both the officers and the city benefited more or less equally with assigned vehicles Police Vehicle 59 "Assigned Vehicle" Study A subsequent study confirmed these findings that the city was better off by assigning vehicles. In summarizing the Tacoma study, an assigned vehicle program is much more advantageous to the city than a pool vehicle. The main reason, in addition to less maintenance, is the time saved by each officer, each day in not having to check-out and check -in pool vehicles and transfer his or her gear. The cost of officer time is relatively high compared to cost of vehicles. Police Vehicle "Assigned Vehicle" Study For example, the cost of purchasing a timing belt for replacement in a personal car is a small, as compared to the labor cost of installing it. The same principle pertains to police vehicles. Equipment and maintenance costs of police cars are a small fraction of the salaries of the police officers who drive them. The study concludes that overall, the city saves about $1.4 million per year with the assigned vehicle program. Other Assigned Vehicle 61 Studies ► Hampton Virginia Police Department did a study that supported their assigned vehicle fleet program. Their study showed that both maintenance costs and operating costs were lower for the assigned vehicle cars versus pool cars. The maintenance cost of assigned vehicle cars was $0.16 per mile versus $0.19 per mile on pool cars, a 16% savings. They also found a 15% saving in operating costs, $0.17 per mile versus $0.20 per mile for pool cars. This study also found fewer accidents occurred with assigned vehicles. Other Assigned Vehicle 62 Studies An article in Law and Order magazine acknowledges that initial startup costs can be a concern, but net savings occur due to lower maintenance costs and extended vehicle life. It also notes that the cost of the increase in fleet size begins to be offset by lower maintenance cost by the second year. In the fourth year, vehicle replacement costs drop significantly because the assigned vehicle cars accumulate fewer miles. Other Assigned Vehicle 63 Studies In a memo to the City Commission of Stillwater, Oklahoma regarding police assigned vehicle units, it was noted that assigned vehicle unit cost vary from 10.4 cents per mile for the chief to15.1 cents for a K-9 unit. The cost of a pool car was 19.9 cents per mile. The study also noted with assigned vehicle units, equipment installations were less. Other Assigned Vehicle 64 Studies The Daytona Beach Police Department operates a fleet of 340 vehicles. The fleet manager faced with cost cuts believes one of his biggest successes has been implementing an assigned vehicle fleet program. Maintenance and repair costs have gone down on the assigned vehicles. Officers take better care of the vehicles than pool cars, because no one else can be blamed for poor care. They also don't run the vehicles as hard, which is better for fuel mileage. He states "The user will keep the vehicle cleaner, inspect it on a regular basis, answer up to damage, and generally take more pride. " 65 CPSM Audit Recommendations TYING CPSM AUDIT RECOMMENDATIONS TO 2022 DEPARTMENT GOALS AND 2023 POLICE BUDGET REQUESTS CPSM Audit Recommendations: 66 Administrative 1. Develop a new five-year strategic plan to guide the department's work efforts. 2. Through a concerted succession planning/training effort, ensure that employees are trained and mentored to serve as future leaders of the organization. I Create mid -level manager positions in the organization. CPSM Audit Recommendations: Patrol 11. Deploy two additional patrol shifts that overlap the existing two -tour, four -shift patrol schedule. 12. Consider modifying the days -off rotation for patrol officers. 67 14. Deploy body -worn cameras on officers in the EPD. 15. Deploy AEDs in as many police vehicles as feasible; at least one marked police vehicle should be equipped with an AED on all shifts. CPSM Audit Recommendations: Traffic (Special Operations) 17. Reassign the late shift traffic DUI officer to regular patrol. w CPSM Audit Recommendations: Street Crimes Unit 21. Add additional staff to the SCU. M 23. Staff a Crime Analyst position in the department to coordinate information and intelligence sharing with the SCU. CPSM Audit Recommendations: Crime Analysis 70 35. CPSM recommends that the department hire a civilian to serve the department as a Crime Analyst. If the person is not already experienced in crime analysis, he or she would need to be trained as a Crime Analyst. CPSM Audit Recommendations: Internal Affairs 52. The department's organization chart should reflect the Professional Standards supervisor reporting directly to the Chief of Police. 53. The department should track all informal complaints that come into the agency and analyze them to ensure inappropriate officer behavior is not being overlooked. 55. CPSM recommends the department utilize an Early Warning System (EWS) for both internal affairs purposes and for uses of force as well . 57. Counseling sessions given to officers should be documented by supervisors. 58. The department should give clear direction to sergeants about what violations should be sent forward as an internal complaint investigation and what violations should involve counseling only. CPSM Audit Recommendations: 72 Recruitment and Personnel 62. The department should form a permanent recruitment team for job fairs and testing events. 63. The department should continue its robust online presence on job -seeking websites. 64. The city should ensure that salary compensation for police officers remains comparable to neighboring jurisdictions, and it should also offer a hiring bonus so that it can attract already trained, experienced officers. 65. Focus recruitment strategies on hiring females, who are under -represented in the department. 67. EPD should build a robust Police Explorer Program with a goal of recruiting participants to be police officers. CPSM Audit Recommendations: Facility 69. For enhanced safety and security, install fencing around the parking lot of the police facility. 73 CPSM Audit Recommendations: Parking Control 74. The parking control part-time position should be increased to a full-time position in order to relieve the ACOs of parking control responsibilities. 74 CPSM Audit Recommendations: Communications 75 76. CPSM recommends the department reexamine its beat area boundaries to determine if, based upon calls for service in each area, the boundaries can be reconfigured to reduce the travel time to calls. CPSM Audit Recommendations: Training 76 77. Command level officers (Chief/Assistant Chiefs) must attend all mandated and other offered training. 78. Purchase a more robust training software program that will meet the needs of the Training Unit. 79. Although the department has sent command level personnel to executive training, it should be mandatory for command level personnel to attend one of the programs. 80. Make attendance mandatory for the rank of sergeant and above at one of the premier executive level schools. CPSM Audit 77 Recommendations: Field Training Program 83. Consider extensions in the FTO program on a case -by - case basis and do not follow a hard-and-fast timeline for the extension. 84. Create a Sergeant's Training Manual and initiate a Sergeant's Training Program for newly promoted Sergeants. 85. Create a Corporal's Training Manual and initiate a Corporal's Training Program. CPSM Audit Recommendations: Performance Evaluations 90. The department should consider purchasing a software program to manage the storage and notifications of the performance evaluation process. 91. Form a committee to review and revise the current performance evaluation mechanism. 92. Consider changing the philosophy of "more is better" when it comes to the required supporting information involved in authoring evaluations. CPSM Audit 79 Recommendations: Community Engagement 93. CPSM recommends the department resurrect the Citizen's Police Academy and begin having classes twice a year. 94. Begin a CVIP program that will provide a way for citizens to volunteer their time to the department. 95. CPSM recommends the department begin utilizing known methods of engagement and encourage the community to become partners with the police department. Your Edmonds Police 4 pi Y*-Itt. "40, { ;i, .. !i 5 �iv QUESTIONS? Nei V. L � It