COUNCIL PACKET

REGULAR COUNCIL MEETING AGENDA OCTOBER 28, 2019 - 7:30 P.M. CITY HALL COUNCIL CHAMBERS 15 LOOCKERMAN PLAZA DOVER, DELAWARE OPEN FORUM - 15 MINUTES PRIOR TO OFFICIAL MEETING (7:15 P.M.) THE “OPEN FORUM” SEGMENT IS PROVIDED TO EXTEND THE OPPORTUNITY TO THE GENERAL PUBLIC TO SHARE THEIR QUESTIONS, THOUGHTS, COMMENTS, CONCERNS, AND COMPLAINTS. DISCUSSION OF ANY ITEM APPEARING ON THE AGENDA AS A PUBLIC HEARING IS PROHIBITED DURING THE OPEN FORUM AS AN OPPORTUNITY WILL BE PROVIDED DURING CONSIDERATION OF THAT ITEM. CITIZEN COMMENTS ARE LIMITED TO THREE (3) MINUTES. COUNCIL IS PROHIBITED FROM TAKING ACTION SINCE THEY ARE NOT IN OFFICIAL SESSION; HOWEVER, THEY MAY SCHEDULE SUCH ITEMS AS REGULAR AGENDA ITEMS AND ACT UPON THEM IN THE FUTURE. INVOCATION BY BISHOP THOMAS L. HOLSEY PLEDGE OF ALLEGIANCE LED BY COUNCILMAN SUDLER ADOPTION OF AGENDA * CONSENT AGENDA THOSE ITEMS ON THE COUNCIL AGENDA WHICH ARE CONSIDERED ROUTINE AND NON- CONTROVERSIAL SHALL BE MARKED WITH AN ASTERISK (*) AND WILL BE ACTED UPON BY A SINGLE ROLL CALL VOTE OF THE COUNCIL. THERE WILL BE NO SEPARATE DISCUSSION OF THESE ITEMS UNLESS A MEMBER OF COUNCIL SO REQUESTS, IN WHICH EVENT THE MATTER SHALL BE REMOVED FROM THE CONSENT AGENDA AND CONSIDERED A SEPARATE ITEM. * 1. ADOPTION OF MINUTES A. SPECIAL COUNCIL MEETING OF OCTOBER 7, 2019 B. REGULAR COUNCIL MEETING OF OCTOBER 14, 2019 2. PROCLAMATIONS A. AMERICAN INDIAN HERITAGE MONTH B. GEOGRAPHIC INFORMATION SYSTEMS (GIS) DAY AND GEOGRAPHY AWARENESS WEEK * 3. COUNCIL COMMITTEE OF THE WHOLE REPORT - OCTOBER 15, 2019 A. PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE 1. PRESENTATION BY THE U. S. CENSUS BUREAU (COMMITTEE ACTION NOT REQUIRED) 2. UPDATE - KENT ECONOMIC SUMMIT (COMMITTEE ACTION NOT REQUIRED)

COUNCIL AGENDA - OCTOBER 28, 2019 PAGE 2 * 3. COUNCIL COMMITTEE OF THE WHOLE REPORT - OCTOBER 15, 2019 (CONTINUED) B. UTILITY COMMITTEE 1. EVALUATION OF BIDS - FISCAL YEAR 2020 INFLOW AND INFILTRATION REMOVAL PROJECT (COMMITTEE RECOMMENDATION: APPROVAL OF THE LOW BID SUBMITTED BY GATEWAY CONSTRUCTION IN THE AMOUNT OF $682,795 FOR THE RE-LINING OF 3,789 LINEAR FEET OF EIGHT-INCH (8") SANITARY SEWER MAIN, REMOVAL AND REPLACEMENT OF SEVENTY (70) SANITARY SEWER LATERALS AND CLEANOUTS, INSTALLATION OF EIGHT (8) NEW CLEANOUTS, REINSTATING FIFTY-EIGHT (58) SANITARY SEWER LATERALS AND SITE AND PAVEMENT RESTORATION. THE WORK WILL BE ACCOMPLISHED IN RODNEY VILLAGE DEVELOPMENT.) C. LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE 1. DOWNTOWN DOVER PARTNERSHIP (DDP) PARKING COMMITTEE - REQUEST FOR PROPOSALS (RFP) FOR PARKING SOLUTIONS (COMMITTEE RECOMMENDATION: APPROVAL FOR THE DOWNTOWN DOVER PARTNERSHIP (DDP) TO MOVE FORWARD WITH A REQUEST FOR PROPOSALS (RFP) FOR PARKING SOLUTIONS FOR THE DOWNTOWN AREA, TO INCLUDE CITY PROPERTY) * 4. APPOINTMENT OF JUDGES - ROBBINS HOSE COMPANY ELECTION - NOVEMBER 18, 2019 A. JAMES HOWLETT B. JAMES HURLEY JR. C. WILLIAM HURLEY IV 5. OVERVIEW OF CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC (CPSM) OPERATIONS AND DATA ANALYSIS REPORT - DOVER POLICE DEPARTMENT 6. CITY MANAGER’S ANNOUNCEMENTS 7. COUNCIL MEMBERS’ ANNOUNCEMENTS 8. ADJOURNMENT /TM S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\COUNCIL-AGENDAS\2019\10-28-2019 COUNCIL AGENDA.WPD EXECUTIVE SESSION PURSUANT TO: 29 DEL. C. §10004(B)(2) - PRELIMINARY DISCUSSIONS ON SITE ACQUISITIONS FOR ANY PUBLICLY FUNDED CAPITAL IMPROVEMENTS, OR SALES OR LEASES OF REAL PROPERTY; 29 DEL. C. §10004(B)(4) - STRATEGY SESSIONS, INCLUDING THOSE INVOLVING LEGAL ADVICE OR OPINION FROM AN ATTORNEY-AT-LAW , WITH RESPECT TO COLLECTIVE BARGAINING OR PENDING OR POTENTIAL LITIGATION, BUT ONLY WHEN AN OPEN MEETING WOULD HAVE AN ADVERSE EFFECT ON THE BARGAINING OR LITIGATION POSITION OF THE PUBLIC BODY; 29 DEL. C. §10004(B)(6) - DISCUSSION OF THE CONTENT OF DOCUMENTS, EXCLUDED FROM THE DEFINITION OF "PUBLIC RECORD" IN §10002 OF THIS TITLE WHERE SUCH DISCUSSION MAY DISCLOSE THE CONTENTS OF SUCH DOCUMENTS; 29 DEL. C. §10004(B)(9) - PERSONNEL MATTERS IN WHICH THE NAMES, COMPETENCY AND ABILITIES OF INDIVIDUAL EMPLOYEES ARE DISCUSSED, UNLESS THE EMPLOYEE REQUESTS THAT SUCH A MEETING BE OPEN THE AGENDA ITEMS AS LISTED MAY NOT BE CONSIDERED IN SEQUENCE. PURSUANT TO 29 DEL. C. §10004(E)(2), THIS AGENDA IS SUBJECT TO CHANGE TO INCLUDE THE ADDITION OR THE DELETION OF ITEMS, INCLUDING EXECUTIVE SESSIONS, WHICH ARISE AT THE TIME OF THE MEETING.

SPECIAL COUNCIL MEETING A Special Council Meeting was held on October 7, 2019 at 6:00 p.m. with Council President Hare presiding. Council members present were Mr. Anderson, Mr. Neil, Mr. Slavin, Mr. Cole, Mr. Polce, Mr. Taylor, and Mr. Lindell. Mr. Sudler was absent. Mayor Christiansen was also present (departed at 6:49 p.m.). Council staff members present were Deputy Solicitor Pepper, Mr. Hugg, and Mrs. McDowell. ADOPTION OF AGENDA Mr. Neil moved for adoption of the agenda, seconded by Mr. Taylor and unanimously carried. PUBLIC HEARING - VIOLATION OF THE DANGEROUS BUILDING ORDINANCE - PROPERTY LOCATED AT 24 SOUTH QUEEN STREET, OWNED BY SAFWAT NASR A public hearing was duly advertised for this time and place to consider a violation of the Dangerous Building Ordinance at 24 South Queen Street, owned by Safwat Nasr. Mr. David Hugg, Director of Planning and Community Development, and Mr. Tim Taraila, Chief Code Enforcement Officer, reviewed a presentation depicting the condition of the property (Exhibit #1). Staff recommended: 1) Declaring the building and all accessory structures on this property dangerous; 2) Ordering the properties demolished by November 7, 2019 by the owners or equity owners at their own risk; 3) Ordering the Building Inspector to cause the demolition of the structures if not completed by the owners within 10 days of the date established by City Council; and 4) Ordering the City Manager, with the assistance of the City Solicitor, to cause the cost of demolition to be charged against the lands on which the buildings exist as municipal liens or cause such costs to be added to the tax duplicate as assessments, or to be levied as a special tax, or to be recovered in a suit at law against the owners. Mr. Hugg advised that there were outstanding taxes and penalties owed to the City in the amount of $975 and $412 owed to the County for unpaid county taxes. Responding to questions from members of Council, the following information was provided: • Although it is probably not a conforming lot, something could be rebuilt on the same footprint. • The initial letter regarding the notice of the violation of the dangerous building ordinance was sent by Mr. Ron Coburn, Code Enforcement Officer, on May 25, 2018 when he did the first inspection. • The building was placarded for being dangerous on April 24, 2019. • Notice was sent to Mr. Nasr and Shallcross Mortgage Company on August 28, 2019. Neither have replied. • Mr. Nasr has active permits for 38 South Queen Street and he has been working on the property. Mr. Slavin summarized that the City’s first contact was May 25, 2018, un-permitted work was being performed, taxes and utilities have not been paid on this property for over a year, and there has been no response from the owner.

SPECIAL COUNCIL MEETING OF OCTOBER 7, 2019 PAGE 2 Council President Hare declared the public hearing open. There being no one else present wishing to speak, Council President Hare declared the public hearing closed. Mr. Neil moved to accept staff’s recommendation to: 1) declare this building and all accessory structures on this property dangerous; 2) order the property demolished by November 7, 2019 by the owner or equity owner at their own risk; 3) order the Building Inspector to cause the demolition of the structures if not completed by the owner within 10 days of the date established by City Council; and 4) order the City Manager with the assistance of the City Solicitor to cause the cost of demolition to be charged against the land on which the building exists as a municipal lien or cause such cost to be added to the tax duplicate as an assessment, or to be levied as a special tax, or to be recovered in a suit at law against the owner. The motion was seconded by Mr. Cole and carried by a unanimous roll call vote (Sudler absent). PUBLIC HEARING - VIOLATION OF THE DANGEROUS BUILDING ORDINANCE - PROPERTY LOCATED AT 28 SOUTH QUEEN STREET, OWNED BY VIVIAN PITTS A public hearing was duly advertised for this time and place to consider a violation of the Dangerous Building Ordinance at 28 South Queen Street, owned by Vivian Pitts. Mr. David Hugg, Director of Planning and Community Development, reviewed a presentation depicting the condition of the property (Exhibit #2). Staff recommended: 1) Declaring the building and all accessory structures on this property dangerous; 2) Ordering the properties demolished by November 7, 2019 by the owners or equity owners at their own risk; 3) Ordering the Building Inspector to cause the demolition of the structures if not completed by the owners within 10 days of the date established by City Council; and 4) Ordering the City Manager, with the assistance of the City Solicitor, to cause the cost of demolition to be charged against the lands on which the buildings exist as municipal liens or cause such costs to be added to the tax duplicate as assessments, or to be levied as a special tax, or to be recovered in a suit at law against the owners. Mr. Hugg advised that $1,238.12 is owed to the City for a combination of fees and taxes and $672.86 is owed to the County in unpaid taxes on the property. Responding to questions from members of Council, the following information was provided: • The notice for the violation of the dangerous building was sent on August 28, 2019 through regular and certified mail and was posted on the property. • Previous to the August 28, 2019 notice, there were notices from different inspectors going back to 2018. • The first vacant building inspection was conducted on April 28, 2018 as a result of a citizen complaint and the property was placarded as dangerous and unfit for habitation. • Staff did not recommend repairing this property due to the lack of a structural engineer’s report. It was noted that the property owner had been given the opportunity to repair it during the process.

SPECIAL COUNCIL MEETING OF OCTOBER 7, 2019 PAGE 3 Mr. Taylor stated that this property was notorious as being a drug house and that there are two pathways to Kirkwood Street that allow people to allude the police. He noted that he was at the property that day and it is an eyesore that they need to act on to enhance the safety of the community. Mr. Taylor advised that the homeless also stay there at night. Mayor Christiansen concurred with Mr. Taylor’s remarks. Council President Hare declared the public hearing open. Mr. John Tarburton, P.A., attorney representing Wells Fargo, requested that demolition be postponed. He stated that Wells Fargo foreclosed on the property for a default judgment earlier in the summer and a Sheriff's sale was held on August 1, 2019, at which time Wells Fargo purchased the property. The Sheriff's deed was signed September 30, 2019 and they received it last Friday. Mr. Tarburton advised that the deed has been sent to the City of Dover to be approved before recording. Mr. Tarburton noted that Wells Fargo has retained the services of Mr. Steve Schmidt of Remax Horizons and the locks have been changed, the premises has been secured, and they have begun removing debris. He advised that Wells Fargo is reasonably certain that they will be able to sell the property relatively quickly after making improvements to it. Mr. Schmidt advised that Remax Horizons received the property from Wells Fargo on September 25, 2019 and they had a vagrant that was living on the side porch removed. He stated that they have since secured the side porch and the garage, which also had somebody living in it. Mr. Schmidt noted that they should receive bids that week to have the property inside and outside cleaned up of the debris, have the grass cut, and have the overgrowth cleaned up. He stated that the exterior was in bad shape and he did not know how many exterior repairs the bank would approve, but that the house was structurally sound. Responding to questions from members of Council, Mr. Tarburton stated that he was unsure of the exact number of properties that Wells Fargo owns across Delaware that were in this situation; however, he noted that this situation was not unusual. He advised that, in a decent market and depending on the condition of the house, it does not take very long to go from deed to sale. Mr. Tarburton stated that his client wants to sell the house, has the money for repairs and wants to make them so that the house is marketable, and is relatively certain that they will be able to accomplish that. He cautioned that they were moving into the part of the year where real estate tends to slow down and, based upon his experience with the real estate market, it may take longer than the ordinary three to four months. Mr. Taylor advised that he and Mr. Schmidt had done work together in the past and his word has been honorable and his work was done in excellence and it was done right the first time. Mr. Hare suggested that the garage be demolished and the overgrowth be cleaned up because of the condition of the garage and the problems that the thoroughfare creates for the police. Mayor Christiansen suggested setting a completion date for the repairs.

SPECIAL COUNCIL MEETING OF OCTOBER 7, 2019 PAGE 4 Mr. Schmidt assured members that Wells Fargo requires weekly inspections of the properties and he sends them photos every week. Responding to Mr. Taylor, Mr. Schmidt estimated that they would have the trash cleaned up by the end of the week and have the overgrowth cut down within the next two to three weeks, noting that they would have to get bids from the landscapers and approval from the bank. There being no one else present wishing to speak, Council President Hare declared the public hearing closed. Mr. Slavin asked if staff would have to re-notify because of the new owner. Mr. Pepper advised that the new owner had been notified as part of the process because they appeared on the lien search. Mr. Anderson moved for approval of staff’s recommendation but ordering that the properties be repaired or demolished by January 7, 2020 or sooner by the owner or equity owner. The motion was seconded by Mr. Taylor. Mr. Slavin requested staff to schedule periodic inspections and communicate their progress to Council. He also suggested bringing this property back to Council at any time if staff feels that progress has not been made. Mr. Hare reiterated his suggestion that the garage be torn down and the overgrowth be cleaned up. Responding, Mr. Tarburton pointed out that a property is more marketable with a garage than without one and requested that he be given a chance to talk to his client before being instructed to demolish the garage. Mr. Polce expressed his strong opposition to allowing additional time and, noting that he was sympathetic to the new buyer acquiring the property to generate some revenue, he advised that he could not be elected to represent his constituents and continue to allow these blighted buildings to come before Council to have the property owner granted more time. Mr. Anderson reminded members that the fifth and 14th amendments to the constitution say that the three most precious rights to be protected are life, liberty, and property. When you deprive someone of their property, it is one of the most awesome responsibilities that they can take at this level of government. Mr. Anderson noted that the new owner was willing to take action and move expeditiously. He also stated that the City’s resources should be used to leverage the repair of properties to maintain affordable, quality housing in the neighborhoods, which is a desperate concern for his constituents. Mr. Anderson stated that they recently considered a situation where a gentleman spent $7,000 repairing the property and, because the recommendation was demolition instead of repair, the property was demolished and he is now homeless. He also stated that the City had grants to repair the property that were never offered to him. Mr. Slavin stated that Council takes property rights very seriously, including the rights of neighboring properties whose values have continually been drained out of their properties because Council does nothing and allows these blighted houses to exist and spread. He noted that he was willing to allow more time in this case because they have a willing owner, which he typically does not like to do out of respect for the work of the inspectors.

SPECIAL COUNCIL MEETING OF OCTOBER 7, 2019 PAGE 5 Mr. Lindell stated that he agreed with the spirit of Mr. Slavin’s comments and he also agreed with Mr. Polce that the line has to be drawn somewhere. He referred to several established neighborhoods with dilapidated properties and noted that they are affecting the property values of others and reinforcing people’s opinions of Dover. Mr. Lindell advised that safety is paramount. The motion to declare the building and all accessory structures on this property dangerous; order the garage demolished by November 7, 2019 and the house repaired or demolished by the owners or equity owners at their own risk by January 7, 2020 or sooner if staff so recommends; order the Building Inspector to cause the demolition of the structures if not completed by the owners within 10 days of the date established by City Council; and order the City Manager, with the assistance of the City Solicitor, to cause the cost of demolition to be charged against the lands on which the buildings exist as municipal liens or cause such costs to be added to the tax duplicate as assessments, or to be levied as a special tax, or to be recovered in a suit at law against the owners and that staff will schedule periodic inspections and communicate their progress to Council was carried by a roll call vote of five yes (Anderson, Neil, Slavin, Taylor, and Hare) and three no (Cole, Polce, and Lindell). PUBLIC HEARING - VIOLATION OF THE DANGEROUS BUILDING ORDINANCE - PROPERTY LOCATED AT 34 SOUTH QUEEN STREET, OWNED BY VIVIAN PITTS A public hearing was duly advertised for this time and place to consider a violation of the Dangerous Building Ordinance at 34 South Queen Street, owned by Vivian Pitts. Mr. David Hugg, Director of Planning and Community Development, reviewed a presentation depicting the condition of the property (Exhibit #3). Mr. Tim Taraila, Chief Code Enforcement Officer, reviewed the history of property owner notification. He noted that there had been no contact from the property owner. Staff recommended: 1) Declaring the building and all accessory structures on this property dangerous; 2) Ordering the properties demolished by November 7, 2019 by the owners or equity owners at their own risk; 3) Ordering the Building Inspector to cause the demolition of the structures if not completed by the owners within 10 days of the date established by City Council; and 4) Ordering the City Manager, with the assistance of the City Solicitor, to cause the cost of demolition to be charged against the lands on which the buildings exist as municipal liens or cause such costs to be added to the tax duplicate as assessments, or to be levied as a special tax, or to be recovered in a suit at law against the owners. Council President Hare declared the public hearing open. Mr. John Tarburton, P.A., representing Wells Fargo, advised that a default judgment was entered September 11, 2019 and, given the notice requirements for a foreclosure sale, the soonest that a sale could be scheduled would ordinarily be the month of December. He noted that Kent County does not conduct sales during the month of December and the earliest the property could be sold to either a third party owner or to have Wells Fargo acquire a deed would be January. Mr. Tarburton advised that Wells Fargo is interested in preserving this property and they have issued bids to secure the premises, change the locks, repair or replace the furnace and the hot water heater, replace the downspouts and the gutters, repair or replace the windows, clean the interior of the property, replace

SPECIAL COUNCIL MEETING OF OCTOBER 7, 2019 PAGE 6 or repair exterior doors as needed, and perform yard maintenance and debris removal outside. He advised that the restrictions imposed upon lenders prohibit simply going out and hiring someone. Mr. Tarburton requested additional time to secure title to the property. He noted that the mortgage does allow a lender to secure the premises and to make repairs as necessary; however, it is not as firm a position as where the lender has a deed because they do not necessarily have the same right to be on the premises as they do when they have a deed. Mr. Tarburton advised that if there are others on the premises who need to be evicted, that cannot be done until the lender has a deed and can initiate eviction. Responding to Mr. Neil, Mr. Tarburton stated that the first notice was sent to one of his colleagues and they were unaware of the problems until they initiated a foreclosure. He noted that, during dependency of a loan when a borrower has a loan and either is or is not making payments, notices are not sent to the lender about code violations unless someone goes out of their way to do it or unless a foreclosure proceeding has been initiated. Mr. Tarburton stated that as soon as they initiated the foreclosure proceeding, the first notice they received was forwarded to Wells Fargo, which was in August. There being no one else present wishing to speak, Council President Hare declared the public hearing closed. Mr. Neil moved to accept staff’s recommendation to: 1) declare this building and all accessory structures on this property dangerous; 2) order the property demolished by November 7, 2019 by the owner or equity owner at their own risk; 3) order the Building Inspector to cause the demolition of the structures if not completed by the owner within 10 days of the date established by City Council; and 4) order the City Manager with the assistance of the City Solicitor to cause the cost of demolition to be charged against the land on which the building exists as a municipal lien or cause such cost to be added to the tax duplicate as an assessment, or to be levied as a special tax, or to be recovered in a suit at law against the owner. The motion was seconded by Mr. Taylor and carried by a unanimous roll call vote (Sudler absent). Mr. Slavin moved for adjournment, seconded by Mr. Taylor and unanimously carried. Meeting adjourned at 7:03 p.m. TRACI A. McDOWELL CITY CLERK

SPECIAL COUNCIL MEETING OF OCTOBER 7, 2019 PAGE 7 All ordinances, resolutions, motions, and orders adopted by City Council during their Special Meeting of October 7, 2019, are hereby approved. ROBIN R. CHRISTIANSEN MAYOR /TM S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Council-Minutes\2019\10-07-2019 SPECIAL COUNCIL - VDBO Minutes.wpd Exhibits Exhibit #1 - Presentation - Violation of Dangerous Building Ordinance - 24 South Queen Street Exhibit #2 - Presentation - Violation of Dangerous Building Ordinance - 28 South Queen Street Exhibit #2 - Presentation - Violation of Dangerous Building Ordinance - 34 South Queen Street

EXHIBIT #1 Special Council Meeting of 10/07/2019 Violation of Dangerous Building Ordinance 24 S Queen Street Planning & Inspections Department Dover, Delaware October 7, 2019

24 S Queen Street Case History  8 code enforcement cases since 2017  Numerous code violations found during the last housing inspection which occurred on May 25, 2018.  Missing smoke detectors, no water heater.  City Staff requested a structural engineers report and an electrical inspection. Becker Morgan believes the option of rebuilding should be explored in lieu of renovating.  The dwelling has two apartments. During the inspection only one unit was entered due to the other unit having no electric.  The last electrical service was terminated on 8/31/2018.  Was registered as vacant on 4/18/2019.

This Structure is Declared Unsafe For Human Occupancy or Use. It is Unlawful For Any Person to Use or Occupy This Building After Aft.a" Mi Soaq • Any Unauthorized Person Removing This Sign WILL BE PROSECUTED ~CS ~~~ S-r_ - - -- - ~ .Co~~ - Code Officrol Address of Building Art. 108 Sec. , os. ,. 1 Code _ 2009 IPMC VII SECTION 22·221 0ote -~~ ~4i AQ_ I'}

Dangerous Building Code – Chapter 22 Article XI, Sec. 22-381 (9) General Welfare. (10) Code Violations. (11) Unoccupied Buildings

Recommended Council Action  Declare this building and all accessory structures on this property dangerous.  Order the property demolished by November 7, 2019 by the owner or equity owner at their own risk.  Order the Building Inspector to cause the demolition of the structures if not completed by the owner within 10 days of the date established by City Council.  Order the City Manager with the assistance of the City Solicitor to cause the cost of demolition to be charged against the land on which the building exists as a municipal lien or cause such cost to be added to the tax duplicate as an assessment, or to be levied as a special tax, or to be recovered in a suit at law against the owner.

EXHIBIT #2 Special Council Meeting of 10/07/2019 Violation of Dangerous Building Ordinance 28 S Queen Street Planning & Inspections Department Dover, Delaware October 7, 2019

28 S Queen Street Case History  12 code enforcement cases since 2016  Numerous code violations found during an exterior inspection which occurred on May 6, 2019.  Including damaged wall siding, doors, clogged toilets, no electric and drug paraphernal throughout the dwelling.  The grass has been cut by the City Contractor three times in the last 12 months.  The electrical service was terminated on 5/17/2018.  Was registered as vacant on 4/23/2018.  Condemned on May 6, 2019

; ' t . ~ i I I . ....

--• 1 111 ••' iii iiiii, Ii 11111 111 11 1 111 111111 I ' '::illl II llf: 111 111111 - ,,.,, •• 11,~f; 11 1111111 • I I •• ti1 "" ,. 2Ull/D7/l2 Ul :51

Dangerous Building Code – Chapter 22 Article XI, Sec. 22-381 (9) General Welfare. (10) Code Violations. (11) Unoccupied Buildings

Recommended Council Action  Declare this building and all accessory structures on this property dangerous.  Order the property demolished by November 7, 2019 by the owner or equity owner at their own risk.  Order the Building Inspector to cause the demolition of the structures if not completed by the owner within 10 days of the date established by City Council.  Order the City Manager with the assistance of the City Solicitor to cause the cost of demolition to be charged against the land on which the building exists as a municipal lien or cause such cost to be added to the tax duplicate as an assessment, or to be levied as a special tax, or to be recovered in a suit at law against the owner.

EXHIBIT #3 Special Council Meeting of 10/07/2019 Violation of Dangerous Building Ordinance 34 S Queen Street Planning & Inspections Department Dover, Delaware October 7, 2019

34 S Queen Street Case History  7 code enforcement cases since 2016  The dwelling was inspected and condemned on July 12, 2019 as a result of a citizen complaint. Numerous code violations were observed including broken windows, doors, screens, missing gutters and downspouts.  The last electrical service was terminated on 6/21/2018.  Was registered as vacant on 9/21/2018 and is still vacant and secured by City Staff.

DANGER This Structure is Declared Unsafe For Human Occupancy or Use. It is Unlawful For Any Person to Use or Occupy This Building After ~\.\"'1 1:>, Ao,q • Any Unauthorized Person Removing This Sign WILL BE PROSECUTED 3A S. ~~ d S-r Address R_Cce~ Building Code Offic ,al Code 2009 IPMC Art. 108 Sec. 108.1.1 0ate '2. G&.ao:) Refer to Ordinance No. VII SECTION 22· 221 . .

Dangerous Building Code – Chapter 22 Article XI, Sec. 22-381 (9) General Welfare. (10) Code Violations. (11) Unoccupied Buildings

Recommended Council Action  Declare this building and all accessory structures on this property dangerous.  Order the property demolished by November 7, 2019 by the owner or equity owner at their own risk.  Order the Building Inspector to cause the demolition of the structures if not completed by the owner within 10 days of the date established by City Council.  Order the City Manager with the assistance of the City Solicitor to cause the cost of demolition to be charged against the land on which the building exists as a municipal lien or cause such cost to be added to the tax duplicate as an assessment, or to be levied as a special tax, or to be recovered in a suit at law against the owner.

REGULAR COUNCIL MEETING The Regular Council Meeting was held on October 14, 2019 at 7:30 p.m. with Council President Hare presiding. Council members present were Mr. Anderson, Mr. Neil, Mr. Polce, Mr. Taylor, and Mr. Lindell. Mr. Sudler, Mr. Slavin, and Mr. Cole were absent. Staff members present were Major Stump, Ms. Peddicord, Mrs. Mitchell, Mr. Hugg, Fire Chief Rhodes, City Solicitor Rodriguez, and Mrs. McDowell. Mayor Christiansen was also present. OPEN FORUM The Open Forum was held at 7:15 p.m., prior to commencement of the Official Council Meeting. Council President Hare declared the Open Forum in session and reminded those present that Council was not in official session and could not take formal action. There was no one present wishing to speak during the Open Forum. The invocation was given by Bishop W. James Thomas, followed by the Pledge of Allegiance. ADOPTION OF AGENDA Mr. Neil moved for adoption of the agenda, seconded by Mr. Taylor and unanimously carried. Mr. Taylor requested that item #3C-3, Dedication of Rights-of-Way and Public Infrastructure - Clearview Meadow Subdivision Phase II, be removed from the consent agenda. Mr. Neil moved for approval of the consent agenda, as amended, seconded by Mr. Taylor and carried by a unanimous roll call vote (Cole, Slavin, and Sudler absent). ADOPTION OF MINUTES - SPECIAL COUNCIL MEETING OF SEPTEMBER 23, 2019 The Minutes of the Special Council Meeting of September 23, 2019 were unanimously approved by motion of Mr. Neil, seconded by Mr. Taylor and bore the written approval of Mayor Christiansen. ADOPTION OF MINUTES - REGULAR COUNCIL MEETING OF SEPTEMBER 23, 2019 The Minutes of the Regular Council Meeting of September 23, 2019 were unanimously approved by motion of Mr. Neil, seconded by Mr. Taylor and bore the written approval of Mayor Christiansen. PRESENTATION - RECOGNITION OF SERVICE - GREGORY B. PATTERSON - DOVER 4TH OF JULY CELEBRATION COMMITTEE (MARCH 2004 - MAY 2005 AND MAY 2007 - SEPTEMBER 2019) On behalf of the Mayor and Council, Mayor Christiansen presented Mr. Gregory B. Patterson with a Dover Cup in recognition of his service on the 4th of July Celebration Committee from March 2004 to May 2005 and May 2007 to September 2019. Mr. Patterson reminisced about his 4th of July celebrations growing up in Dover and the transformation that the committee has undergone. He thanked members for the recognition.

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 2 C O U N C I L CO MMI T T E E O F T H E WH O L E R E PO R T - SEPTEMBER 24, 2019 The Council Committee of the Whole met on September 24, 2019 at 6:00 p.m., with Mr. Slavin (departed at 7:33 p.m.) presiding in the absence of Council President Hare (arrived at 6:06 p.m., departed at 7:23 p.m. and returned at 7:25 p.m.). Members of Council present were Mr. Anderson, Mr. Sudler (arrived at 6:06 p.m.), Mr. Neil, Mr. Cole (arrived at 6:07 p.m.), Mr. Polce, Mr. Taylor, and Mr. Lindell. Mayor Christiansen was also present. Civilian members present for the Committee of the Whole meeting and their Committee meetings were Mr. Caldwell (Parks, Recreation, and Community Enhancement), Mr. Garfinkel and Mr. Shelton (Safety Advisory and Transportation), Mrs. Doyle (Utility), and Mr. Contant and Mr. Shevock (Legislative, Finance, and Administration). Col. Dix (Parks, Recreation, and Community Enhancement) and Mrs. Haass (Utility) were absent. COUNCIL COMMITTEE OF THE WHOLE ADOPTION OF AGENDA Mr. Neil moved for adoption of the agenda, seconded by Mr. Taylor and unanimously carried. Update on the 2019 Comprehensive Plan Project Mr. David Hugg, Director of Planning and Community Development, and Mrs. Dawn Melson-Williams, Principal Planner, reviewed a presentation entitled "City of Dover, Delaware, 2019 Comprehensive Plan, Project Update September 2019". Mr. Neil asked how the Kent County Economic Development Plan’s proposal for the entire county has impacted what the City is considering for economic development. Responding, Mr. Hugg stated that one of the Plan components is required intergovernmental coordination to review the plans of adjacent neighbors and one of the provisions in the economic development component of the City’s Comprehensive Plan is the recognition of and eventual annexation of the properties located in the County’s future Employment Zone, extending to Dover Air Force Base. Mr. Anderson asked if anything had been developed regarding rail freight and economic development. Responding, Mr. Hugg advised that the transportation section of the Comprehensive Plan clearly identifies rail freight, the possibility for air freight, and truck access to the general area as key elements. He noted that there had been discussions with the owner of the short line railroad about rail-accessible sites in the City of Dover. Mr. Hugg stated that one of the recommendations included in the Plan deals with ensuring that they do not arbitrarily give up sites that have or have had rail service for some other use, such as the core of rail-accessible older industrial sites on Ridgely Street, Railroad Avenue, and along the river further north.

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 3 Responding to Mr. Anderson regarding a river walk around the St. Jones River, Mrs. Dawn Melson-Williams, Principal Planner, advised that the Dover Transit Neighborhood Plan includes a focus on opportunities in the greater downtown area and the plan identified waterfront property as an opportunity. She noted that, although improvements such as the Capital Trails System have been implemented, the opportunity has not been developed to its full potential. Mr. Hugg stated that one of the recommendations included in the parks and recreation component, open-space natural resources, is the completion of a master plan for the Silver Lake Park. Mr. Taylor, noting the major events that are held in Dover, stated that he was interested in a passenger rail system that would allow the City to reduce its carbon footprint and to get people in and out of Dover at a much quicker rate. Responding, Mrs. Melson-Williams advised that the transportation chapter of the Comprehensive plan mentions passenger rail; however, one of the difficulties is having the infrastructure in place to do passenger rail. She noted that the existing rail line is freight-driven, and freight and passenger rail do not always mix well. Mrs. Melson- Williams stated that she thought passenger rail was a project that was bigger than the City of Dover to address. Mr. Taylor stated that he did not think it was too big and that it needed to be reviewed in collaboration with the cities to the north and south and should be added to the Comprehensive Plan. Mayor Christiansen, speaking as the chairman of the Dover/Kent County MPO, advised that passenger rail service is under consideration by not only the Dover/Kent County MPO, but also WILMAPCO, which is the regional transportation council in Newcastle County and in the City of Wilmington. He also noted that the Dover/Kent County MPO was considering a direct route from Dover, or central Kent County, to Route 301 and Route 50. Mayor Christiansen advised that when Route 13 was designed by Coleman du Pont, it featured a rail line down the center from Wilmington to Seaford for passenger transportation and bike trails; however, he ran out of money. SAFETY ADVISORY AND TRANSPORTATION COMMITTEE The Safety Advisory and Transportation Committee met with Chairman Taylor presiding. ADOPTION OF AGENDA Mr. Neil moved for adoption of the agenda, seconded by Mr. Anderson and unanimously carried. Request for Waiver - Appendix B - Zoning, Article 5 - Supplementary Regulations, Section 17 - Emergency Access Requirements - Waiver of Emergency Rear Access Requirement for Townhouses at White Oak Road Property: Apartments and Townhouses (Application S-19-15) Mrs. Dawn Melson-Williams, Principal Planner, reviewed the Petition to Waive Zoning Ordinance Provision: Elimination of Emergency access Requirements for

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 4 White Oak Road Property: Apartments and Townhouses on 3 parcels of land on White Oak Road, as requested by Harman Brothers LLC. Mrs. Melson-Williams advised that the Planning Commission recommended approval of the elimination of the rear emergency access requirement, subject to the implementation of the fire protection measures, including the firewalls, the exterior materials on the units, and the sprinkler system. She also noted that the Fire Marshal's office supports the waiver request with the proposed 13R sprinkler system. Responding to Mayor Christiansen, Mr. Ring W. Lardner, PE, of Davis, Bowen, & Friedel, Inc., representing the developer, stated that they would be using a 13R sprinkler system and that there was sufficient water pressure for the height of the townhouses, which is proposed to be three stories. Mayor Christiansen asked if the system would deliver 55 pounds of water pressure at the top of the buildings. Mr. Lardner advised that they want to install an individual boost pump to ensure that it would, but they believe there is sufficient pressure. He noted that the system would be evaluated by the building code official as a part of the plan review process. Responding to Mr. Neil, Mr. Lardner stated that the apartment units, which are automatically required to be sprinklered and will have fire access around all four sides of the buildings, were not a part of waiver request. Responding to Mr. Polce, Mayor Christiansen estimated the cost for the sprinklers to be between $7,500 and $10,000. He noted that insurance companies offer discounted homeowner’s insurance if sprinklers are installed, as well as for smoke detectors and fire extinguishers. Responding to Mr. Taylor, Mrs. Melson-Williams advised that a waiver had been granted in the past for the Senators Lake townhouse community. Mr. Anderson moved to recommend approval of the request for a waiver for the elimination of the emergency rear access for the townhouse units subject to conditions. The motion was seconded by Mr. Garfinkel and unanimously carried. By consent agenda, Mr. Neil moved for approval of the Committee’s recommendation, seconded by Mr. Taylor and carried by a unanimous roll call vote (Cole, Slavin, and Sudler absent). Hiring of a Security Firm for the Dover Public Library Using State Contract GSS19363 Mr. Matt Harline, Assistant City Manager, reviewed the background and analysis regarding the hiring of a security firm for the Dover Public Library using State contract GSS 19363.

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 5 Staff recommended authorizing the City Manager and her designees to interview Security Guard, Inc. T/A Gettier Security and Sunstates Security, LLC and to enter into a contract for security guards for the Library in an amount not to exceed $56,000. Mr. Sudler asked if smoking at the library had decreased with the new signage and if homeless individuals were still utilizing the library like a lounge. Responding, Mr. Harline advised that he would check on the smoking and that one of the purposes of hiring the security firm was to have someone circulating throughout the library to ensure that people were using the library appropriately. Mr. Sudler asked if there had been incidents of removing people from the library due to foul odor, which could be difficult to measure. Mr. Harline advised that staff had spoken with the attorney during this process and odor is a legitimate reason to ask somebody to leave if it is either noticeable from a distance or complaint-driven. He also noted that they need to address the use of the library by certain social services agencies as a pick up and drop off point, noting that it was a problem last fall. Mr. Slavin echoed previous comments about the cadet program which, in his opinion, is an excellent program and it serves an excellent purpose. Noting that many of the cadets are frequently hired away, leaving gaps in staffing, Mr. Slavin applauded the effort to provide a more consistent security presence at the library, which is the issue he hears the most about from his constituents. He also suggested that there be good policies and procedures in place, along with a good solid understanding internally from the staff that this is what their expectations are. Mr. Christiansen expressed concern about the previous private security guards and recommended following through with assessment. Mr. Polce, noting that the recommendation is to authorize the City Manager or her designee to interview both companies, asked for clarification on the number of companies being hired. Responding, Mr. Harline advised that they would interview both of the companies, hire just one of those firms, and negotiate the rate. Responding to Mr. Polce, Mr. Harline confirmed that the company that is retained assumes all liability for the armed guards so that the City is not exposed to additional liability in the event of any incident with an individual. Mr. Neil stated that he was a big fan of the library and that he wanted to make sure that it is thought of as a safe place so that people will go there with confidence that the City is providing protection for them. Mr. Sudler asked if the prospective security companies had been made aware of City’s concerns regarding the library. He also asked if they looked at companies’ performance rate, appraisals from other municipalities that are hiring them to do the same thing in the same capacity and had done an extensive review of their performance, strengths and weaknesses. Responding, Mr. Harline stated that they

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 6 had gone through a bid process with the State and they had four bids. The State chose these two companies out of the four. He noted that they spoke with the County about their experience with one of these firms, and will talk to cities and state organizations that have used both firms. Mr. Lindell stated that he wanted the accountability aspect emphasized to the guards. Mr. Taylor expressed concern with both companies hiring quality guards and asked if Staff had considered hiring retired Dover police officers, noting several advantages to doing so. Responding, Mr. Harline stated that there would be one guard on staff at all times to cover the 66 hours per week, and each firm would have to have at least two individuals who were assigned to the City to become familiar with the library operations and protocol. Mr. Harline reminded members that one of the advantages of hiring a company that is already under contract with the State is that they come with insurance and if they hired an individual, all the insurance would be the City’s responsibility. Mrs. Mitchell advised that Staff decided against starting with an armed security guard because they wanted to see how the unarmed security guards work out. She also noted that she had spoken with Acting Police Chief Stump and he has agreed to provide radios so that the security guards will have a direct contact to dispatch. Mrs. Mitchell also advised that the State reviews their training program and it is all laid out in their contract. Additionally, if they have any problems with the security company, the State will come in and handle them for the City. Mayor Christiansen stated that if they decide to use armed security guards, he would like for them to have some type of Council of Police Training (COPT) certification. Mr. Lindell moved to recommend authorizing the City Manager and her designees to interview Security Guard, Inc. T/A Gettier Security and Sunstates Security, LLC and to enter into a contract for security guards for the Library in an amount not to exceed $56,000. The motion was seconded by Mr. Neil and unanimously carried. By consent agenda, Mr. Neil moved for approval of the Committee’s recommendation, seconded by Mr. Taylor and carried by a unanimous roll call vote (Cole, Slavin, and Sudler absent). Prioritization of City of Dover State Capital Transportation Program (CTP) Projects Mr. David Hugg, Director of Planning and Community Development, advised members that each year City Council develops priorities for road improvements to be forwarded to the Secretary of Transportation and the Dover/Kent Metropolitan Planning Organization (MPO) for consideration in the department’s Capital Transportation Plan (CTP). He noted that sometimes the projects that the City believes are a high priority appear in the list and sometimes they do not, but each year the City is offered an opportunity to suggest projects. Mr. Hugg informed members

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 7 that the way that the process works is that the planning office prepares this list based on a review of development activity, the status of the projects themselves and discussions with the Public Works Department and the Police Department. Mr. Hugg reviewed the 2019 Transportation Project Prioritization, noting that, in most cases, the list was the same as the previous year. He advised that the sidewalk work had already begun on priority #8 - US 13 Service Roads/Scarborough Road and DelDOT has agreed to further consider priority #4 - Loockerman Street/Forest Street. Mr. Hugg also advised that DelDOT has indicated that they do not believe the original design for priority #6 - Crawford Carroll Avenue Extension is financially or practically feasible and they desire to reconsider it. He noted that the roadway was originally intended to run behind Lowe's and the PetSmart shopping center and then cut across and connect to a realignment of the North entrance to Dover Mall with a new traffic signal. Mr. Anderson requested that priority #11- Kings Highway/Route 13 Intersection Improvements be moved up on the list, noting that he had never seen Crawford Carroll Avenue Extension as a great priority while Kings Highway is a free flow of traffic and may even be a safety issue. Referring to the Crawford Carroll Avenue Extension, Mr. Hugg noted that it had been a longstanding desire to create a parallel road system to get local traffic off of Route 13 so that if you wanted to go from Lowe's to Produce Junction you would not have to go back out onto the highway. Similarly, proceeding from Dover Downs to Dover Mall and Wilmington University. He stated that from a conceptual standpoint, both of those are important as ways to preserve the primary mission of Route 13, which is as an arterial road. Mr. Hugg stated that he thought the Kings Highway project would have been addressed with the development of Capitol Station and Lidl. He advised that the intersection has turning issues and longer than average wait times; however, he did not know if there had been a lot of accidents there. Mr. Anderson stated that he was concerned that the intersection impinges on the free flow of traffic and that is a real concern. Mayor Christiansen advised that the list of projects had also been weighted by the State, as well as their priority of funding and implementation. He stated that several factors were exacerbating the Kings Highway intersection and if Council wanted to re-prioritize the Kings Highway intersection over the Crawford Carroll Avenue Extension, the MPO could encourage DelDOT to re-evaluate it. Staff recommended approval of the recommended priority ranking for the coming year.

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 8 Mr. Anderson moved to recommend approval of the Prioritization of City of Dover State Capital Transportation Program (CTP) Projects for the coming year, as recommended by staff, with the provision that priority #11- Kings Highway/Route 13 Intersection Improvements be raised to #6 in priority and then renumbered thereafter. The motion was seconded by Mr. Neil and unanimously carried. By consent agenda, Mr. Neil moved for approval of the Committee’s recommendation, seconded by Mr. Taylor and carried by a unanimous roll call vote (Cole, Slavin, and Sudler absent). Mr. Neil moved for adjournment of the Safety Advisory and Transportation Committee meeting, seconded by Mr. Anderson and unanimously carried. Meeting adjourned at 7:21 p.m. UTILITY COMMITTEE The Utility Committee met with Chairman Cole presiding. ADOPTION OF AGENDA Mr. Neil moved for adoption of the agenda, seconded by Mr. Sudler and unanimously carried. Amendment to Contract User Agreement with Kent County Mrs. Donna Mitchell, City Manager, reviewed the Background and Analysis for the Amendment to Contract User Agreement with Kent County. She advised that the amendment incorporates changes that have been made in the recent past, as well as changing the agreement for the future, to accurately portray how the City’s sewer flow is being transmitted to Kent County, which will provide for accurate billings to the City. Mrs. Mitchell stated that the Agreement for Services a 10 year contract. Staff recommended authorizing the City Manager to execute the amendment to the Contract User Agreement with Kent County. Mr. Slavin moved to recommend authorizing the City Manager to execute the amendment to the contract user agreement with Kent County, seconded by Mr. Neil and unanimously carried. By consent agenda, Mr. Neil moved for approval of the Committee’s recommendation, seconded by Mr. Taylor and carried by a unanimous roll call vote (Cole, Slavin, and Sudler absent). Evaluation of Bids - Columbia Avenue Water Main Replacement Mrs. Donna Mitchell, City Manager, reviewed the Background and Analysis for the Evaluation of Bids for the Columbia Avenue Water Main Replacement.

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 9 Responding to Mr. Taylor, Mrs. Mitchell advised that there would have been a pre-bid meeting in accordance with the City’s purchasing policy. Mr. Slavin asked if the project would include the repaving of Columbia Avenue. Mrs. Mitchell advised that the water main replacements were being coordinated with the street program so that repaving occurs soon after the water main replacement work is completed. Responding to Mr. Slavin, Mrs. Mitchell stated that Bradford Street was scheduled in the current paving program and would be brought forward in the near future for approval. Staff recommended awarding the contract to Teal Construction, Inc., for the City of Dover, Columbia Avenue Water Main Replacement Project, Bid #20-0001PW, for the amount of $521,201. Mr. Neil moved to recommend approval of Staff’s recommendation, seconded by Mr. Lindell and unanimously carried. By consent agenda, Mr. Neil moved for approval of the Committee’s recommendation, seconded by Mr. Taylor and carried by a unanimous roll call vote (Cole, Slavin, and Sudler absent). Dedication of Rights-of-Way and Public Infrastructure - Clearview Meadow Subdivision Phase II Mrs. Donna Mitchell, City Manager, reviewed the Background and Analysis for the Dedication of Rights-of-Way and Public Infrastructure - Clearview Meadow Subdivision Phase II. Responding to Mr. Anderson, Mr. John Knight of Knollwood Development Corporation advised that all of the infrastructure met City standards. Staff recommended acceptance of the dedication of rights-of-way and public infrastructure in Phase II of the Clearview Meadow Subdivision. Dedication is to include all of the referenced public improvements. Mr. Neil moved to recommend approval of Staff’s recommendation, seconded by Mr. Taylor and unanimously carried. Mr. Taylor stated that he did not believe they had enough information to act on this item and suggested attending one of the Clearview Meadow HOA meetings to obtain more information. Mr. Anderson moved to suspend the rules to allow people from Clearview Meadow to speak. The motion was seconded by Mr. Neil and unanimously carried.

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 10 Mr. John Knight of Knollwood Development advised that he was the land developer and he did not understand why the dedication was being delayed. He noted that he developed all of the required right-of-way work, which is the storm drain, water, sewer, all of the streets, and stormwater management. Mr. Knight advised that a lot of the problems in Clearview Meadow are related to speeding and the Dover Police Department cannot enforce the speed limit until the streets are dedicated to the City. Ms. Alexis Catcher, 242 Lady Bug Drive, asked why the trees between them and the apartments were not removed. Mr. Knight explained that the development design limited the areas that he could clear. Mr. Polce moved for acceptance of the dedication of rights-of-way and public infrastructure in Phase II of the Clearview Meadow Subdivision. Dedication is to include all of the referenced public improvements. The motion was seconded by Mr. Neil and unanimously carried. Request to Lower Speed Limit on State Route 8 Between Dover High Drive and Artis Drive Mr. David Hugg, Director of Planning and Community Development, reviewed the request of Calvary Baptist Church that consideration be given to reducing the speed limit on Route 8 between Dover High Drive and Artis Drive to a consistent 35 mph from the limits of the City of Dover (near Artis Drive) eastbound to the point where that limit is already in place along Route 8 and Forrest Avenue. He noted that the Delaware Department of Transportation (DelDOT) advised that the City of Dover would need to initiate a request for them to consider the speed reduction. Mr. Anderson expressed concern that the lower speed limit would cause increased speeding and ignoring the law because people are not going to slow down. He also asked how the speed reduction would affect the building standards, such as the left turn lanes. Responding, Mr. Hugg stated that as the road speed increases, the number of travel lanes also has to increase. He noted that at 50 m.p.h. there would be a certain number of lanes, turn lanes, acceleration/deceleration lanes, and passing lanes to allow for traffic stacking. Mr. Hugg stated that as the speed limit is reduced, the length of the acceleration/deceleration lane is decreased and the length in the center stacking lane is decreased. He noted that the reductions would also reduce the cost of the road improvements that have to be made in that area. Mr. Lindell asked if lowering the speed limit was giving Calvary Baptist church and Destiny Church the chance to avoid what needs to be done to the road as part of their development. Responding, Mr. Hugg stated that the speed limit sets the character of the roadway. If they want it to continue to be a major arterial road then leaving the speed limit alone creates a road situation that has all the aspects of a major arterial road. Mr. Hugg advised that if the City agrees to the reduction in the speed limit, as requested by the church, then they were making a decision that the road should be a less intense highway and that it should be more like a local street with the appropriate roadway standards that are required.

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 11 Mr. Taylor asked if Staff had considered the effects on the residents trying to exit Heather Field and the Stoney Drive area. Responding, Mr. Hugg advised that the lower speed limit would help in that regard because they would be exiting onto a lower speed highway and there would be limitations based on the higher road standards. Responding to Mr. Neil, Mr. Hugg stated that, according to the letter from Calvary Baptist church, the distance from the City limits to the Destiny Christian church entrance is approximately 1,000 feet and another 830 feet to the signalized entrance at Forrest Avenue and Dover High Drive for a total of 1,830 feet. Mr. Neil stated that he did not think the lower speed limit would change the character of that road all that much. Mayor Christiansen advised that he observed the traffic for approximately an hour and he noted that traffic naturally begins to reduce their speed coming around the bend. He suggested that most people who travel that road on a regular basis anticipate the traffic signal at Leander Lakes and Dover High School, as well as private driveways. Mr. Neil moved to recommend requesting the Delaware Department of Transportation (DelDOT) to reduce the speed limit on Route 8 between Dover High Drive and Artis Drive to a consistent 35 m.p.h. from the limits of the City of Dover (near Artis Drive) eastbound to the point where that limit is already in place along Route 8 and Forrest Avenue. The motion was seconded by Mrs. Doyle and unanimously carried. By consent agenda, Mr. Neil moved for approval of the Committee’s recommendation, seconded by Mr. Taylor and carried by a unanimous roll call vote (Cole, Slavin, and Sudler absent). Mr. Taylor moved for adjournment of the Utility Committee meeting, seconded by Mr. Neil and unanimously carried. Meeting adjourned at 7:38 p.m. LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE The Legislative, Finance, and Administration Committee met with Chairman Lindell presiding. ADOPTION OF AGENDA Mr. Hare moved for adoption of the agenda, seconded by Mr. Neil and unanimously carried.

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 12 Evaluation of Bids - Station 2 Roof Replacement Mr. Tim Mullaney, President of the Dover Fire Department, reviewed the background and analysis regarding the evaluation of bids for the Station 2 Roof Replacement. Fire Chief Rhodes’ recommendation is to award the work to Bayside Roofing, Inc. Mr. Mullaney advised that although the bid was not the lowest, Chief Rhodes is recommending Bayside Roofing, Inc. due to the rapport that the Fire Department has with that company and because they were very receptive to what was needed and they explained in great detail what they could and could not do. He noted that Bayside was very thorough throughout the bidding process, they are a local company that has been in business for approximately 35 years, and they offer a lifetime warranty on labor. Mr. Hare moved to recommend awarding the work to Bayside Roofing, Inc., as recommended by Fire Chief Rhodes. The motion was seconded by Mr. Neil. Responding to Mr. Contant, Mr. Mullaney stated that when working with contractors you get a sense of what companies are knowledgeable in reference to the bids and Bayside seemed the most thorough, they have a good reputation in the community, and they presented a good overall package. He advised that, to his knowledge, there was no aspect of the project that Bayside could not perform. Mr. Taylor asked if there was a pre-bid meeting. Mrs. Donna Mitchell, City Manager, advised that there was not a pre-bid meeting because, according to the purchasing policy, public works projects under $50,000 do not require a formal RFP process, only obtaining quotes from vendors. She advised that this item was brought forward because the lowest bidder was not being recommended. Mr. Taylor stated that he asked the question because, in the past, they have heard complaints that the process was not fair, that it was very biased, and minority owned companies did not stand a chance so he wanted to make sure that there was an even playing field. Responding to Mr. Anderson, Mr. Mullaney stated that he did not know what warranty was offered by the low bidder. Mr. Anderson asked how much of this project would be paid from City tax payer money and if there were matching funds from the Fire Department. Mrs. Mitchell advised that $31,000 was budgeted for this project and, as part of a long-term agreement with the City resulting from higher insurance premiums for residents living on the west side of the railroad tracks, the City built Station 2 and is responsible for capital maintenance on the station. Responding to Mr. Sudler, Mrs. Mitchell clarified that the purchasing policy gives the department the discretion to get quotes from three vendors for projects under $50,000; however, anything that is not the lowest bid requires an exception from

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 13 Council. Mr. Sudler expressed concern regarding bias because if you already have an established relationship with a contractor and you particularly like that contractor based off of previous experience, which is not wrong; however it defeats the purpose of other individuals being able to compete for that job. He questioned how much the City had done in regard to federal rules and regulations for affirmative action for fair and equitable opportunity to provide service, noting that using vendors based on relationships could be viewed as biased and prejudiced by not allowing a fair and equitable process for individuals to compete. Mrs. Mitchell stated that those policies are included in the purchasing policy; however, public works contracts, which are infrastructure and buildings, have a higher threshold because every project required Council approval previously. Mr. Sudler stated that he would be interested in seeing some of the best practice or past practice for the City to make sure that they are in compliance with affirmative action and federal regulations. He advised that he and Councilmen Taylor and Anderson have experienced and encountered constituents saying they are not. Responding to Mr. Lindell, Mrs. Mitchell advised that if the project ran over budget, the Fire Department would cover the overage. Responding to Mr. Contant, Mr. Mitchell advised that repair to the damaged HVAC system was not included in this project. Mr. Hare moved to call the question, seconded by Mr. Taylor and unanimously carried. The motion to recommend awarding the work to Bayside Roofing, Inc., as recommended by Fire Chief Rhodes was carried with Mr. Taylor voting no. By consent agenda, Mr. Neil moved for approval of the Committee’s recommendation, seconded by Mr. Taylor and carried by a unanimous roll call vote (Cole, Slavin, and Sudler absent). Mr. Neil moved for adjournment of the Legislative, Finance, and Administration Committee meeting, seconded by Mr. Shevock and unanimously carried. Meeting adjourned at 7:53 p.m. Mr. Neil moved for adjournment of the Council Committee of the Whole meeting. The motion was seconded by Mr. Lindell and unanimously carried. Meeting adjourned at 7:54 p.m.

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 14 Mr. Neil moved for acceptance of the Council Committee of the Whole Report, seconded by Mr. Anderson and unanimously carried. MONTHLY REPORTS - AUGUST 2019 By motion of Mr. Neil, seconded by Mr. Taylor, the following monthly reports were accepted by consent agenda: City Assessor's Report City Council’s Community Enhancement Fund Report City Manager's Report City Planner's Report Controller/Treasurer's Budget Report Fire Chief's Report Police Chief's Report CANCELLATION OF COUNCIL AND COMMITTEE MEETINGS - HOLIDAY SCHEDULES Council President Hare recommended the cancellation of the City Council meetings and Council Committee of the Whole meetings the weeks when City observed holidays fall on the second or fourth Monday of the month and cancellation of the City Council meetings and the Council Committee of the Whole meetings for the weeks that fall on the fourth Monday in December. Additionally, he recommended that whenever the Council Committee of the Whole meeting falls on a Tuesday that is the Veterans Day Holiday, that those meetings be cancelled instead of being rescheduled. Mr. Neil moved for acceptance of the proposed holiday schedules, seconded by Mr. Lindell and unanimously carried. FINAL READING - PROPOSED ORDINANCE #2019-17 The First Reading of the Proposed Ordinance was accomplished during the Council Meeting of September 23, 2019. Council President Hare reminded members of the public that copies of the proposed ordinance were available at the entrance of the Council Chambers or on the City’s website at www.cityofdover.com under “Government.” Mr. Neil moved that the Final Reading of the proposed ordinance be acknowledged by title only, seconded by Mr. Lindell and unanimously carried. By motion of Mr. Neil, seconded by Mr. Anderson, Council, by a unanimous roll call vote (Cole, Slavin, and Sudler absent), adopted Ordinance #2019-17, as follows: BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: That Appendix C - Downtown Redevelopment, Article II - Definitions, Section 2 - Downtown Dover Partnership of the Dover Code be amended to read as follows:

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 15 ARTICLE II. - DEFINITIONS[2] Section 2. - Downtown Dover Partnership. (a) The Downtown Dover Partnership shall be established and duly incorporated under the not-for-profit corporation provisions of the Delaware General Corporation Law (8 Del. C §101 et seq.) for the purpose of fostering redevelopment within the target area. ( Ord. No. 2014-01, 2-10-2014 ) (b) Certification of incorporation. The city solicitor, as incorporator of the company, shall prepare and cause, or amend, the certificate of incorporation to be filed with the secretary of State of Delaware, which certificate shall include those requirements set forth in 22 Del. C. § 1504, as amended. (c) Membership of company and board of directors. The management company shall be a corporation comprised of not less than five members or directors respectively who either own a commercial property within the district, or are the designee of such owner. (d) Company reports. The management company shall file with the finance department and with the city clerk a monthly financial report and shall also provide an operating report monthly. The City of Dover shall annually review the performance of the management company and shall prepare for public inspection a report which certifies that the management company is in compliance with its enabling ordinance, its certificate of incorporation and bylaws, and the provisions of this appendix and 22 Del. C. ch. 15 (22 Del. C. § 1501 et seq.); the management company is fiscally sound; and the management company has not discriminated against any person based upon race, sex, national origin, religion, age or disability. ( Ord. No. 2014-14, 6-9-2014 ) BE IT FURTHER ORDAINED: That Appendix D - Downtown Dover Business Improvement District of the Dover Code be amended by deleting it in its entirety. ADOPTED: OCTOBER 14, 2019 CITY MANAGER'S ANNOUNCEMENTS Mrs. Donna Mitchell, City Manager, announced that there would be a public meeting on the update to the 2015 Bicycle and Pedestrian Plan on Monday, October 21, 2019 from 5:00 p.m. to 7:00 p.m. at the Dover public library. She also advised that there would be opportunities to view and learn about the draft 2019 Comprehensive Plan during an open house event on Wednesday, October 23, 2019 from 3:00 p.m. to 7:00 p.m. at the Dover public library, 35 Loockerman Plaza,

CITY COUNCIL MEETING OF OCTOBER 14, 2019 PAGE 16 meeting room A, with presentations at 3:30 p.m. and 5:30 p.m. and a visitation event on Thursday, October 24, 2019 from 8:30 a.m. to 5:00 p.m. at City Hall, 15 Loockerman Plaza in the Council Chambers lobby area. COUNCIL MEMBERS' ANNOUNCEMENTS Mr. Anderson thanked members of Council, the City Manager, the Police Department, the Mayor, Mrs. Sass, and others for their dedication to “Delaware Goes Purple.” He also recognized Councilman Polce for his participation. Mr. Neil moved for adjournment, seconded by Mr. Anderson and unanimously carried. Meeting adjourned at 7:59 p.m. TRACI A. McDOWELL CITY CLERK All ordinances, resolutions, motions, and orders adopted by City Council during their Regular Meeting of October 14, 2019, are hereby approved. ROBIN R. CHRISTIANSEN MAYOR /TM S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Council-Minutes\2019\10-14-2019 Council Minutes.wpd

PROCLAMATION WHEREAS, Native American Awareness Week began in 1976 and recognition was expanded to Congress and approved by President George H W Bush in 1990, designating the month ofNovember as National American Indian Heritage Month; and WHEREAS, the history and culture of our nation has been significantly influenced by American Indians and indigenous people and their contributions have enhanced the freedom, prosperity, and greatness ofAmerica today; and WHEREAS, Native American customs and traditions are respected and celebrated as part of a rich legacy throughout the United States. In honor of National American Indian Heritage Month, community celebrations as well as numerous cultural, artistic, educational and historical activities have been planned. NOW, THEREFORE, I, ROBIN R. CHRISTIANSEN, MAYOR OF THE CITY OF DOVER, DELAWARE, do hereby proclaim November 2019 as American Indian Heritage Month and urge all our citizens to observe this month with appropriate programs, ceremonies or activities in recognition of the significant contributions the first Americans made to the establishment and growth of the United States. MAYOR

PROCLAMATION WHEREAS,fascination with the earth's geography inspired the early explorers of our country to learn and record information about the surface of the land and its people, environments, resources, political boundaries, and characteristics and today remains a fundamental part of our national heritage; and WHEREAS, geographic ieformation has many useful applications for our municipal government and is a valuable resource used in the analysis of iefrastructure, emergency services, economic development, and long-range planning. Geographic Information Systems (GIS) technology provides an efficient means of managing geographic information and providing data that allows for effective decision-making and improved delivery ofservices to the residents of the City ofDover and our surrounding area; and WHEREAS, the City ofDover's GJS Division plays a vital role in the continued growth of the City and has been nationally recognized for its outstanding efforts in the advancement of GIS and its foresight in creating programs that can be used to better manage services in the City; NOW, THEREFORE, I, ROBIN R. CHRISTIANSEN, MAYOR OF THE CITY OF DOVER, DELAWARE, do hereby proclaim November 13, 2019 as GIS Day, and November 10 - 16, 2019 as GEOGRAPHY AWARENESS WEEK in the City ofDover and urge all residents to participate in this special observance. Mayor

COUNCIL COMMITTEE OF THE WHOLE The Council Committee of the Whole met on October 15, 2019 at 6:00 p.m., with Council President Hare presiding. Members of Council present were Mr. Anderson, Mr. Neil, Mr. Slavin, Mr. Cole, Mr. Polce, and Mr. Taylor. Mr. Sudler and Mr. Lindell were absent. Mayor Christiansen was also present. Civilian members present for their Committee meetings were Mr. Caldwell and Col. Dix, Retired, (Parks, Recreation, and Community Enhancement), Mrs. Haass (Utility), Mr. Contant and Mr. Shevock (Legislative, Finance, and Administration). Mrs. Doyle was absent. PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE The Parks, Recreation, and Community Enhancement Committee met with Chairman Anderson presiding. Adoption of Agenda Due to the absence of a representative of the U. S. Census Bureau, Mr. Anderson requested that the agenda be amended to consider “Update - Kent Economic Summit” first. Mr. Neil moved for adoption of the agenda, as amended, seconded by Mr. Taylor and unanimously carried. Update - Kent Economic Summit Mr. Dave Hugg, Director of Planning and Community Enhancement, advised that the annual Kent Economic Summit was held on September 17, 2019 at Delaware Technical Community College (DTCC). He noted that he was on a panel facilitated by Richard Rexrode of DTCC, and including Eric Norenberg (Milford City Manager), Linda Parkowski (KEP), Mike Petit De Mange (Kent County) and Jeremy Rothwell (Smyrna Town Planner). Mr. Hugg advised that they were tasked with answering questions regarding what they were doing to attract businesses, what kinds of businesses are coming, what skill sets are needed, and what they could do to improve their success. Mr. Hugg stated that he provided the following: • Our growth is in health care, retail trade, food, and professional services other. • Our economy is pretty balanced and diverse, but we need to improve our position in manufacturing. • Our strengths: spirit of cooperation, lower cost of living and doing business, friendly and responsive government, and great education and health care facilities (along with retail, health care is our strongest economic sector). • We need to have a rigorous promotion strategy, to engage the commercial real estate community; to work with site selectors, property owners, developers and the design community to find solutions for development; and to invest in infrastructure and business development efforts. • We need to grow more varied skill sets in the workplace, especially in the trades - a recurring theme we heard again at a recent State Chamber seminar. He advised that the four key priorities for Dover for 2020 are: • PROMOTE - tell our story! Market what we have to offer. Tout our success. Build a relationship with the media and exploit it.

COUNCIL COMMITTEE OF THE WHOLE MEETING OF OCTOBER 15, 2019 PAGE 2 • ENGAGE - proactive and involved, stay part of the process. Build trust. Coordinate. Know the players (property managers and brokers for example). • INVEST - in economic development - have a strategy and work it. Build infrastructure. • LEARN - understand what we do not know, learn from what happens when a business closes, get good information, and track trends. Mr. Hugg noted the following projects that are under construction or in the permit phase** or are in the site plan review/approval process or a permit submission is expected***: US 13 North Corridor: • Dunkin Donuts/Baskin Robbins on US 13 near WAWA (in county conditional annexation)** • Hobby Lobby- former Acme location** • Tasty Crab - restaurant on highway** • Crab Shack-former Shuckers restaurant on US13 • Capital Station (Red Robin - on again, Orange Theory, Tropical Smoothie, Delicious Fusion, Verizon, others)** • Lidl grocery** • UNO Plaza Additional Building*** • Tommy Car Wash (2 sites under review - US 13 and on Carver Road) * * * • Golden Corral (next to Pizza Hut/former Barry Van Lines Site/DuPont Plaza) * * * Bay Road Corridor: • Office building - Bay Road Commercial (for State Police/Homeland Security) *** • DSWA Offices - Energy Lane next to Chesapeake Utilities*** • Dollar Tree - Bay Court (partial remodel of former Value City site)** Downtown and West: • Loockerman Way (building #1 downtown of two buildings planned)** • Governor's Café kitchen expansion** • NCALL office building- W. Division Street*** • 40 Ridgely Street (structural repairs /manufacturing relocation to DE)** • 655 W. North - 2 office buildings (across from Eden Hill - Faithworks/no recent activity)*** • Vincenzo's restaurant (relocation to former TD Bank on Route 8)** • Dover Animal Hospital - 201 Towne Center Drive/Eden Hill*** • Ignite Gym - 35 Commerce Way (new location/relocation)*** • Calvary Baptist Church *** • Destiny Church (next to DHS) * * * • Eden Hill Townhouses*** East side: • Independent Metal Strap - Horsepond Road (manufacturer relocation to DE)* * • Frito-Lay expansion*** • White Oak Road Apartments/Townhouses*** Mr. Anderson noted that there was a great deal of economic potential with the St. Jones river and he suggested looking at a riverwalk and an amphitheater at Silver Lake.

COUNCIL COMMITTEE OF THE WHOLE MEETING OF OCTOBER 15, 2019 PAGE 3 Mr. Polce expressed the need for greater technology in the form of incorporating 4G technology that expands to 5G technology, which would allow not only the City to become more attractive, but it also entices some of the really great tech-based companies with heavy IP intellectual property and heavy human capital to be attracted to Dover. Mr. Polce suggested inviting Mr. Kurt Foreman of the Prosperity Partnership to update City Council on some of the unified targeted business development activity that is going on. Mr. Polce suggested that the City should be looking at being shovel-ready and turnkey within a six-month process of site location identification and permitting. He noted that he has suggested that an expedited permitting process or “rocket docket” be put in place for the City for several years. Responding to Mr. Neil, Mr. Hugg advised that the City was very much involved with Grotto’s centralizing their offices in Dover and that, because he maintains close working relationships with the local realtors, he was able to connect Grotto’s as a buyer with the seller’s broker for the property in Dover. Presentation by the U. S. Census Bureau Due to the absence of a representative of the U. S. Census Bureau, there was no presentation. Mr. Hare moved for adjournment of the Parks, Recreation, and Community Enhancement Committee meeting. The motion was seconded by Mr. Taylor and unanimously carried. Meeting adjourned at 6:32 p.m. UTILITY COMMITTEE The Utility Committee met with Chairman Cole presiding. Adoption of Agenda Mr. Neil moved for adoption of the agenda, seconded by Mr. Anderson and unanimously carried. Evaluation of Bids - Fiscal Year 2020 Inflow and Infiltration Removal Project Mrs. Donna Mitchell, City Manager, reviewed the background and analysis regarding the evaluation of bids for the Fiscal Year 2020 Inflow and Infiltration Removal Project. Staff recommended approval of the low bid submitted by Gateway Construction in the amount of $682,795 for the re-lining of 3,789 linear feet of eight-inch (8") sanitary sewer main, removal and replacement of seventy (70) sanitary sewer laterals and cleanouts, installation of eight (8) new cleanouts, reinstating fifty-eight (58) sanitary sewer laterals and site and pavement restoration. The work will be accomplished in Rodney Village Development. Responding to Mr. Taylor, Mrs. Mitchell stated that Staff holds pre-bid meetings; however, she was unsure if they were mandatory. She advised that three bids were received and two companies were from Bear, Delaware, and the low bidder was from Clayton, Delaware. Mr. Neil moved to recommend approval of Staff’s recommendation, seconded by Mr. Slavin and unanimously carried.

COUNCIL COMMITTEE OF THE WHOLE MEETING OF OCTOBER 15, 2019 PAGE 4 Mr. Neil moved for adjournment of the Utility Committee meeting, seconded by Mr. Anderson and unanimously carried. Meeting adjourned at 6:36 p.m. LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE The Legislative, Finance, and Administration Committee met with Council President Hare presiding in the absence of Chairman Lindell. Adoption of Agenda Mr. Slavin moved for adoption of the agenda, seconded by Mr. Neil and unanimously carried. Downtown Dover Partnership (DDP) Parking Committee - Request for Proposals (RFP) for Parking Solutions Mr. Todd Stonesifer, Vice President of the Downtown Dover Partnership (DDP) and Chairman of the Parking Committee, reviewed the background and analysis regarding the Request for Proposals (RFP) for Parking Solutions. The Downtown Dover Partnership (DDP) Parking Committee recommended approval for the DDP to move forward with a Request for Proposals for parking solutions for the downtown area to include City property. Mr. Anderson asked for clarification on what the City’s obligation would be if they granted permission to include city-owned property in the proposed parking solutions. Responding, Mr. Stonesifer stated that the DDP did not control the on-street parking, which is part of the demand of the downtown area. He stressed that it was not a request for another study or to spend dollars, it was a request to get solutions from companies hoping to obtain the ability to sell to us their ideas in the form of a continued revenue stream for them managing our parking, offering a solution, and then taking those ideas and seeing if it is something that they can handle or if it would be better handled by an authority. Mr. Slavin noted that this was a DDP activity and asked, if on-street parking is included in the solution, what the City’s obligation would be. Mr. Stonesifer stated that the DDP would manage the proposals, discuss them at a board level at the DDP, and then come back to the City with their suggestions. Ms. Tina Bradbury, Operations and Program Manager with the Downtown Dover Partnership (DDP), asked for recommendations on how to proceed with the request for proposals, such as if the City Solicitor should participate in drafting the request for proposals and collecting and reviewing the results. She noted that the DDP was prepared to accept all costs. Mr. Slavin moved to recommend approval of the Downtown Dover Partnership (DDP) Parking Committee’s recommendation to move forward with a Request for Proposals (RFP) for parking solutions for the downtown area to include City property, and designating the City Manager as the point person representing City Council in this matter. The motion was seconded by Mr. Neil and unanimously carried.

COUNCIL COMMITTEE OF THE WHOLE MEETING OF OCTOBER 15, 2019 PAGE 5 Mr. Neil moved for adjournment of the Legislative, Finance, and Administration Committee meeting, seconded by Mr. Anderson and unanimously carried. Meeting adjourned at 6:48 p.m. Mr. Neil moved for adjournment of the Council Committee of the Whole meeting. The motion was seconded by Mr. Polce and unanimously carried. Meeting adjourned at 6:49 p.m. William F. Hare Council President WFH/TM/jt S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Committee-Minutes\2019\10-15-2019 CCW Minutes.wpd

• DOVER'S VOL. FIRE DEYI'. Since 1882 OCT 1 8 2019 October 18, 2019 OfflCE OF THE CITY CLERK Traci A. McDowell City Clerk' s Office 15 Loockerman Pla za Dover, DE 19901 RE: Dover Fire Department Elections; November 2019 As per the memorandum sent on October 11, 2019 and in accordance with Section 46-77 - Election and Voting Regulations for Nominees, Subsection (2) - Where and How Election Held, of the Dover Code, below are the three appointed judges to conduct the Dover Fire Department Election to be held on the third Monday of November 2019 . Life Member James Hurley Jr. Life Member James Howlett Life Member William Hurley IV Please contact me with any questions or concerns regarding this matter. Thank you, President, Dover Fire Department CC: Electronic File

Operations and Data Analysis Report Police Department Dover, Delaware June 2016 C E N T E R F O R P U B L I C S AF ETY MA N A G E ME N T Center for Public Safety Management, LLC 475 K Street, NW, Suite 702 Washington, DC 20001 www.cpsm.us 716-969-1360 Exclusive Provider of Public Safety Technical Services for International City/County Management Association 1€MA leaders at the Core of Better Communities

• • The Association & The Company • • • • • • • International City/County Management Association (ICMA) The International City/County Management Association (ICMA) is a 100-year-old, nonprofit professional association of local government administrators and managers, with approximately 9,000 members spanning thirty-two countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments in providing services to their citizens in an efficient and effective manner. Our work spans all of the activities of local government — parks, libraries, recreation, public works, economic development, code enforcement, Brownfields, public safety, etc. ICMA advances the knowledge of local government best practices across a wide range of platforms including publications, research, training, and technical assistance. Its work includes both domestic and international activities in partnership with local, state, and federal governments as well as private foundations. For example, it is involved in a major library research project funded by the Bill and Melinda Gates Foundation and is providing community policing training in Panama working with the U.S. State Department. It has personnel in Afghanistan assisting with building wastewater treatment plants and has had teams in Central America providing training in disaster relief working with SOUTHCOM. The ICMA Center for Public Safety Management (ICMA/CPSM) was one of four Centers within the Information and Assistance Division of ICMA providing support to local governments in the areas of police, fire, EMS, emergency management, and homeland security. In addition to providing technical assistance in these areas we also represent local governments at the federal level and are involved in numerous projects with the Department of Justice and the Department of Homeland Security. In each of these Centers, ICMA has selected to partner with nationally recognized individuals or companies to provide services that ICMA has previously provided directly. Doing so will provide a higher level of services, greater flexibility, and reduced costs in meeting members’ needs as ICMA will be expanding the services that it can offer to local governments. For example, The Center for Productivity Management (CPM) is now working exclusively with SAS, one of the world’s leaders in data management and analysis. And the Center for Strategic Management (CSM) is now partnering with nationally recognized experts and academics in local government management and finance. Center for Public Safety Management, LLC (CPSM) is now the exclusive provider of public safety technical assistance for ICMA. CPSM provides training and research for the Association’s members and represents ICMA in its dealings with the federal government and other public safety professional associations such as CALEA. The Center for Public Safety Management, LLC maintains the same team of individuals performing the same level of service that it has for the past seven years for ICMA. CPSM’s local government technical assistance experience includes workload and deployment analysis using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs, and identify and disseminate industry best practices. We have conducted more than 200 such studies in 36 states and 155 communities ranging in size from 8,000 population (Boone, Iowa) to 800,000 population (Indianapolis, Ind.). Thomas Wieczorek is the Director of the Center for Public Safety Management. Leonard Matarese serves as the Director of Research & Program Development. Dr. Dov Chelst is the Director of Quantitative Analysis. Police Operations and Data Analysis, Dover, Delaware page ii

Contents Tables ...............................................................................................................................................v Figures ............................................................................................................................................ vii Section 1. Executive Summary ........................................................................................................ 1 Major Recommendations ......................................................................................................................... 2 Section 2. Methodology ................................................................................................................ 16 Section 3. Community and Department Overview ....................................................................... 18 Demographics ......................................................................................................................................... 18 Uniform Crime Report/Crime Trends ..................................................................................................... 21 Comparisons/Benchmarks ...................................................................................................................... 26 Department’s Financial Sustainability ................................................................................................ 26 Department’s Staffing Levels, 2012 - 2015 ......................................................................................... 27 Workforce Diversity ............................................................................................................................ 29 Grant Awards 2013-2015 ........................................................................................................................ 30 Memoranda of Understanding (MOUs) .................................................................................................. 32 Section 4. Patrol Unit .................................................................................................................... 33 Demand ................................................................................................................................................... 33 Alarm Reduction Program................................................................................................................... 35 Automobile Accidents ......................................................................................................................... 35 Miscellaneous ..................................................................................................................................... 36 CFS Efficiency ...................................................................................................................................... 37 Patrol Deployment and Staffing.............................................................................................................. 39 Deployment......................................................................................................................................... 39 Schedule and Staffing ............................................................................................................................. 48 Spatial Representation of CFS Demand .............................................................................................. 49 Section 5. Special Enforcement Unit ............................................................................................ 53 Motorcycle Section ................................................................................................................................. 53 Parking Enforcement .............................................................................................................................. 55 Animal Control ........................................................................................................................................ 55 Community Policing Section ................................................................................................................... 55 Sex Offender Enforcement Section......................................................................................................... 57 Section 6. Specialized Units .......................................................................................................... 58 Special Operations Response Team (S.O.R.T.) ........................................................................................ 58 Crisis Negotiation Team (C.N.T.) ............................................................................................................. 60 Police Operations and Data Analysis, Dover, Delaware page iii

Internal Affairs ........................................................................................................................................ 61 Section 7. Criminal Investigations Unit ......................................................................................... 67 Criminal Investigations Section ............................................................................................................... 67 Crime Scene Section................................................................................................................................ 73 Juvenile Section....................................................................................................................................... 74 Drugs, Vice, and Organized Crime Section (DVOC)/ ............................................................................... 76 Street Crimes Unit/TAC Unit ................................................................................................................... 76 Section 8. Administration ............................................................................................................. 82 Administration ........................................................................................................................................ 82 Strategic Planning and Performance-Based Management ..................................................................... 83 Information Technology (IT) ................................................................................................................... 92 Crime Analysis ......................................................................................................................................... 96 Records Management ............................................................................................................................. 96 Property / Evidence Management .......................................................................................................... 98 Communications / Dispatch .................................................................................................................. 100 Training ................................................................................................................................................. 102 Recruit/Academy Training: ............................................................................................................... 104 Field Training ..................................................................................................................................... 105 In-Service Training............................................................................................................................. 106 Victim Services ...................................................................................................................................... 106 Professional Standards / Audits and Inspections.................................................................................. 107 Physical Plant/Resources ...................................................................................................................... 107 Miscellaneous ....................................................................................................................................... 108 Section 9. Organizational Culture and Climate ........................................................................... 110 Section 10. Summary .................................................................................................................. 120 Section 11. Data Analysis ............................................................................................................ 121 Introduction .......................................................................................................................................... 121 Workload Analysis................................................................................................................................. 122 Noncall Activities................................................................................................................................... 142 Deployment .......................................................................................................................................... 148 Response Times .................................................................................................................................... 158 All Calls .............................................................................................................................................. 159 High-Priority Calls.............................................................................................................................. 163 Appendix A: Call Type Classification ..................................................................................................... 165 Appendix B: Uniform Crime Report Information .................................................................................. 168 Police Operations and Data Analysis, Dover, Delaware page iv

Tables TABLE 3-1: Demographics Comparison between City of Dover and State of Delaware ............................. 20 TABLE 3-2: 2013 Comparison of Reported Crime Rates by Jurisdiction ..................................................... 21 TABLE 3-3: Comparison of City, State, and National Crime Rates per 100,000, by Year ............................ 24 TABLE 3-4: Reported Clearance Rates for Dover, State of Delaware, and U.S., 2013 ................................ 25 TABLE 3-5: Annual Police Department Budget for Fiscal Years 2012-2015 ................................................ 27 TABLE 3-6: Authorized Staffing Levels for Fiscal Years 2012-2015 ............................................................. 27 TABLE 3-7: 2013 Grant Funding Summary .................................................................................................. 30 TABLE 3-8: 2014 Grant Funding Summary .................................................................................................. 31 TABLE 3-9: 2015 Grant Funding Summary .................................................................................................. 31 TABLE 4-1: Calls for Service ......................................................................................................................... 34 TABLE 4-2: CFS Efficiency ............................................................................................................................ 38 TABLE 5-1: Total Accidents in Dover, 2012-2014 ........................................................................................ 53 TABLE 6-1: 2012 Dover Police Department Internal Affairs Public Statistical Summary ............................ 62 TABLE 6-2: 2012 Detailed Summary of Cases ............................................................................................. 62 TABLE 6-3 : 2013 Dover Police Department Internal Affairs Public Statistical Summary ........................... 63 TABLE 6-4: 2013 Detailed Summary of Cases ............................................................................................. 63 TABLE 6-5: 2014 Dover Police Department Internal Affairs Public Statistical Summary ............................ 64 TABLE 6-6: 2014 Detailed Summary of Cases ............................................................................................. 64 TABLE 6-7: 2015 Dover Police Department Internal Affairs Public Statistical Summary ............................ 65 TABLE 6-8: 2015 Detailed Summary of Cases ............................................................................................. 65 TABLE 7-1: Caseload and Investigative Results, All Detectives, Initiated Cases, 2012 ............................... 68 TABLE 7-2: Caseload and Investigation Results, All Detectives, Supplement Cases, 2012 ......................... 68 TABLE 7-3: Caseload and Investigation Results, All Detectives, Initiated Cases, 2013 ............................... 69 TABLE 7-4: Caseload and Investigation Results, All Detectives, Supplement Cases, 2013 ......................... 69 TABLE 7-5: Caseload and Investigation Results, All Detectives, Initiated Cases, 2014 ............................... 70 TABLE 7-6: Caseload and Investigation Results, All Detectives, Supplement Cases, 2014 ......................... 70 TABLE 7-7: Summary Comparison of Caseload and Investigation Results, 2012-2014 .............................. 71 TABLE 7-8: Crime Scene Workload for 2012, 2013, and 2014 .................................................................... 73 TABLE 7-9: DVOC Section Summary Workload, January – June 2015 ........................................................ 78 TABLE 7-10: DVOC Section Summary Workload, 2014 ............................................................................... 79 TABLE 7-11: Workload for Street Crimes Unit for December 2014 and June 2015.................................... 81 TABLE 9-1: Sworn Command/Supervisory Focus Group........................................................................... 112 TABLE 9-2: Sworn Officers Focus Group ................................................................................................... 114 TABLE 9-3: Civilian Focus Group ............................................................................................................... 116 TABLE 9-4: Community Focus Group ........................................................................................................ 117 TABLE 9-5: Common Core Perspectives of All Focus Groups.................................................................... 118 TABLE 11-1: Events per Day, by Initiator .................................................................................................. 124 Police Operations and Data Analysis, Dover, Delaware page v

TABLE 11-2: Events per Day, by Category ................................................................................................. 126 TABLE 11-3: Calls per Day, by Category .................................................................................................... 128 TABLE 11-4: Calls per Day, by Initiator and Months ................................................................................. 129 TABLE 11-5: Calls per Day, by Category and Months................................................................................ 131 TABLE 11-6: Primary Unit’s Average Occupied Times, by Category and Initiator .................................... 133 TABLE 11-7: Average Number of Responding Units, by Initiator and Category ....................................... 135 TABLE 11-8: Number of Responding Units, by Category, Other-initiated Calls ........................................ 137 TABLE 11-9: Calls and Work Hours per Day, by Category, Summer 2014 ................................................ 138 TABLE 11-10: Calls and Work Hours per Day, by Category, Winter 2015 ................................................. 140 TABLE 11-11: Average Occupied Times for Noncall Activities, by Category ............................................. 143 TABLE 11-12: Activities per Day, by Month .............................................................................................. 144 TABLE 11-13: Activities per Day, by Day of Week ..................................................................................... 145 TABLE 11-14: Activities per Hour, by Hour of Day .................................................................................... 147 TABLE 11-15: Average Response Time Components, by Category ........................................................... 161 TABLE 11-16: 90th Percentiles for Response Time Components, by Category ........................................ 162 TABLE 11-17: Average Dispatch, Travel, and Response Times, by Priority ............................................... 163 TABLE 11-18: Call Type, by Category ........................................................................................................ 165 TABLE 11-19: Reported Crime Rates in 2014, by City ............................................................................... 168 TABLE 11-20: Reported Municipal, State, and National Crime Rates, by Year ......................................... 170 TABLE 11-21: Reported Clearance Rates in Dover, 2013 .......................................................................... 170 Police Operations and Data Analysis, Dover, Delaware page vi

Figures FIGURE 3-1: Reported Violent and Property Crime Rates per 100,000 by Year ......................................... 22 FIGURE 3-2: Comparison of City and State Reported Crime Rates per 100,000, by Year........................... 22 FIGURE 4-1: Deployment and Workload, Weekdays, Summer .................................................................. 43 FIGURE 4-2: Workload Percentage by Hour, Weekdays, Summer ............................................................. 43 FIGURE 4-3: Deployment and Workload, Weekends, Summer .................................................................. 45 FIGURE 4-4: Workload Percentage by Hour, Weekends, Summer ............................................................. 45 FIGURE 4-5: Deployment and Workload, Weekdays, Winter ..................................................................... 46 FIGURE 4-6: Workload Percentage by Hour, Weekdays, Winter ................................................................ 46 FIGURE 4-7: Deployment and Workload, Weekends, Winter .................................................................... 47 FIGURE 4-8: Workload Percentage by Hour, Weekends, Winter ............................................................... 47 FIGURE 4-9: Spatial Representation of Other-Initiated CFS (Red=100 CFS) ............................................... 51 FIGURE 4-10: Spatial Representation of Crime–CFS (Red=100 Crime CFS) ................................................ 52 FIGURE 11-1: Percentage Events per Day, by Initiator ............................................................................. 124 FIGURE 11-2: Percentage Events per Day, by Category ............................................................................ 125 FIGURE 11-3: Percentage Calls per Day, by Category ............................................................................... 127 FIGURE 11-4: Calls per Day, by Initiator and Months ............................................................................... 129 FIGURE 11-5: Calls per Day, by Category and Months .............................................................................. 130 FIGURE 11-6: Average Occupied Times, by Category and Initiator .......................................................... 132 FIGURE 11-7: Number of Responding Units, by Initiator and Category ................................................... 134 FIGURE 11-8: Number of Responding Units, by Category, Other-initiated Calls ...................................... 136 FIGURE 11-9: Percentage Calls and Work Hours, by Category, Summer 2014......................................... 138 FIGURE 11-10: Percentage Calls and Work Hours, by Category, Winter 2015 ......................................... 140 FIGURE 11-11: Activities per Day, by Month ............................................................................................ 144 FIGURE 11-12: Activities per Day, by Day of Week ................................................................................... 145 FIGURE 11-13: Activities per Hour, by Hour of Day .................................................................................. 146 FIGURE 11-14: Deployed Officers, Weekdays, Summer 2014 .................................................................. 149 FIGURE 11-15: Deployed Officers, Weekends, Summer 2014 .................................................................. 149 FIGURE 11-16: Deployed Officers, Weekdays, Winter 2015..................................................................... 150 FIGURE 11-17: Deployed Officers, Weekends, Winter 2015 .................................................................... 150 FIGURE 11-18: Deployment and Other-Initiated Workload, Weekdays, Summer 2014 .......................... 152 FIGURE 11-19: Deployment and Other-Initiated Workload, Weekends, Summer 2014 .......................... 152 FIGURE 11-20: Deployment and Other-Initiated Workload, Weekdays, Winter 2015 ............................. 153 FIGURE 11-21: Deployment and Other-Initiated Workload, Weekends, Winter 2015 ............................ 153 FIGURE 11-22: Deployment and All Workload, Weekdays, Summer 2014 .............................................. 155 FIGURE 11-23: Deployment and All Workload, Weekends, Summer 2014 .............................................. 155 FIGURE 11-24: Deployment and All Workload, Weekdays, Winter 2015 ................................................. 156 FIGURE 11-25: Deployment and All Workload, Weekends, Winter 2015 ................................................ 156 Police Operations and Data Analysis, Dover, Delaware page vii

FIGURE 11-26: Average Response Time, by Hour of Day, Summer 2014 and Winter 2015 ..................... 159 FIGURE 11-27: Average Response Time by Category, Summer 2014 ....................................................... 160 FIGURE 11-28: Average Response Time by Category, Winter 2015 ......................................................... 160 FIGURE 11-29: Average Response Times and Dispatch Delays for High-Priority Calls, by Hour............... 163 FIGURE 11-30: Reported Violent and Property Crime Rates, by Year ...................................................... 169 FIGURE 11-31: Reported Municipal and State Crime Rates, by Year........................................................ 169 Police Operations and Data Analysis, Dover, Delaware page viii

Section 1. Executive Summary The Center for Public Safety Management, L.L.C. (CPSM) was commissioned to review the operations of the Dover Police Department (DPD). While our analysis covered all aspects of the department’s operations, particular areas of focus of this study included: identifying appropriate staffing of the department given the workload, community demographics, and crime levels; the effectiveness of the organizational structure; and the efficiency of division/unit processes. We analyzed the department workload using operations research methodology and compared that workload to staffing and deployment levels. We reviewed other performance indicators that enabled us to understand the implications of service demand on current staffing. Our study involved data collection, interviews with key police and administration personnel, focus groups with department personnel and volunteers/community members, on-site observations of the job environment, data analysis, comparative analysis, SWOT analysis, and the development of alternatives and recommendations. Based on CPSM’s detailed review of the Dover Police Department, it is our opinion that the department reflects a modern policy agency that is highly professional, well-managed, and responsive to the community’s needs. While members of the executive leadership team are veteran supervisors, they are somewhat new to their current positions. The executive leadership is focused on developing the leadership skills of the commanders and maintaining a united vision for the success of the department. CPSM found the entire staff was professional and dedicated to the mission of the department. All members of the department were open to the assessment process and exchanged ideas and information with the CPSM staff freely and honestly. Major recommendations follow and are discussed in detail throughout the report. These recommendations are offered to enhance the operation of the Dover Police Department and in no way are a reflection of any departmental deficiencies. The recommendations provided are meant to ensure that police resources are optimally deployed, operations are efficiently streamlined, and the services provided are cost-effective while the high level of police services currently being provided to the citizens of Dover, Delaware, are maintained. CPSM staff would like to thank City Manager Scott Koenig, Chief Paul M. Bernat, and the entire staff of the Dover Police Department for their gracious cooperation and assistance in completing this project. Police Operations and Data Analysis, Dover, Delaware page 1

Major Recommendations  The Dover Police Department should review its recruiting, hiring, selection, and training processes to ensure no barriers exist to diversifying the composition of the department.  Focus recruitment efforts on underrepresented populations in the Dover Police Department.  Empanel a calls for service (CFS) committee to evaluate service demands and attempt to reduce and/or eliminate nonemergency responses.  Extend the time period between the switching of start times for patrol shifts.  Address “hot spots” in the community by leveraging the efforts of the Community Policing Section.  Adopt a strategic approach to traffic safety. Place the responsibility for traffic safety with the supervisor of the Motorcycle Section and use this section as the research and planning arm to support this effort.  Add administrative support to the Special Enforcement Unit.  The S.O.R.T. commander should track all overtime for each call-out and monitor overtime costs for the purpose of budgetary planning.  Consider implementing a psychological evaluation specifically crafted for S.O.R.T. selection.  Consider identifying funding to support external advanced tactical training programs designed for high-risk team.  Consider purchasing two new Benelli semi-automatic shotguns.  Consider purchasing conversion kits for the S.O.R.T. members’ headphones so the headphones can successfully interface with the Motorola APX6000 radios.  The C.N.T. commander should track all overtime for each call-out and monitor overtime costs for the purpose of budgetary planning.  Consider implementing a psychological evaluation specifically crafted for C.N.T. selection.  Consider funding a new rescue phone with updated technology and a bionic ear communication system.  Have Internal Affairs conduct random audits of department video cameras, reports, and inspections for compliance with general orders.  Consider purchasing software for Internal Affairs use which is more user-friendly than IAPro and which has greater capabilities for analysis than Microsoft Word and Excel.  Initiate a technology committee inclusive of Crime Analysis and the Criminal Investigations supervisor to examine options for creating a more efficient and reliable way of collecting the workload data for the Criminal Investigations Section. Police Operations and Data Analysis, Dover, Delaware page 2

 Add one detective to Criminal Investigations to align workload with CPSM’s proposed staffing levels.  Consider offering specialty pay for specialized assignments so as to be able to recruit more candidates for transfer.  Ensure that a detective is trained in crime scene investigations and that this back-up position is available to the Crime Scene Section. One consideration is to train an additional detective in crime scene investigations.  Initiate a technology committee inclusive of Crime Analysis, the Criminal Investigations supervisor, and the Crime Scene investigator to examine options for creating a more efficient and reliable way of collecting the workload data for the Crime Scene Section.  Initiate a technology committee inclusive of Crime Analysis, the Criminal Investigations supervisor, and the SROs to examine options for creating a more efficient and reliable way of collecting the workload data for the Juvenile Section.  Convene a department-wide technology committee to research the possibility of modifications to the ADP payroll system or the possibility of identifying a more efficient and practical payroll system for specialized sections.  Initiate a technology committee inclusive of Crime Analysis, DVOC, and Street Crimes supervisors to examine options for creating a more efficient and reliable way of collecting the workload data for the DVOC Section and Street Crimes Unit.  Consider implementing a strategic plan for heroin interdiction using the framework of a Hotel Interdiction Program as described by the DVOC sergeant. Consider identifying funding to staff positions for this initiative.  It is recommended that the department designate, train, and support a court liaison officer or administrator who would work to perform triage on incoming subpoenas and develop plans to ensure that uniformed personnel are not needlessly being taken away from their ongoing duties merely to provide redundant or unnecessary testimony in court. This could be a part-time position filled by either a uniformed or nonsworn member of the department.  The department should critically examine and evaluate the need for the permanent assignment of desk officers on every shift. CPSM has observed many American police departments the approximate size of the DPD and which have moved away from utilizing a full-duty uniformed supervisor in this fashion, and have instead moved towards the use of nonsworn personnel for routine reception duties and the monitoring of prisoners.  CPSM commends the department for its continuing efforts to monitor and report on its performance. Nevertheless, a more comprehensive method of strategic planning and performance assessment is necessary. The department should develop and publish a written, multiyear strategic plan (as opposed to the cursory annual plans required by CALEA). It is imperative that the department develop reasonable and obtainable performance goals along with mechanisms for tracking the relative degree of progress in Police Operations and Data Analysis, Dover, Delaware page 3

achieving these goals from year to year. Command staff meetings should frequently reference the multiyear department strategic plan, as well as individual unit goals, as a means of checking overall progress toward these stated goals.  It has been CPSM’s experience that most American police departments do not currently have multiyear strategic plans as described above. Nevertheless, as continued calls for transparency and accountability by police departments will only become more insistent in coming years, it is recommended that the DPD begin the process of formulating such a plan now.  All police departments of the DPD’s size require frequent senior staff meetings to ensure coordination and the free flow of information. It is therefore recommended that the department continue to schedule and hold senior command staff meetings as necessary. However, it is likely that a significant portion of the items addressed at these meetings can more properly and effectively be addressed at enhanced staff meetings, as described here. ○ Enhanced staff meetings should be held monthly. ○ These meetings should be far more substantive and inclusive. This is particularly important for a department such as the DPD, which has experienced, and may in fact continue to experience, an unusually high level of turnover among its supervisory ranks. ○ All of the department’s operational and support units should be represented at all staff meetings. This includes the community policing unit, IT, training, professional standards unit, etc. This will ensure more open channels of communication and will foster organizational learning. ○ Review of patrol operations, detective division investigations and case updates, traffic enforcement operations, and training updates should always be included on the agenda and be presented in the same order at every meeting. ○ Minutes should continue to be recorded and maintained for the purpose of appropriate follow-up at subsequent meetings. Minutes can be circulated to participants via the department’s e-mail system. ○ As each violent crime is discussed, field commanders and detectives should continue to be challenged to explain what investigatory steps were taken after each incident, such as debriefs of suspects and witnesses and the canvassing of neighborhoods. These discussions would involve members of the department’s other units, as necessary. The department should make every effort to foster teamwork and “geographic accountability” on the part of patrol supervisors and the supervisors of special units.  The department has taken considerable steps to assemble a broad array of useful performance metrics. It is recommended that the department review the performance information that is currently being compiled and referred to during staff meetings, with an eye toward combining the information into a [single] usable performance measurement system or template. If all such data (or accurate and timely recapitulations) are readily accessible from one central database or data dashboard, the information is more likely to be regularly consulted/retrieved by both senior managers and field commanders and used to Police Operations and Data Analysis, Dover, Delaware page 4

actively manage daily operations. The information contained in this dashboard must be kept current and must be made available to supervisors between staff meetings.  In essence, this dashboard can serve as an activity report or performance assessment for the entire agency, and can be consulted daily by police supervisors. It is critical to have a central source of key performance data. Having multiple sources and locations of information hinders the department’s ability to engage in proactive management. It is critical that the department task one member of the service to obtain timely and accurate data to be used in this manner.  A data dashboard system of this type can record and track any or all of the following performance indicators: ○ The total number of training hours performed, type and total number of personnel trained. ○ The type and number of use-of-force reports prepared, personnel involved, time and place of occurrence, and general description of circumstances. ○ The geographic location (i.e., zone) and time of all arrests. ○ The geographic location and time of citations issued. ○ The type and number of civilian and internal complaints (and dispositions). ○ The type, number, location, and time of civilian vehicle accidents. ○ The type, number, location, and time of department vehicle accidents, both “at fault” and “no fault” accidents. ○ The type, number, location, and nature of all firearm discharges. ○ The results of systematic and random audits and inspections of all police operations (i.e., calls for service response and dispositions, property receipt and safeguarding, etc.). ○ The type, location, and number of any Terry stops (i.e., investigatory stops of suspects, otherwise known as stop, question, and frisk) performed, as well as a description of all individuals involved and a description of all actions taken. Data obtained in connection with these stops should be analyzed and actively tracked. It is important for the department to know: 1) how many stops are being made, 2) by whom, 3) who is being stopped, 4) where, 5) when, and 6) for what reason(s). Note: Information of this type is recommended by the Final Report of the President’s Task Force on 21st Century Policing. ○ The department is currently tracking many of the areas mentioned above, but with multiple systems. It is recommended that the department identify a useful subset of information from these databases and combine them into a user-friendly data dashboard. ○ An effective performance dashboard should also include traditional administration and budgetary measures, such as monthly and annual totals for sick time, comp time, and overtime. Police Operations and Data Analysis, Dover, Delaware page 5

 It is likely that a variety of administrative issues will be raised during staff meetings. For example, a meeting might address an increase in overtime that was experienced as a result of directed patrols, or budgetary issues relating to the purchase of equipment. Many police departments across the country have found that meetings that were originally designed for crime-fighting purposes quickly evolve into crime-fighting meetings that regularly address relevant administrative issues and provide meaningful feedback concerning the department’s relative degree of success in achieving goals that are stated in its multiyear strategic plan. CPSM recommends that the department remain open to introducing into staff meetings any relevant administrative issues as they arise.  The specific performance measures to be tracked and reported at staff meetings and/or included in the data dashboard are entirely at the discretion of the department. All police agencies have unique missions, challenges, and demands. Outside performance benchmarks or measures should not be imposed upon the department; they should be derived from within. It is recommended that all members of the department (and perhaps the community) be consulted to develop a comprehensive set of organizational performance indicators that accurately describe the type and quantity of work being performed.  It is imperative that baseline levels be established for all performance categories. This entails measuring a category over a period of months, calculating percentage increases and decreases, computing year-to-date totals, and averaging monthly totals in order to determine seasonal variation and to obtain overall performance levels for the agency. There is likely to be much seasonal variation in the work of the DPD. Such analysis can also include sector and individual officer performance review. For example, discrete patterns can emerge from analyzing when and where department-involved vehicle accidents occur. This performance information is invaluable in terms of determining optimum staffing levels.  The department should be vigilant in identifying new performance indicators. The department should review its current indicators and solicit input from all levels of the agency. “Key” performance indicators should be identified, with an understanding that they can always be expanded or modified at a later date. These indicators should always form the basis of discussions at staff meetings.  The department must identify one individual to search its data systems to regularly produce internal performance data to be used at staff meetings. It is recommended that the department’s new crime analyst focus on the production of crime data and that another sworn or nonsworn member of the department (such as its newly designated IT Manager) be trained and supported to draw useful administrative data from its internal systems (such as overtime expenditure by unit, training and internal affairs data) to be presented at staff meetings,  Any substantive changes to the current performance management framework must be communicated to, understood by, and acted upon by all members of the department.  The questioning of patrol supervisors, detective supervisors, and special unit supervisors must take the form of a collaborative dialogue. In other words, there must be an active give- and-take in which field commanders are challenged to explain why crime is occurring and Police Operations and Data Analysis, Dover, Delaware page 6

to set out their future plans for crime reduction. A critical aspect of these discussions is to identify lessons learned. There is a critical distinction between holding police supervisors personally accountable for these crimes (which they, obviously, have no responsibility for), and holding them accountable for using best efforts to address and respond to these crimes in an effort to reduce future occurrences.  Open discussions of this type challenge managers and enhance organizational learning opportunities. The staff meetings should be used to reflect upon the following questions: What is happening (in the community)? How do we know this? What should be done? Are our efforts having any effect? and, How can we tell?  The discussions and issues addressed at these meetings must relate directly to the department’s strategic plan and stated goals, for example, “a citywide reduction in the number of domestic violence incidents.”  The training division must be represented and must actively participate at all staff meetings. The training officer must be intimately involved in reviewing current police practices and policies in order to identify future training opportunities, assist in the selection of equipment and technology, and to actively participate in the department’s overall safety, enforcement, and risk management functions. It is important to appreciate the risk management aspect of staff meetings.  CPSM recognizes that nonsupervisory personnel generally should not participate in management meetings. Nevertheless, staff meetings should include and involve rank-and- file personnel (police officers or a dispatcher) whenever possible to obtain their perspectives concerning current patrol operations, community relations, and organizational challenges and opportunities. Authentic and spontaneous dialogue should be encouraged at these meetings.  Staff meetings should not be used primarily as a recapitulation of past events. Rather they should be used to generate new knowledge and specific action plans. Staff meetings have great potential for encouraging brainstorming and innovative problem solving.  The crime analyst should continue to be represented at all staff meetings and should be utilized to measure the relative effectiveness of major initiatives such as increased enforcement activities in designated hot spots. If directed patrols or undercover operations are planned, police commanders should be asked in advance to define what success looks like. In other words, if such initiatives are undertaken, the crime analyst would be asked to determine whether or not desired results were obtained. Results would be shared openly during staff meetings.  For a more detailed discussion of recommended practices for conducting staff meetings, see: O’Connell and Straub. (2007). Performance-Based Management for Police Organizations, (Waveland Press: Long Grove, IL), pp. 108-123.  Regardless of whether the staff meetings will address matters beyond traditional crime- fighting issues, the department should develop a comprehensive system (i.e., a data dashboard) for reviewing and regularly reporting out departmentwide performance data. Police Operations and Data Analysis, Dover, Delaware page 7

 A distinction must be made between performance measurement that is undertaken for internal purposes (i.e., for the purpose of managing police operations) and performance measurement for the primary or exclusive purpose of reporting out to city officials or other entities. Clearly, not all internal performance data should be reported out. Therefore, the department should carefully select those metrics that are believed to be relevant for reporting out purposes. City officials must be engaged in selecting performance categories that are most useful. Once this decision is made, a template or “dashboard” could easily be developed so that all future reports that are forwarded to third parties will appear in a standardized fashion. Performance indicators can be added or removed as necessary. Narrative reports or memoranda should only be used to supplement information provided in these reports. They should not be used as the primary means of transmitting this information.  It is therefore recommended that the department utilize a standard template to convey pertinent performance information to city officials. This would include primarily budgetary and administrative information, such as extra duty time, overtime, sick time, comp time, etc., as well as any other measures that the chief and city officials agree to include (perhaps vehicle crashes, arrests made in and around schools, etc.). Aggregate data should be broken down and fully analyzed whenever possible. For example, the department must continually report who is accumulating overtime, when, and why  CPSM recognizes that both the city and the department have this information. But mere access is not sufficient. This information must be shared, analyzed, and used as the basis of substantive discussions about organizational performance and effectiveness. In this way, the one-on-one meetings that regularly take place between the chief and the city manager will become far more substantive.  The one-on-one meetings between the chief and city officials that is recommended here are over and above and city-wide department head meetings that are currently taking place.  The exact list of performance indicators should be determined by the chief and city officials. The important thing is that: 1) regular (i.e., monthly) meetings take place between the chief and city officials, 2) that timely and accurate performance information be conveyed on a regular basis to city officials, and 3) that performance discussions follow a uniform/standardized template or format.  City officials must make it a priority to meet individually with the chief and or his senior staff to discuss the department’s monthly performance.  The department should consider convening periodic risk management meetings that are attended by senior management, representatives of the department’s training unit, the human resource director, and the city attorney’s office. These meetings should take place semiannually and should be used as an opportunity to review the department’s past safety, use-of-force, driving, and disciplinary records, and to proactively plan to reduce risk in terms of officer safety and civil liability. Such meetings would perform a much-needed practical function, would foster a culture of safety, and would also serve to enhance officer Police Operations and Data Analysis, Dover, Delaware page 8

morale. It also provides for that degree of transparency referenced in the Final Report of the President’s Task Force on 21st Century Policing.  CPSM finds that the department does engage in strategic planning and that its overall strategic plan is understood by most of its personnel. However, we cannot overstate the importance of having a formal (i.e., written and approved) multiyear strategic planning document. Therefore, we highly recommended that the department develop a comprehensive written strategic planning document that includes specific goals and objectives for the department as a whole as well as all operational units. This process should be undertaken slowly, thoughtfully, and inclusively. Once it is developed and properly vetted, this plan should be broadly communicated within the department and throughout the community.  The department should enhance the quality of information contained in its annual reports. Annual reports must continue to be made available to the public online.  Annual reports should not simply contain aggregate data for work performed during the previous year. Annual reports must make explicit reference to the department’s overall strategic plan. Specifically, annual reports should contain stated goals and objectives that have been identified for the period in question and should demonstrate the relative degree of success the department has had in achieving each of these goals. Prior annual reports have not included this feature.  Unit goals and individual performance targets and even individual goals for members of the service should all be linked in some way to the goals and objectives that have been identified in the department’s overarching strategic plan.  Performance evaluations for all sworn and nonsworn personnel must be conducted annually. The forms that are currently being used to evaluate personnel should be evaluated to ensure that all performance areas being evaluated are appropriate to police department personnel. The forms used to evaluate sworn personnel must be specific to rank (e.g., one form for police officers, one for corporals and sergeants, one for lieutenants, etc.)  CPSM recommends that the chief establish a chief’s advisory group. This group would be made up of community stakeholders such as local clergy, business leaders, school administrators, community advocates, etc., who would meet with the chief perhaps on a quarterly basis to informally discuss community needs and police-community relations. Advisory groups of this type have proven to be extremely successful in many American police apartments.  The department should revise its website to enable citizens wishing to file a complaint for minor property crimes (such as the theft of a bicycle) to do so electronically.  The department must continue to closely monitor the administration of the extra duty program.  The department should designate, train, and support one nonsworn member of the department to serve as its IT manager, not merely as IT technician. This would likely mean that total nonsworn IT staffing will need to be increased to two so that one current member Police Operations and Data Analysis, Dover, Delaware page 9

of the staff can serve the role of manager. While a detailed review of the duties and responsibilities and work flow associated with this position was not performed by the consultants, it appears that the DPD currently has enough IT–related work to justify this expenditure. Clearly, all police departments the size of the DPD must invest not only in new technology and hardware, but in human resources needed to address evolving technologies. The DPD should invest in its future technical support needs now, as new technologies such as body worn cameras, license plate readers, etc., may soon be placing extraordinary demands upon the department in terms of properly maintaining, securing, and using myriad new sources of data.  The IT manager should attend and participate in all staff meetings.  The department should create a technology task force. This would be a group of sworn and nonsworn employees of various ranks who would be charged with meeting regularly to determine the department’s current and future technology needs as well as any steps needed to ensure that the department remains current with regard to technological advancements. The panel should meet on a regular schedule, and should: 1) identify the department’s current technology needs; 2) identify any deficiencies of the department’s current communications (i.e., CAD) and records management system (RMS); 3) revise and update the department’s website, as necessary; and 4) make specific recommendations for improvement, where necessary.  The technology task force should be charged with developing a detailed, multiyear technology plan for the department. This plan would include a statement of current needs, as well as a detailed strategy for replacing old systems and equipment and acquiring new technology and equipment (software, hardware, etc.), adequately training personnel, and implementing a variety of advanced technologies to enhance organizational performance. The technology task force should also be charged with field testing and evaluating any new technologies.  The newly designated IT manager should serve as chair of the technology task force.  The technology task force should take the lead in terms of designing and monitoring a pilot program of body worn cameras, provided that adequate funding is made available. The DPD should address the issues of video storage, privacy issues, freedom of information (FOI) requests, etc. now, so as to be properly prepared for this inevitable technology. It is recommended that a member of the task force be charged with actively tracking and participating in any statewide discussions regarding recommended policy and use. (Note: This would be an ideal goal to be included in the department’s multiyear strategic plan)  The technology task force should also explore the possibility of developing the capability for wireless download of video data.  The community survey that is linked to the department's webpage should be reviewed and substantially enhanced. If the department determines that it wishes to continue offering an ongoing survey via its website, an effort should be made to advertise the survey as a means Police Operations and Data Analysis, Dover, Delaware page 10

of encouraging widespread participation, and to explain to users what use will be made of the information obtained.  Replace the water-based fire suppression equipment in the server room.  The crime analyst must become an active participant in all staff meetings and a partner in all planned investigative and tactical operations. It is imperative that the analyst receive timely and accurate feedback concerning all tactical plans that are formulated as a result of the information that she provides.  One sworn or nonsworn member of the department should be identified to serve as “chief information officer (CIO).” This person should be charged with taking a comprehensive inventory of the department’s various databases. In other words, the department needs to know what it knows. The designated CIO should work with the newly formed technology task force to devise a plan to reduce the total number of data sources (e.g., Excel spreadsheets) and to more fully utilize the capabilities of the department’s RMS. Clearly, in light of technological advances in American policing, and continued calls for transparency and accountability (see, for example, The President’s Task Force on 21st Century Policing) the amount of electronic data generated by the DPD will be increasing at an exponential rate over the next several years.  The department currently has small pockets of analytics dispersed throughout the department in its various units. These certainly assist managers in terms of providing decision support. However, these pockets of analytics are not properly linked and are only now becoming important to the organization. They are not yet being used in a strategic manner. In essence, the units are not openly talking to each other. The DPD must now advance to the point where it is routinely using timely and accurate data to inform most management decisions (both crime-fighting and administrative decisions). In this way, the department’s leadership can view the entire organizational landscape; that is, obtain an accurate view of subtle changes in the internal and external work environments and actively engage in ‘systems thinking’ as the ordinary course of business.  Some efforts in cross-training have been undertaken within the records division. This should be strongly encouraged and monitored.  The department should strongly consider the use of civilian volunteers to support the current records division staff.  All officers who are performing either regular or extra duty assignments in uniform must be directed to notify the communications section immediately upon arrival and upon leaving their assigned posts. Failure to do so should be considered a serious breach of department guidelines and should result in disciplinary action.  Patrol officers should be directed and trained to utilize the MDTs in their patrol vehicles to their fullest potential. The department should undertake additional training and direct its patrol officers to regularly perform routine queries such as license checks for themselves.  The city and the department should consider developing a 311 system for the handling of nonemergency calls for service. Police Operations and Data Analysis, Dover, Delaware page 11

 The department should develop a multiyear training plan. This training plan would identify specific training goals and objectives for all sworn and nonsworn members of the department, and should be incorporated into the department’s overall multiyear strategic plan. The department’s training officer would be chiefly responsible for developing, reviewing, and revising this plan as necessary.  All instructional materials (i.e., documents and PowerPoint slides) must be permanently maintained by the training unit. Lesson plans should be paginated as follows: Page 1 of 5, Page 2 of 5, etc.  The department should consider including nonsworn personnel in the training committee, such as representatives from the communications section, records unit, etc. The training committee should consider and address the training needs of all members of the department.  The training committee should assist the Planning and Training sergeant in the development and review of a written, comprehensive, multiyear training plan. This plan should include distinct, measurable training goals for the entire department (i.e., for personnel assigned to both the operations and administrative divisions).  The department should critically examine the duties and responsibilities associated with the position of ‘planning and training supervisor’ with an eye towards removing the planning function and shifting these practices and responsibilities more widely throughout the department.  All lesson plans and course materials should be marked “Page 1 of 4, Page 2 of 4, etc.”  A complete record of all roll call training (including policy reviews) should be kept and should include a brief description of the topic(s) covered; name and rank of person delivering the training; and names and ranks of those attending/receiving the training.  CPSM recommends that the department convene a group to develop a multiyear public information strategy. This group should consist of three (3) to five (5) individuals of various ranks who would meet periodically to plan, develop, and implement a clear public information strategy for the department.  The department should continue to have a designated public information officer (PIO) who must be properly trained and supported. The PIO should serve as chair of the public information strategy group.  This group should avail itself of outside resources, such as a member of the local media or a professor of communications from a local college or university. CPSM suggests that the department look to the Boca Raton (Fla.) Police Department as an example of a modern police agency with a sophisticated public information strategy and as a potential source of information and support.  The resulting public information strategy should be incorporated into the department’s overall strategic plan. Police Operations and Data Analysis, Dover, Delaware page 12

 The department’s public information strategy should include clear goals and objectives including, but not limited to, the effective use of social media.  The department should regularly engage in the practice of administering citizen satisfaction surveys (as opposed to merely making surveys available online). CPSM recommends that the department seek the assistance of faculty from a community college or university in the area, who can assist the department in the development of an appropriate survey instrument, administration of the survey, and analysis of findings.  The department should consider designating, training, and supporting a nonsworn employee (rather than a sworn member of the department) to administer the police athletic league (PAL) program.  Department staff, in conjunction with city staff, should convene a joint committee to review the efficiency and the feasibility of utilizing the ADP system in the Dover Police Department.  Department staff should convene a communication committee consisting of diverse ranks and representation of all department components to identify strategies to improve communication both vertically and horizontally. This committee should also focus on generational differences in communication to improve the quality of communication at the Dover Police Department.  Department staff should convene a technology/equipment committee consisting of diverse ranks, representation from all units, and the inclusion of city personnel to create a strategic technology and equipment planning document with action steps reflective of a realistic and efficient timeline. Proactive planning will help navigate through a changing technological environment.  The department should review on an annual basis its transfer policy and ensure that the stipulations of the policy are being met with each and every department transfer of personnel.  The department should initiate a formal succession planning program that includes identifying staff development, talent acquisition, and a timeline for the department’s leadership transition as a best practice.  The department needs to ensure that each component of the department is systematically and consistently collecting workload statistics to support increases in staffing requests. Data need to be an integral part in determining needed staffing levels. Summary of Staffing Recommendations  Add administrative support to the Special Enforcement Unit.  Add one detective to Criminal Investigations to align workload with CPSM’s proposed staffing levels. Police Operations and Data Analysis, Dover, Delaware page 13

 Consider implementing a strategic plan for heroin interdiction using the framework of a Hotel Interdiction Program as described by the DVOC sergeant. Consider identifying funding to staff positions for this initiative.  It is recommended that the department designate, train, and support a court liaison officer or administrator who would work to perform triage on incoming subpoenas and develop plans to ensure that uniformed personnel are not needlessly being taken away from their ongoing duties merely to provide redundant or unnecessary testimony in court. This could be a part-time position filled by either a uniformed or nonsworn member of the department.  The department should critically examine and evaluate the need for the permanent assignment of a desk officer on every shift. CPSM has observed many American police departments the approximate size of the DPD and which have moved away from utilizing a full-duty uniformed supervisor in this fashion, and have instead moved toward the use of nonsworn personnel for routine reception duties and the monitoring of prisoners.  The department should designate, train, and support one nonsworn member of the department to serve as its IT manager, not merely as IT technician. This would likely mean that total nonsworn IT staffing will need to be increased to two so that one current member of the staff can serve the role of manager. While a detailed review of the duties and responsibilities and work flow associated with this position was not performed by the consultants, it appears that the DPD currently has enough IT–related work to justify this expenditure. Clearly, all police departments the size of the DPD must invest not only in new technology and hardware, but in human resources needed to address evolving technologies. The DPD should invest in its future technical support needs now, as new technologies such as body worn cameras, license plate readers, etc., may soon be placing extraordinary demands upon the department in terms of properly maintaining, securing, and using myriad new sources of data.  The department should consider designating, training, and supporting a nonsworn employee (rather than a sworn member of the department) to administer the police athletic league (PAL) program. Consistent Theme Found In the Recommendations: The Need for Strategic Planning and On-Going Performance Measurement A consistent theme that is found throughout the recommendations is that the Dover Police Department needs to implement department-wide strategic planning and ongoing performance measurement. Strategic planning is more than generating a document; it should be used as a learning tool to convert the minds of managers from thinking only about day-to-day operations to refocusing their perspectives on both daily operations and long-term goals and objectives that promote the vision and values of the department. The importance of having a strategic planning process is that it becomes the vehicle for developing strategies and tactics that enable the police department’s vision to turn into a reality. The benefit of Police Operations and Data Analysis, Dover, Delaware page 14

a police department having a strategic plan is it creates a platform to move the department from where it is currently to where the department wants to be. A traditional starting point for a strategic plan can begin with conducting a SWOT analysis. In this report CPSM provides a limited SWOT analysis using the discussion from four focus groups (see page 110). Fulfilling a police department’s vision of the future does not happen at random; instead, successful police departments create goals that follow the S.M.A.R.T. acronym — specific, measurable, attainable/achievable, relevant, and time-bound/time-sensitive. Tactical objectives are then created from the goals, and action items are identified and executed. What is equally important to the design of a strategic plan is for department employees to be part of the process, embrace change, and contribute to defining the department’s strategic plan. Without department-wide buy- in as to the importance of strategic planning, execution of the plan will be limited. A by-product of having department employees involved in the strategic planning process is that it will shatter the silos that have been erected over the years, and communication both vertically and horizontally will be enhanced. The second consistent theme found in the recommendations is the need to expand the department’s efforts to measure performance. While the department has taken considerable steps to assemble a broad array of useful performance metrics, these metrics need to be reviewed for their current applicability, one dashboard needs to be created that captures all of the metrics, and department members need to have access to the dashboard so the information can be effectively utilized. Currently, these metrics are found in different computer systems that are not accessible by all units. The Dover Police Department is one component of a multifaceted city government system. All components of the City of Dover should have a strategic plan that, when combined, can be utilized to prioritize the city’s needs and execute an effective strategy to ensure a community where citizens want to call the City of Dover “home.” Police Operations and Data Analysis, Dover, Delaware page 15

Section 2. Methodology Data Analysis CPSM used numerous sources of data to support our conclusions and recommendations for the Dover Police Department (DPD). Information was obtained from the FBI Uniform Crime Reporting (UCR) Program, Part I offenses, along with numerous sources of DPD internal information. UCR Part I crimes are defined as murder, rape, robbery, aggravated assault, burglary, larceny-theft, and larceny of a motor vehicle. Internal sources included data from the computer-aided dispatch (CAD) system for information on calls for service (CFS). Interviews This study relied extensively on intensive interviews with DPD personnel. On-site and in-person interviews were conducted with all division commanders regarding their operations. Focus Groups/SWOT Analysis A focus group is an unstructured group interview in which the moderator actively encourages discussion among participants. Focus groups generally consist of eight to ten participants and are used to explore issues that are difficult to define. Group discussion permits greater exploration of topics. For the purposes of this study, focus groups were held with a representative cross-section of employees within the department. A SWOT analysis methodology was used to create an awareness of the organizational culture, strengths, weaknesses, opportunities, and threats. Document Review CPSM consultants were furnished with numerous reports and summary documents by the Dover Police Department. Information on strategic plans, personnel staffing and deployment, monthly and annual reports, operations manuals, intelligence bulletins, evaluations, training records, and performance statistics were reviewed by project team staff. Follow-up phone calls were used to clarify information as needed. Operational/Administrative Observations Over the course of the evaluation period, numerous observations were conducted. These included observations of general patrol, special enforcement, investigations, and administrative functions. CPSM representatives engaged all facets of department operations from a “participant observation” perspective. Implementing the Report’s Recommendations CPSM’s conclusions and recommendations provide a blueprint for both the city and police administrations to move forward. The city administration should have periodic meetings with the DPD to ensure that CPSM’s recommendations are implemented. It is strongly recommended that the chief identify and task one individual with responsibility for implementing these recommendations. This person should establish a liaison with the chief of police and should be given the authority and responsibility to effectuate the recommended changes. This includes ensuring the recommendations are executed in a timely fashion and then evaluating the Police Operations and Data Analysis, Dover, Delaware page 16

department’s progress every six (6) months. If the city desires, CPSM can provide a service to review, monitor, and evaluate the department’s progress to help ensure that the recommendations are being implemented properly. If the police administration continues to have difficulty implementing the recommendations, CPSM can assist with implementation. Police Operations and Data Analysis, Dover, Delaware page 17

Section 3. Community and Department Overview The City of Dover was founded by William Penn in 1683, and in 1717 was officially designated a city by the Delaware General Assembly. Dover is located in Kent County and has served as the capital of Delaware since 1777. The city has a total land area of 26,000 acres and has a larger land area than any other city on the Delmarva Peninsula. The estimated population is approximately 37,355 persons. Dover is home to five colleges and Dover Air Force Base. The city’s form of government is a modified council-city manager model. The Mayor and Council members are elected by district and serve as policy makers. The council also has the responsibility of appointing the City Manager, Tax Assessor, City Clerk, City Treasurer, City Solicitor, Fire Marshal, Building Inspector, and City Planner, and these positions report directly to the City Council. The Police Chief is selected through a process that includes a selection committee comprised of the Mayor, Council President, chair of the safety advisory and transportation committee, City Manager, and Human Resources Director. This selection committee shall present to the Mayor a nomination for the position of Police Chief. The Mayor shall nominate a duly qualified Chief of Police, whose appointment shall be effective upon confirmation by the City Council. The city is protected by a volunteer fire department and is the only capital city in the United States to be served by a volunteer fire department. The Dover Police Department is an accredited law enforcement agency. Mission Statement of the Dover Police Department It is the mission of the Dover Police Department to proudly serve the community by protecting the life and property of its citizens, enforcing the law, and working in partnership with the public to enhance the quality of life and nurture public trust by holding ourselves to the highest standards of performance and ethics. We are committed to providing programs and services which at all times places public safety as a top priority, support the victims’ rights, and recognize the value of human resources as represented by employees, volunteers, and the citizens and visitors of this City, develop relationships with community groups, residential and business organizations, and promote an environment receptive to residents, tourism, and visitors. Demographics The City of Dover is a demographically diverse community, although the population is primarily white (48.3 percent) and African American (42.2 percent). The city experienced a population increase estimated at 4.0 percent from 2010 to 2014. Educational levels in the city are similar to the state as a whole: 86.1 percent of the city’s population has a high school diploma compared to 87.7 percent of the state’s population. College graduates account for 26.9 percent of the city’s population age 25 and higher, compared to 28.7 percent for the state. The mean value of owner-occupied housing units is $181,300 for the city, compared to $235,800 for Delaware as a whole. Police Operations and Data Analysis, Dover, Delaware page 18

These demographics reflect a community that is primarily white and African American, high-school educated, and representative of an average socio-economic lifestyle. Table 3-1 provides a demographic comparison between the City of Dover and the State of Delaware. Policing in the city must take into account a swelling in the city’s population due to students, visitors, and business personnel. Dover is home to Del-Tech Community College with a population of 3,000; Wesley College, population of 1,400; Delaware State University, population 5,568; Wilmington College, population 410; Dover Downs Casino, visiting population of more than 5,000; and Dover Air Force Base, population 12,000. While some of these people may be residents of the city, they nevertheless add to the population the Dover Police Department must serve. (Statistics provided by Dover Police Department). Police Operations and Data Analysis, Dover, Delaware page 19

TABLE 3-1: Demographics Comparison between City of Dover and State of Delaware Demographic City of Dover State of Delaware Land Area in Square Miles, 2010 23.15 1,948.54 Persons per Square Mile, 2010 1,557.2 460.8 2014 Population 37,355 935,614 2010 Population 36,047 897,934 Percent Change from 2010 to 2014 4.0% 4.2% Persons under 5 years, percent, 2010 6.6% 6.2% Persons under 18 years, percent, 2010 21.5% 22.9% Persons 65 years and over, percent, 2010 14.4% 14.4% Female persons, percent, 2010 53.6% 51.6% White, percent, 2010 48.3 % 68.9% Black or African American, percent 2010 42.2% 21.4% American Indian and Alaska Native, percent, 2010 0.5% 0.5% Asian, percent, 2010 2.7% 3.2% Native Hawaiian/Other Pacific Islander, percent, 2010 0.1% 0.0% Hispanic/Latino, percent, 2010 6.6% 8.2% Two or More Races, percent, 2010 4.1% 2.7% Foreign born persons, percent, 2009-2013 6.9% 8.4% Language Other than English Spoken at Home, Age 5+, 8.4% 12.6% 2009-2013 High School Graduate, age 25+, 2009-2013 86.1% 87.7% Bachelor’s Degree or Higher, Age 25+, 2009-2013 26.9% 28.9% Veterans, 2009-2013 3,694 75,081 Mean Travel Time to Work in Minutes, Workers Age 20.4 24.8 16+, 2009-2013 Households, 2009-2013 12,658 335,707 Persons per Household, 2009-2013 2.55 2.63 Housing Units, 2010 15,024 405,885 Homeownership Rate, 2009-2013 54.0% 72.5% Housing Units in Multi-Unit Structures, percent, 2009- 33.1% 17.6% 2013 Median Value of Owner-Occupied Housing Units, 2009- $181,300 $235,800 2013 Source: United States Census Bureau. Retrieved from http://quickfacts.census.gov/qfd/states/10/1021200.html Police Operations and Data Analysis, Dover, Delaware page 20

Uniform Crime Report/Crime Trends The FBI’s Uniform Crime Reports (UCR) report data on crime from police departments in the United States; the reports are utilized to measure the extent, fluctuation, and distribution of crime. For reporting purposes, criminal offenses are divided into two categories: Part 1 offenses and Part 2 offenses. In Part 1 offenses, the UCR indexes incidents in two categories: violent crimes and property crimes. Violent crimes include murder, rape, robbery, and aggravated assault. Property crimes include burglary, larceny, and motor vehicle theft. While communities differ from one another in population, demographics, geographical landscape, and social-economic distinctions, comparisons to other jurisdictions can be helpful in illustrating how communities in Delaware compare to one another in terms of crime rates. As indicated in Table 3-2, in 2013 Dover had a UCR Part 1 violent crime rate of 642.4 violent crimes and 4,974.7 property crimes per 100,000 residents. In comparing Dover with the other municipalities listed, it can be seen that Middletown and Smyrna had lower violent crime and property crime rates. However, both Middletown and Smyrna had a substantially lower population as compared to Dover, with fifty-two (52) percent and thirty (30) percent of Dover’s population, respectively. Dover’s violent and property crime rates were more than two times that of Newark, which is similar in size to Dover. In comparing Wilmington, which has a population forty-seven (47) percent greater than Dover, had a violent crime rate more than twice that of Dover’s and a property crime rate that was about six (6) percent higher. Dover’s violent and property crime rates were substantially higher than either the state or national rates. TABLE 3-2: 2013 Comparison of Reported Crime Rates by Jurisdiction Crime rates (per 100,000) Agency State Population Violent Property Total Dover DE 37,671 642.4 4,974.7 5,617.1 Middletown DE 19,763 308.7 2,378.2 2,686.8 Newark DE 32,813 316.9 2,270.4 2,587.4 Smyrna DE 11.170 555.1 2,900.6 3,455.7 Wilmington DE 71,713 1,637.1 5,250.1 6,887.2 Delaware 935,614 489.1 2,982.0 3,471.1 National 318,857,056 365.5 2,596.1 2,961.6 An examination of the trend in violent and property crime rates in Dover from 2005 to 2014 shows that the violent crime rate has remained somewhat consistent over that time period, with small spikes in violent crime in 2011(rate of 859.5 per 100,000), in 2006 (833.0), and in 2008 (821.1). Property crime increased in 2005 through 2008, decreased in 2009, increased in 2010 and 2011, and then decreased since then to about the same rate as in 2005. Determining the reasons for the fluctuation in crime rates is beyond the scope of this study. Figure 3-1 illustrates the reported violent and property crime rates per 100,000 in Dover for the time frame of 2005 through 2014. Police Operations and Data Analysis, Dover, Delaware page 21

FIGURE 3-1: Reported Violent and Property Crime Rates per 100,000 by Year Dover City Crime Rates By Year 8,000.0 7,000.0 6,000.0 5,000.0 4,000.0 3,000.0 2,000.0 1,000.0 0.0 . • • • • • • • • • 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 ~ Violent ~ Property Figure 3-2 compares the trend in crime rates between the City of Dover and the State of Delaware during the time frame of 2005 through 2014. Over that period, the city experienced substantially higher overall crime rates as compared to the state. FIGURE 3-2: Comparison of City and State Reported Crime Rates per 100,000, by Year Dover and Delaware Total Crime Rates 8,000.0 7,000.0 6,000.0 5,000.0 4,000.0 3,000.0 ....---· • • • • • • • • 2,000.0 1,000.0 0.0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 ~ Dover PD Total ~Delaware Total Table 3-3 compares the city’s crime rates to both the state and national rates year by year for the period 2005 through 2014. During that period, in each year Dover had a higher violent crime rate per 100,000 citizens in comparison to the state and national rates, with the exception of 2005, in which Dover had a violent crime rate of 606.1 compared to the state violent crime rate of 633.0. Police Operations and Data Analysis, Dover, Delaware page 22

Furthermore, Dover had a consistently and substantially higher property crime rate per 100,000 citizens as compared to both the state and national rates. Police Operations and Data Analysis, Dover, Delaware page 23

TABLE 3-3: Comparison of City, State, and National Crime Rates per 100,000, by Year Dover Delaware National Year Population Violent Property Total Population Violent Property Total Population Violent Property Total 2005 34,151 606.1 4,808.1 5,414.2 841,741 633.0 3,118.0 3,751.0 296,507,061 469.0 3,431.5 3,900.5 2006 34,693 833.0 4,905.9 5,738.9 853,476 701.0 3,476.4 4,177.4 299,398,484 479.3 3,346.6 3,825.9 2007 35,133 788.4 5,297.0 6,085.4 864,764 705.4 3,378.5 4,083.9 301,621,157 471.8 3,276.4 3,748.2 2008 36,291 821.1 5,555.1 6,376.2 873,092 708.6 3,594.7 4,303.3 304,059,724 458.6 3,214.6 3,673.2 2009 36,571 787.5 5,239.1 6,026.6 885,122 645.4 3,353.8 3,999.2 307,006,550 431.9 3,041.3 3,473.2 2010 37,113 644.0 5,717.7 6,361.7 899,792 623.3 3,453.9 4,077.2 309,330,219 404.5 2,945.9 3.350.4 2011 36,416 859.5 6,159.4 7,018.9 908,137 566.4 3,431.5 3,997.9 311,587,816 387.1 2,905.4 3,292.5 2012 36,961 757.6 5,922.5 6,680.0 917,092 547.4 3,340.9 3,888.3 313,914,040 386.9 2,859.2 3,246.1 2013 37,401 711.2 5,596.0 6,307.1 925,749 491.4 3,065.5 3,556.9 316,128,839 367.9 2,730.7 3,098.6 2014 37,671 642.4 4,974.7 5,617.1 935,614 489.1 2,982.0 3,471.1 318,857,056 365.5 2,596.1 2,961.6 Clearance rates measure the effectiveness of the police department in investigating and successfully solving crimes. Solving crimes in this context of clearance rates is when an individual is charged with the crime. Clearance rates are calculated by dividing the number of solved crimes by the total number of crimes during a given time period. Clearance rates are one of many factors that can be used to evaluate the effectiveness of a police department. However, there are many variables that affect crime. As a performance measurement tool, clearance rates are best used by the police department to evaluate the police department’s performance from year to year as an internal measurement. Table 3-4 is presented for only informational purposes; it shows the clearance rates for Part 1 crimes for the city, the state, and the nation. Police Operations and Data Analysis, Dover, Delaware page 24

TABLE 3-4: Reported Clearance Rates for Dover, State of Delaware, and U.S., 2013 Dover PD Delaware National Crime Crimes Clearances Rate Crimes Clearances Rate Crimes Clearances Rate Murder & Manslaughter 1 1 100% 43 21 49% 14,749 9,106 62% Rape 16 12 75% 399 295 74% 96.316 36,794 38% Robbery 58 40 69% 1,233 457 37% 341,538 95,591 28% Aggravated Assault 189 151 80% 2,960 2,227 75% 713,479 395,145 55% Burglary 88 51 58% 6,296 1,617 26% 1,884,360 240,004 13% Larceny 1,919 834 43% 21,339 7,015 33% 5,882,210 1,270,557 22% Vehicle Theft 86 20 23% 1,355 223 16% 690,038 95,111 14% Police Operations and Data Analysis, Dover, Delaware page 25

Comparisons/Benchmarks The Benchmark City Survey was begun in 1997 by a group of police chiefs from across the country to establish a measurement tool to determine if their departments were providing the best service possible to their communities in an efficient manner. The 2014 survey included twenty-nine (29) police departments; the average population of these cities was 164,560, with a median population of 147,220. While communities differ from one another, comparisons can be helpful in benchmarking the performance of a police department. The 2014 survey, the most recent available, reports that the participating police departments’ budgets averaged 28.5 percent of their cities’ total budget. In comparison, the 2014-2015 Dover Police Department budget was $15,603,100 inclusive of capital outlay, and the total city budget was $136,278,200. Thus, the Dover Police Department budget was 11.4 percent of the total city budget, which is lower than the participating police departments’ average of 28.5 percent. Another budget comparison that can be made from the 2014 Benchmark City Survey is the breakdown of the police department’s costs per citizen. In the 2014, the average police department budget equated to $233.10 per citizen. By comparison, the Dover Police Department’s budget equated to $417.69 per citizen, which is 79.19 percent higher than the Benchmark City Survey average cost per citizen.1 In terms of staffing, the 2014 Benchmark City Survey indicates an average of 718.4 citizens per officer, or 1.45 officers per 1,000 citizens. In 2015, the Dover Police Department had an authorized strength of 101 sworn officers. This then equates to 369.85 citizens per officer and 2.7 officers per 1,000 citizens. Thus, one can state that the Dover Police Department is providing a higher ratio of officer to citizens, in comparison to the Benchmark City Survey; yet cost-effectiveness reduction strategies need to be reviewed by the department as costs per citizen were significantly higher. In terms of benchmarking, the Dover Police Department is exceeding the benchmark standards of the 2014 Benchmark City Survey of Police Department in terms of a lower percent of total city budget. Department’s Financial Sustainability The department’s budget has seen incremental yearly increases. Table 3-5 shows the annual budget for the Dover Police Department for fiscal years 2011-2012, 2012-2013, 2013-2014, and 2014- 2015. The budget figures include personnel costs, operating budget, and capital outlay. The table shows a 14.11 percent increase in funding over this four-year period. 1 Benchmark City Survey, 2014 Data. Retrieved from http://www.olatheks.org/files/police/A%20- %20Benchmark%20City%20Survey%20-%202014%20Data%20-%20Demographics.pdf Police Operations and Data Analysis, Dover, Delaware page 26

TABLE 3-5: Annual Police Department Budget for Fiscal Years 2012-2015 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget $13,673,074 $14,449,273 $14,999,808 $15,603,100 (Source: City of Dover, Fiscal Year 2015-2016 Annual Operating Budget, http://www.cityofdover.com/City- Budget/) Table 3-6 displays the authorized staffing levels for fiscal years 2012 through 2015. During this four-year period, overall staffing increased by 10.25 percent. When increases in staffing are separated by sworn officers versus civilian personnel, it can be seen that sworn officers increased by 5.43 percent, while civilian personnel increased by 28.0 percent. The city has provided consistent financial support to the department during a time period in which many police departments experienced a decrease in funding. Department’s Staffing Levels, 2012 - 2015 Table 3-6 presents the staffing levels for sworn and nonsworn personnel for fiscal years 2012 through 2015. Race and gender comparisons are also presented for this period. TABLE 3-6: Authorized Staffing Levels for Fiscal Years 2012-2015 2012 Male Female African African Sworn Personnel Caucasian American Hispanic Other Caucasian American Hispanic Other Entry Level/ Technician 44 8 3 1 2 1 0 0 Supervisory (MCpl/Sgt) 22 2 0 0 1 0 0 0 Command (Lt/Capt) 5 1 0 0 0 0 0 0 Executives (Maj.-above) 2 0 0 0 0 0 0 0 Subtotal (92) 73 11 3 1 3 1 0 0 Nonsworn Personnel Clerical/Custodial 11 1 0 1 9 0 0 0 Supervisory/Technical 2 0 0 0 1 0 0 0 Managerial/Professional 0 0 0 0 2 0 0 0 Executive 0 0 0 0 0 0 0 0 Subtotal (25) 13 1 0 1 12 0 0 0 TOTAL (117) 86 12 3 2 15 1 0 0 Police Operations and Data Analysis, Dover, Delaware page 27

2013 Male Females African African Sworn Personnel Caucasian American Hispanic Other Caucasian American Hispanic Other Entry Level/ Technician 44 9 3 1 3 0 0 0 Supervisory (MCpl/Sgt) 23 1 0 0 1 0 0 0 Command (Lt/Capt) 4 2 0 0 0 0 0 0 Executives (Maj.-above) 1 1 0 0 0 0 0 0 Subtotal (93) 72 13 3 1 4 0 0 0 Non-sworn Personnel Clerical/Custodial 13 0 0 1 9 0 0 0 Supervisory/Technical 2 0 0 0 1 0 0 0 Managerial/Professional 0 0 0 0 2 0 0 0 Executive 0 0 0 0 0 0 0 0 Subtotal (28) 15 0 0 1 12 0 0 0 TOTAL (121) 87 13 3 2 16 0 0 0 2014 Males Females African African Sworn Personnel Caucasian American Hispanic Other Caucasian American Hispanic Other Entry Level/ Technician 42 9 3 1 3 0 0 0 Supervisory (MCpl/Sgt) 25 1 0 0 0 0 0 0 Command (Lt/Capt) 5 1 0 0 0 0 0 0 Executives (Maj.-above) 1 1 0 0 0 0 0 0 Subtotal (92) 73 12 3 1 3 0 0 0 Non-sworn Personnel Clerical/Custodial 15 1 0 1 9 0 0 0 Supervisory/Technical 2 0 0 0 1 0 0 0 Managerial/Professional 0 0 0 0 2 0 0 0 Executive 0 0 0 0 0 0 0 0 Subtotal (31) 17 1 0 1 12 0 0 0 TOTAL (123) 90 13 3 2 15 0 0 0 Police Operations and Data Analysis, Dover, Delaware page 28

2015 Males Females African African Sworn Personnel Caucasian American Hispanic Other Caucasian American Hispanic Other Entry Level/ Technician 48 9 3 0 3 0 0 0 Supervisory (MCpl/Sgt) 22 2 1 0 1 0 0 0 Command (Lt/Capt) 6 0 0 0 0 0 0 0 Executives (Maj.-above) 1 1 0 0 0 0 0 0 Subtotal (97) 77 12 4 0 4 0 0 0 Non-sworn Personnel Clerical/Custodial 16 1 0 1 8 0 0 0 Supervisory/Technical 2 0 0 0 1 0 1 0 Managerial/Professional 0 0 0 0 2 0 0 0 Executive 0 0 0 0 0 0 0 0 Subtotal (32) 18 1 0 1 11 0 1 0 TOTAL (129) 95 13 4 1 15 0 1 0 Source: Dover Police Department, 3/4/2016. Workforce Diversity Nationally, recent events involving communities and their police have resulted in a spotlight on the diversity within law enforcement agencies.2 There are police departments throughout the United States where the composition of the police force does not match the demographics of the community at large.3 According to the 2010 United States Census Bureau, the City of Dover is 48.3 percent white, 42.2 percent Black/African American, 6.6 percent Latino, and 53.6 percent female. However, the composition of the Dover Police Department does not reflect the demographics of the community. Representation of minorities and females in the composition of sworn officers remained fairly low and consistent from 2012 to 2015. Specifically, in 2015, the composition of the police department was: 79.38 percent white male, 12.37 percent Black/African American male, 4.12 percent Hispanic/Latino male, and 4.12 percent White female. Black/African American females and Hispanic/Latino females were not represented in the sworn officer ranks in the Dover Police Department. The department should review its recruiting, hiring, selection, and training processes to determine if, within the police department, there are any barriers to achieving greater diversity in sworn 2 Diversity in Law Enforcement: A Literature Review. (January 2015). U.S. Department of Justice, Civil Rights Division, Office of Justice Programs & U.S. Equal Employment Opportunity Commission. Retrieved from http://www.cops.usdoj.gov/pdf/taskforce/Diversity_in_Law_Enforcement_Literature_Review.pdf 3 Jeremy Ashkenas and Haeyoun Park. “The Race Gap in America’s Police Departments,” New York Times, September 4, 2014. Police Operations and Data Analysis, Dover, Delaware page 29

positions. If it is determined that the applicant pool lacks diversity, efforts should be made to increase diversity by recruiting through colleges and the military. “Although workforce diversity alone may not resolve all issues related to fairness and effectiveness of policing, achieving diversity in law enforcement agencies can increase trust between those agencies and the communities they serve”(p.1).4 Recommendations:  The Dover Police Department should review its recruiting, hiring, selection, and training processes to ensure no barriers exist to diversifying the composition of the department.  Focus recruitment efforts on underrepresented populations in the Dover Police Department. Grant Awards 2013-2015 The department reported grant funding summaries for the period of 2013 through 2015 as listed in Tables 3-7, 3-8, and 3-9. The department has been very successful in both securing and increasing the value of grant awards. From 2013 to 2015, monetary grant awards increased by 89.97 percent. These awards were provided to the department by various funding sources. TABLE 3-7: 2013 Grant Funding Summary Grant Amount Delaware Police Chiefs’ Council $25,000.00 Emergency Illegal Drug Enforcement (EIDE) Grants $11,801.57 Emergency Illegal Drug Enforcement (EIDE) Grants $4,105.54 State Aid to Local Law Enforcement (SALLE) Grants $19,963.70 State Aid to Local Law Enforcement (SALLE) Grants $6,000.00 Violent Crimes Fund Grants $45,785.34 Other State Departments/Office of Highway Safety Events $50,411.08 Delaware Alcohol Tobacco Enforcement (DATE) Grants $17,034.23 U.S. Department of Justice/Edward G. Byrne Memorial $57,604.00 U.S. Treasury $4,529.15 Total $242,234.61 4 Op. Cit. Police Operations and Data Analysis, Dover, Delaware page 30

TABLE 3-8: 2014 Grant Funding Summary Grant Amount State Attorney General’s Office/Criminal Justice Council $16,840.00 Grants State Law Enforcement Assistance Fund (SLEAF) Grants $12,000.00 Delaware Police Chiefs’ Council (DPCC) $25,000.00 Emergency Illegal Drug Enforcement (EIDE) Grants $12,083.33 Emergency Illegal Drug Enforcement (EIDE) Grants $1,850.00 Emergency Illegal Drug Enforcement (EIDE) Grants $11,776.12 Emergency Illegal Drug Enforcement (EIDE) Grants $5,965.75 State Aid to Local Law Enforcement (SALLE) Grants $20,516.40 State Aid to Local Law Enforcement (SALLE) Grants $6,000.00 Violent Crimes Fund Grants $75,523.53 Other State Departments/Office of Highway Safety Events $38,161.54 U.S. Department of Justice/Edward G. Byrne Memorial $48,375.00 U.S. Treasury $23,779.60 Total $297,871.27 TABLE 3-9: 2015 Grant Funding Summary Grant Amount Kent County Levy Court $20,173.00 State Attorney’s Office/Criminal Justice Council Grants $9,500.00 State Attorney’s Office/Criminal Justice Council Grants $18,300.00 State Law Enforcement Assistance Fund (SLEAF) Grants $9,000.00 Delaware Police Chiefs’ Council (DPCC) $27,000.00 State Law Enforcement Assistance Fund (SLEAF) Grants $20,559.57 State Aid to Local Law Enforcement (SALLE) Grants $20,138.01 State Aid to Local Law Enforcement (SALLE) Grants $6,000.00 Violent Crimes Fund Grants $76,716.48 SALLE, EIDE, Violent Crimes Fund Grants $69,968.43 Other State Departments/Office of Highway Safety Events $29,725.00 Delaware Alcohol Tobacco Enforcement (DATE) Grants $14,800.00 U.S. Department of Justice/Edward G. Byrne Memorial $51,549.00 U.S. Treasury $86,758.43 Total $460,187.92 Police Operations and Data Analysis, Dover, Delaware page 31

Memoranda of Understanding (MOUs) The department has MOUs with other agencies, including:  436th Security Forces, Dover Air Force Base.  Capital School District. Police Operations and Data Analysis, Dover, Delaware page 32

Section 4. Patrol Unit The Patrol Unit is a component of the Operation Division; the unit is comprised of four patrol platoons. The Dover Police Department provides the community with a full range of police services, including responding to emergencies and calls for service (CFS), performing directed activities, and solving problems. The department is service oriented, and thus provides a high level of service to the community. Essentially, every call for service from the public gets a police response and every criminal case gets investigated. The department embraces this approach and considers every request for service from the public important and deserving of a police response. Demand It was reported to the CPSM team that no call is considered too minor to warrant a response and no case is too small to warrant an investigation. The result of this policing philosophy is the delivery of comprehensive policing services to the Dover community. The department has the hallmark of a small-town approach to policing, in which people are not just citizens but members of a community. Service is personalized, the police are part of the fabric of the community, and expectations for police service are high. This approach is not without costs, however. Considerable resources are needed to maintain the small-town approach. The Patrol Unit must be staffed with enough officers to respond to these calls. When examining options for the department’s direction, the city and the department face the choices of a) continuing to provide police patrols as they do now, or b) taking steps to restructure how to respond to demand, still promote order and safety, but free up additional time for officers to engage in proactive patrol. That is, the department must decide whether to sustain its comprehensive level of police service or take the steps necessary to manage public demand. Essentially, this is a political decision regarding the quantity of police services offered to the Dover community. But quality doesn’t need to suffer. The recommendations offered regarding operations, if implemented, will permit the Dover Police Department to continue its full-service model of policing yet run the agency more efficiently. Police Operations and Data Analysis, Dover, Delaware page 33

TABLE 4-1: Calls for Service Police-initiated Other-initiated Units Units per Category Calls per Call Minutes Calls Call Minutes Accidents 88 1.6 44.0 2,397 1.5 45.6 Alarm 3 2.0 13.8 1,948 2.1 14.2 Animal calls 35 1.2 26.7 678 1.2 29.0 Assist 37 1.7 30.1 557 2.0 25.5 Check/investigation 346 1.4 28.0 3,025 1.8 25.3 Crime–persons 327 1.7 44.9 6,103 2.1 35.4 Crime–property 34 1.4 35.9 2,073 1.7 33.9 Disturbance 46 2.3 27.2 1,664 2.3 19.3 Juvenile 0 N/A N/A 7 1.6 25.0 Medical 10 1.5 36.5 577 2.2 47.0 Miscellaneous 173 1.2 28.5 545 1.6 29.3 Prisoner–arrest 159 2.0 34.2 426 1.8 53.6 Prisoner–transport 105 1.2 57.1 345 1.2 74.1 Suspicious person / 120 2.1 17.2 913 2.2 17.3 vehicle Traffic enforcement 3,968 1.2 14.8 1,725 1.3 17.0 Total 5,451 1.3 20.2 22,983 1.9 30.6 Table 4-1 presents information on the main categories of calls for service received from the public that the department handled during the period of July 1, 2014 to June 30, 2015. In total, department officers were dispatched to 28,434 calls during that twelve-month period, or approximately seventy-eight (78) calls per day. In general terms, CFS volume in Dover is within acceptable bounds. In order to evaluate the workload demands placed on the department, it is useful to examine the number of CFS received from the public in relation to population. With a population estimated to be approximately 37,000, the total of 28,000 CFS translates to about 758 CFS per 1,000 residents. While there is no accepted standard ratio between calls for service and population, CPSM studies of other communities show a CFS-to-population ratio that ranges between 400 and 1,000 CFS per 1,000 persons per year. Lower ratios typically suggest a well-managed approach to CFS. The value of 758 CFS/per thousand/year would suggest an appropriate policy is in place for triaging nonemergency calls. A well-managed dispatch system includes a system where CFS are screened and nuisance calls eliminated before they are dispatched. It also appears, however, that the Dover Police Department should consider being more aggressive at triaging CFS. Certain types of calls do not necessarily require the response of a sworn police officer. These include responding to false alarms, and to motor vehicle accidents involving only Police Operations and Data Analysis, Dover, Delaware page 34

property damage and where the police role is largely administrative in preparing and filing reports. The bottom line here is that a substantial number of CFS dispatches to officers could be eliminated. This would free officers’ time to address other conditions present in the community as opposed to spending time at CFS at which their services are not essential. Alarm Reduction Program False alarms are a source of inefficiency for police operations. The alarm industry is a strong advocate of developing ordinances and procedures to address police response to false alarms and will work closely with any agency exploring this issue. The 98 percent of alarm calls that are false are caused by user error, and this can be addressed by alarm management programs. During the study period the DPD responded to almost 2,000 alarm calls, or 8.5 percent of all other-initiated CFS. The response to the overwhelming majority of these calls is undoubtedly unnecessary, and an inefficient use of police resources. Currently, Dover has a schedule of fines to penalize false alarms reported to the police. Section 62-2 of the Dover City Code regulates false alarms in the city. According to this code, there are monetary penalties for repeated false alarms. Each alarm user can have two (2) false alarms in an unspecified period. The third through fifth false alarms each carry a $25 penalty. The sixth through ninth alarms each carry a $50 penalty, the tenth through fifteenth a $100 penalty each, and the sixteenth and successive false alarms carry a $150 penalty each. It was unclear as to the amount of fines collected due to false alarms reported to the police. The city and the DPD should be commended for enacting this code and the administration of the program. However, false alarm calls require a substantial commitment of resources by the DPD and additional steps could be taken to further reduce unnecessary responses and strengthen an already sound program. For example, a double-call verification protocol is becoming the norm across the country. Under such a program an alarm CFS is verified by the 911 dispatcher with the alarm company before an officer is dispatched to respond. Also, the city should consider making greater use of the data it collects on the false alarms already recorded. Analysis of the data could reveal certain companies that have a poor record of installation. High frequency alarm violators could be identified and visited by sworn personnel to identify reasons behind the false alarms. In addition to requiring permits of individual alarm users, a permit process for regulating alarm companies could ensure appropriate installation and maintenance. In addition, the city could consider raising fees associated with false commercial alarms. It appears that false alarms within businesses and commercial establishments might be viewed as a cost of doing business. If these costs were increased businesses might take them more seriously and the deployment of unnecessary police resources could be avoided. The DPD has done an excellent job minimizing these unnecessary CFS; more focused attention to this area could have an even greater impact. Automobile Accidents Automobile accidents are another category of call for which the response by a sworn officer is questionable. In the period under observation the DPD responded to almost 2,500 motor vehicle Police Operations and Data Analysis, Dover, Delaware page 35

accidents. CPSM recommends that the policy of responding to and investigating routine traffic accidents (property damage only, no criminality) be minimized or discontinued altogether. Most accidents involve only property damage to vehicles and the role of an officer is simply report preparation. When injuries occur or vehicles are inoperable and blocking traffic, however, police response is important. Proper training of dispatchers and inquiries by dispatchers during the initial call-taking process can easily triage vehicle accident calls to determine which ones require a police response. Police departments around the country have discontinued assigning police officers to handle property damage-only accidents. CPSM supports this development and contends that dispatching police officers to all vehicle crashes is a policy that could be revisited. Examination of Table 4-1 indicates that 10.4 percent of citizen-initiated CFS during the study period were for traffic accidents. Arguably, most of these calls were administrative in nature and did not necessarily warrant the response of a sworn police officer. According to Delaware law, if a motorist is involved in a motor vehicle accident in which a person is injured or there is property damage in excess of $500, the motorist must report that accident to the local police and the local police are responsible for conducting an investigation. Police departments have interpreted this regulation as a mandate to respond to every traffic crash and prepare a report. This results in numerous hours spent by patrol officers responding to and documenting traffic crashes. CPSM contends that this approach is not an efficient use of patrol officer time. CPSM recommends that only a limited number of vehicle crashes require a police response. When a motor vehicle is disabled or blocking the roadway, or there is a dispute between motorists, or one motorist is intoxicated, or other criminal activity is alleged, a police response is required. When the crash is routine and none of those factors are present, the motorist should be advised to respond to the police facility and report the accident in person: no response by the police is necessary. This process also spares the need for an officer to respond to the scene and keeps them free to perform other, more critical functions. Miscellaneous Table 4-1 also shows that Dover officers handled 545 “miscellaneous” CFS (2.42 percent of all CFS). This category of CFS is generally used to label calls that are not criminal in nature and have a limited relationship to police responsibilities. This category essentially becomes a catch-basin for calls that are dispatched to patrol units, but that are not police-related. Combined, three categories of CFS (2,397 automobile accidents, 1,948 alarms, and 545 miscellaneous calls) amount to approximately 21.3 percent of all citizen-initiated CFS in the study period. Essentially, one-fifth of the CFS handled by the DPD are nonemergency, and possibly nonpolice-related activities. These categories of CFS must be examined carefully. It is recommended, therefore, that the DPD establish a committee that includes all the principal stakeholders in this process and which has the responsibility of evaluating the CFS workload with an eye toward recommendations for ways to reduce response to nonemergency CFS. This committee should begin with these categories of CFS response and formulate additional protocols for these assignments. Police Operations and Data Analysis, Dover, Delaware page 36

CPSM recommends that from a policy perspective the responses to major categories of CFS be reduced, including responses to traffic accidents involving only property damage; that the alarm reduction program be continued; and that 911 call takers and dispatchers be trained to trigger a police response in cases only when warranted. Again, the CPSM recommendations presented here do not call for an immediate cessation of responding to these types of CFS. However, best practices in American policing indicate that by working in collaboration with stakeholders in the community a dialogue can begin, and a critical evaluation of appropriate responses to these types of calls can be started. With community input and approval a decision can be made about the necessity of a police response to these CFS. If the community maintains that a police response is necessary, then the funds need to be committed to ensure sufficient police personnel are available. Good government and efficient management, however, require that scarce resources be committed only when and where they are absolutely necessary, and examination of CFS is an area that is ripe for evaluation. CFS Efficiency Further examination of various elements of the department’s CFS and patrol response data also warrants discussion. Data from various tables and charts in the data analysis section of this report provide a wealth of information about demand, workload, and deployment in Dover. Several key pieces of information need to be highlighted to demonstrate the effective use of patrol resources in the city. These statistics are found in the data analysis section under Figure 11-2, Percentage Events per Day by Category; Table 11-6, Primary Unit’s Average Occupied Time; Table 11-7, Average Number of Responding Units by Initiator and Category; and Table 11-15, Average Response Time Components, by Category. Taken together these statistics provide an excellent lens through which to view the efficiency of patrol operations. According to the data in Table 11-6, Dover patrol units on average takes 30.66 minutes to handle a call for service. This figure is slightly higher than the benchmark time of about 28.7 minutes for a CFS, based on our experience. Also, the department, according to Table 11-7, dispatches 1.9 officers per CFS. The number of officers dispatched (like occupied time) varies by category of call, but the average in the DPD is higher than policing norms of about 1.6 officers per other-initiated CFS. In other words, the DPD uses more officers to handle a CFS, and it takes slightly longer than the average police response of similar size agencies.5 Looking at these data in the aggregate highlights the conclusion that the DPD dedicates added resources to CFS responses compared to similar agencies studied by CPSM. With 22,983 other- initiated CFS handled in the study period, which consumed an average of 1.9 officers and 30.6 minutes per call, the DPD committed 22,271 officer/hours to handle this demand (22,983x1.9x30.6/60). The average jurisdiction from the CPSM comparators would have used 17,590 (22,983x1.6x28.7/60) officer/hours, or 21 percent fewer personnel resources. Similarly, according to Table 11-15, response time for CFS in Dover averages 12.2 minutes per call in the winter, and 10.7 minutes per call during the summer. This is about the norm for communities of similar size and within the accepted target response time of 15 minutes per call. Response time to “high-priority” CFS, at 6.5 minutes, is higher than the five-minute benchmark for this category of 5 CPSM benchmarks are derived from data analyses of police agencies similar to the DPD. Police Operations and Data Analysis, Dover, Delaware page 37

CFS. One component of this high response time is a lengthy dispatch time. According to the data analysis section of this report, dispatch time to routine CFS exceeds 6 minutes on average, and dispatch time to high-priority CFS averages 2.5 minutes. Determining the reasons behind this lengthier response time to high-priority CFS is beyond the scope of this report; however, the department must examine this very closely with an eye toward reducing the time it takes to dispatch and respond to CFS. TABLE 4-2: CFS Efficiency DPD vs. CPSM Variable Description Mean Minimum Maximum Dover Comps Population 67,745.7 5,417.0 83,3024.0 37,366 Officers per 100,000 Population 201.2 35.3 465.1 270.3 HIGHER Patrol Percent 66.1 32.4 96.8 50.0 LOWER Index Crime Rate, per 100,000 3,235.1 405.0 9,418.8 5,617 HIGHER VCR (Violent crime rate, per 100,000) 349.3 12.5 1,415.4 642 HIGHER PCR (Property crime rate, per 100,000) 2,885.9 379.7 8,111.6 4,975 HIGHER CFS Rate 1,004.8 2.2 6,894.2 758 LOWER Avg. Service Time Police CFS 17.7 8.1 47.3 20.2 HIGHER Avg. Service Time Public CFS 28.7 16.0 42.9 30.6 HIGHER Avg. # of Responding Units Police CFS 1.2 1.0 1.6 1.3 HIGHER Avg. # of Responding Units Public CFS 1.6 1.2 2.2 1.9 HIGHER Total Service Time Police CFS (officer-min.) 22.1 9.7 75.7 26.3 HIGHER Total Service Time Public CFS (officer-min.) 48.0 23.6 84.0 58.1 HIGHER Workload Percent Weekdays Winter 26.6 5.0 65.0 21.0 LOWER Workload Percent Weekends Winter 28.4 4.0 68.0 22.0 LOWER Workload Percent Weekdays Summer 28.7 6.0 67.0 21.0 LOWER Workload Percent Weekends Summer 31.8 5.0 69.0 23.0 LOWER Average Response Time Winter 11.0 3.1 26.9 12.2 HIGHER Average Response Time Summer 11.2 2.4 26.0 10.7 LOWER High Priority Response Time 5.0 3.2 13.1 6.5 HIGHER Police Operations and Data Analysis, Dover, Delaware page 38

Patrol Deployment and Staffing Uniformed patrol is considered the “backbone” of American policing. Bureau of Justice Statistics indicate that more than ninety-five (95) percent of police departments in the U.S. in the same size category as the Dover Police Department provide uniformed patrol. Officers assigned to this important function are the most visible members of the department and command the largest share of resources committed by the department. Proper allocation of these resources is critical in order to have officers available to respond to calls for service and provide law enforcement services to the public. Deployment Although some police administrators suggest that there are national standards for the number of officers per thousand residents that a department should employ, that is not the case. The International Association of Chiefs of Police (IACP) states that ready-made, universally applicable patrol staffing standards do not exist. Furthermore, ratios such as officers-per-thousand population are inappropriate to use as the basis for staffing decisions. According to Public Management magazine, “A key resource is discretionary patrol time, or the time available for officers to make self-initiated stops, advise a victim in how to prevent the next crime, or call property owners, neighbors, or local agencies to report problems or request assistance. Understanding discretionary time, and how it is used, is vital. Yet most police departments do not compile such data effectively. To be sure, this is not easy to do and, in some departments may require improvements in management information systems.”6 Essentially, “discretionary time” on patrol is the amount of time available each day where officers are not committed to handling CFS and workload demands from the public. It is “discretionary” and intended to be used at the discretion of the officer to address problems in the community and be available in the event of emergencies. When there is no discretionary time, officers are entirely committed to service demands, do not get the chance to address other community problems that do not arise through 911, and are not available in times of serious emergency. The lack of discretionary time indicates a department is understaffed. Conversely, when there is too much discretionary time officers are idle. This is an indication that the department is overstaffed. Staffing decisions, particularly for patrol, must be based on actual workload. Once the actual workload is determined the amount of discretionary time is determined and then staffing decisions can be made consistent with the department’s policing philosophy and the community’s ability to fund it. The Dover Police Department is a full-service police department, and its philosophy is to address essentially all requests for service in a community policing style. With this in mind it is necessary to look at workload to understand the impact of this style of policing in the context of community demand. To understand actual workload (the time required to complete certain activities) it is critical to review total reported events within the context of how the events originated, such as through 6 John Campbell, Joseph Brann, and David Williams, “Officer-per-Thousand Formulas and Other Policy Myths,” Public Management 86 (March 2004): 2227. Police Operations and Data Analysis, Dover, Delaware page 39

directed patrol, administrative tasks, officer-initiated activities, and citizen-initiated activities. Analysis of this type allows for identification of activities that are really “calls” from those activities that are some other event. Understanding the difference between the various types of police department events and the resulting staffing implications is critical to determining deployment needs. This portion of the study looks at the total deployed hours of the police department with a comparison to current time spent to provide services. In general, a “Rule of 60” can be applied to evaluate patrol staffing. This rule has two parts. The first part states that sixty (60) percent of the sworn officers in a department should be dedicated to the patrol function (patrol staffing) and the second part states that no more than sixty (60) percent of their time should be committed to calls for service. This commitment of sixty (60) percent of their time is referred to as the patrol saturation index. The Rule of 60 is not a hard-and-fast rule, but rather a starting point for discussion on patrol deployment. Resource allocation decisions must be made from a policy and/or managerial perspective through which costs and benefits of competing demands are considered. The patrol saturation index indicates the percentage of time dedicated by police officers to public demands for service and administrative duties related to their jobs. Effective patrol deployment would exist at amounts where the saturation index was less than sixty (60). This Rule of 60 for patrol deployment does not mean the remaining forty (40) percent of time is downtime or break time. It is a reflection of the extent that patrol officer time is saturated by calls for service. The time when police personnel are not responding to calls should be committed to management-directed operations. This is a more focused use of time and can include supervised allocation of patrol officer activities toward proactive enforcement, crime prevention, community policing, and citizen safety initiatives. It will also provide ready and available resources in the event of a large-scale emergency. From an organizational standpoint, it is important to have uniformed patrol resources available at all times of the day to deal with issues such as proactive enforcement, community policing, and emergency response. Patrol is generally the most visible and available resource in policing, and the ability to harness this resource is critical for successful operations. From an officer’s standpoint, once a certain level of CFS activity is reached, the officer’s focus shifts to a CFS-based reactionary mode. Once a threshold is reached, the patrol officer’s mindset begins to shift from one that looks for ways to deal with crime and quality-of-life conditions in the community to one that continually prepares for the next call for service. After a point of CFS saturation, officers cease proactive policing and engage in a reactionary style of policing. The outlook becomes, “Why act proactively when my actions are only going to be interrupted by a call for service?” Uncommitted time is spent waiting for the next call. The saturation threshold is generally considered to be sixty (60) percent. Police Operations and Data Analysis, Dover, Delaware page 40

Rule of 60 – Part 1 According to the department personnel data available at the time of the CPSM site visit (March 14, 2016), patrol is staffed by forty-five (45) sworn officers. These forty-five (45) of the ninety (90)7 sworn officers represent fifty (50) percent of the sworn officers in the Dover Police Department. Accordingly, the department does not adhere to the first component of the “Rule of 60,” that is, about 60 percent of the total sworn force should be dedicated to patrol operations. The patrol function is not balanced appropriately compared to the entire department, thus fewer resources than expected are dedicated to patrol. However, the DPD also has officers assigned to the traffic unit and they undoubtedly handle CFS. Including the six (6) sworn officers assigned to traffic into this equation would result in fifty-one (51) of ninety (90) sworn officers in a position to respond to calls, or 56.7 percent of the sworn officers in the DPD. This could indicate a shortage of personnel assigned to patrol to handle the workload, or an over-specialization of non-patrol functions. Equally likely is that DPD personnel are properly allocated and are assigned to meet the unique needs of the Dover community and operational philosophy of the department. The following discussion will explore these alternatives. Rule of 60 – Part 2 The second part of the “Rule of 60” examines workload and discretionary time and suggests that no more than sixty (60) percent of patrol time should be committed to calls for service. In other words, CPSM suggests that no more than sixty (60) percent of available patrol officer time be spent responding to the service demands of the community. The remaining forty (40) percent of the time is the “discretionary time” for officers to be available to address community problems and be available for serious emergencies. This Rule of 60 for patrol deployment does not mean the remaining forty (40) percent of time is downtime or break time. It is simply a reflection of the point at which patrol officer time is “saturated” by CFS. This ratio of dedicated time compared to discretionary time is referred to as the “Saturation Index” (SI). It is CPSM’s contention that patrol staffing is optimally deployed when the SI is in the sixty (60) percent range. An SI greater than 60 percent indicates that the patrol manpower is largely reactive, and overburdened with CFS and workload demands. An SI of somewhat less than sixty (60) percent indicates that patrol manpower is optimally staffed. SI levels much lower than sixty (60) percent, however, indicate patrol resources that are underutilized, and signals an opportunity for a reduction in patrol resources or reallocation of police personnel. Departments must be cautious in interpreting the SI too narrowly. For example, one should not conclude that SI can never exceed sixty (60) percent at any time during the day, or that in any given hour no more than sixty (60) percent of any officer’s time be committed to CFS. The SI at sixty (60) percent is intended to be a benchmark to evaluate overall service demands on patrol staffing. When SI levels exceed sixty (60) percent for substantial periods of a given shift, or at isolated and specific times during the day, then decisions should be made to reallocate or realign personnel to reduce 7 Nine officers were assigned to either field training or to the police academy and not included in this calculation. Police Operations and Data Analysis, Dover, Delaware page 41

the SI to levels below sixty (60). Lastly, this is not a hard-and-fast rule, but a benchmark to be used in evaluating staffing decisions. The CPSM data analysis in the second part of this report provides a rich overview of CFS and staffing demands experienced by the Dover department. The analysis here looks specifically at patrol deployment and how to maximize the personnel resources of the department to meet the demands of calls for service while also engaging in proactive policing to combat crime, disorder, and traffic issues in the community. Figures 4-1 through 4-8 represent workload, staffing, and the “saturation” of patrol resources in the Dover Police Department during the two months (seasons) on which we focused our workload analysis. By “saturation” we mean the amount of time officers spend on patrol handling service demands from the community. In other words, how much of the day is “saturated” with workload demands. This “saturation” is the comparison of workload with available manpower over the course of an average day during the months selected. The figures represent the manpower and demand during weekdays and weekends during the months of August 2014 and February 2015. Examination of these figures permits exploration of the second part of the Rule of 60. Again, the Rule of 60 examines the relationship between total work and total patrol, and to comply with this rule, total work should be less than sixty (60) percent of total patrol. In Figures 4-2, 4-4, 4-6, and 4-8, the patrol resources available are denoted by the dashed green line at the top. The one-hundred (100) percent value indicates the total police officer hours available during the 24-hour period. This amount varies during the day consistent with the staffing of the shifts, but at any given hour the total amount of available manpower will equal one-hundred (100). The red dashed line fixed at the sixty (60) percent level represents the saturation index (SI). As discussed above, this is the point at which patrol resources become largely reactive as CFS and workload demands consume a larger and larger portion of available time. The solid black line represents total workload experienced by the DPD. Police Operations and Data Analysis, Dover, Delaware page 42

FIGURE 4-1: Deployment and Workload, Weekdays, Summer 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Adde d pa trol Pa trol Dire cte d patrol work •• O ut-of-se rvice work Police -initiate d work • O the r-initiate d work FIGURE 4-2: Workload Percentage by Hour, Weekdays, Summer 100 80 Cl> Cl .... 60 Ill C: Cl> ~ Cl> c.. 40 20 0+---~--~--~--~--~--~--~--~--~-~~-~~-~ 0 4 10 12 14 16 18 20 22 Hour Workload v. Deployment – Weekdays, Summer Avg. Workload: 2.4 officers per hour Avg. % Deployed (SI): 21 percent Peak SI: 32 percent Peak SI Time: 6:00 p.m. and 9:30 p.m. Police Operations and Data Analysis, Dover, Delaware page 43

Figures 4-1 and 4-2 present the patrol workload demands and SI for weekdays in summer 2014. As the figures indicate, the SI never exceeds sixty (60) percent. The SI ranges from a low of approximately eight (8) percent at 7:00 a.m. to a high of thirty-two (32) percent at both 6:00 p.m. and 9:00 p.m., with a daily average of twenty-one (21) percent. Figure 4-1 illustrates many interesting facts about patrol deployment in the DPD. During this period, it appears that the department has a steady deployment of officers throughout the day. Both day and night shifts assign approximately ten (10) officers on average, with four (4) additional personnel working between 7:00 a.m. and 7:00 p.m. The blue area in Figure 4-1 represents CFS demand from the public. This figure clearly shows that public demand for police resources is low throughout the day and easily met by the patrol staffing deployed. Adding the police-initiated and directed patrol workloads to the workload from public demand still does not challenge the department’s ability to meet service levels. Figure 4-2 graphically illustrates the workload as a percentage of available staffing. The green line in Figure 4-2 represents one-hundred (100) percent of available staffing. CPSM contends that generally no more than sixty (60) percent of available staffing should be committed to workload throughout the day. The red line represents this sixty (60) percent threshold. Figure 4-2 indicates that this threshold is never breached. It is clear that the DPD has more than enough resources to meet the overall service demands placed on it by the community. Police Operations and Data Analysis, Dover, Delaware page 44

FIGURE 4-3: Deployment and Workload, Weekends, Summer 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Adde d pa trol Pa trol Dire cte d patrol work O ut-of-se rvice work Police -initiate d work O the r-initiate d work FIGURE 4-4: Workload Percentage by Hour, Weekends, Summer 100 80 QI C'I 60 i ~ 40 20 4 8 10 12 14 16 18 20 22 Hour Workload v. Deployment – Weekends, Summer Avg. Workload: 2.3 officers per hour Avg. % Deployed (SI): 23 percent Peak SI: 41 percent Peak SI Time: 5:00 p.m., 7:45 p.m., and 8:15 p.m. Figures 4-3 and 4-4 present the patrol workload demands and SI for weekends in summer 2014. The workload never exceeds the sixty (60) percent threshold. The SI ranges from a low of just below four (4) percent in the early morning hours to a high of forty-one (41) percent at 5:00 p.m., 7:45 p.m., and 8:15 p.m., with a daily average of twenty-three (23) percent. Police Operations and Data Analysis, Dover, Delaware page 45

FIGURE 4-5: Deployment and Workload, Weekdays, Winter 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Adde d pa trol Pa trol Dire cte d patrol work •• O ut-of-se rvice work Police -initiate d work • O the r-initiate d work FIGURE 4-6: Workload Percentage by Hour, Weekdays, Winter 100 80 QJ Cl 60 ~ C: QJ ~ QJ c.. 40 20 4 10 12 14 16 18 20 22 Hour Workload vs. Deployment – Weekdays, Winter Avg. Workload: 1.9 officers per hour Avg. % Deployed (SI): 21 percent Peak SI: 43 percent Peak SI Time: 4:00 p.m. Figures 4-5 and 4-6 present the patrol workload demands and SI for weekends in winter 2015. The workload never exceeds the sixty (60) percent threshold. The SI ranges from a low of just below five (5) percent in the early morning hours to a high of forty-three (43) percent at 4:00 p.m., with a daily average of twenty-one (21) percent. Police Operations and Data Analysis, Dover, Delaware page 46

FIGURE 4-7: Deployment and Workload, Weekends, Winter 10 8 Personnel 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Adde d pa trol Pa trol Dire cte d patrol work •• O ut-of-se rvice work Police -initiate d work • O the r-initiate d work FIGURE 4-8: Workload Percentage by Hour, Weekends, Winter 100 80 QI C'I 60 i ~ 40 20 4 8 10 12 14 16 18 20 22 Hour Workload v. Deployment – Weekends, Winter Avg. Workload: 1.9 officers per hour Avg. % Deployed (SI): 22 percent Peak SI: 41 percent Peak SI Time: 12:45 p.m. Figures 4-7 and 4-8 present the patrol workload demands and SI for weekends in winter 2015. The workload never exceeds the sixty (60) percent threshold. The SI ranges from a low of just below four (4) percent in the early morning hours to a high of forty-one (41) percent at 12:45 p.m., with a daily average of twenty-two (22) percent. Police Operations and Data Analysis, Dover, Delaware page 47

Additionally, consideration must be given to ensuring ample time for officers to prepare reports and perform other administrative functions related to handling calls for service. Oftentimes, officers build this time directly into the service time of the call. At other times, officers take themselves out of service to perform this work or remain available in the dispatch system and perform these functions as they are waiting for the next assignment. Regardless of the method used, it is vital to have resources available to support this important role. Even considering this time, which might not be accounted for with the illustrations above, the DPD has ample resources to meet service demands from the community. The officers allocated to patrol have enough time to meet CFS demands and also have time to dedicate to other activities including community policing and proactive enforcement. Schedule and Staffing General patrol operations in the department are staffed using two 12-hour shifts. There are four (4) platoons, with one (1) sergeant and two (2) master corporals in charge of each platoon. Each shift is supervised by a sergeant and if the assigned sergeant is on vacation, or not present for any reason, the master corporal assumes responsibility for the platoon. The day platoons work from 7:00 a.m. to 7:00 p.m., and the night platoons work 7:00 p.m. until 7:00 a.m. Officers work a shift rotation with a combination of two-day/three-day on/off schedule that provides for every other weekend off. Every fourteen (14) days officers work seven (7) 12-hour shifts and then the schedule repeats itself. Also, after each 14-day rotation officers switch their working hours from day to night, and vice versa. Therefore, officers work day shift for two (2) weeks, night shift for the next two (2) weeks, followed again by day shift, and so on. The 12-hour shift schedule used by the department offers both advantages and disadvantages. The advantage of this shift is that it separates the patrol function into evenly staffed platoons. As the platoons rotate in and out of their schedule, the department has a uniform and predictable deployment of officers on patrol at all times. The 12-hour configuration also works evenly into the 24-hour day and there are not excessive overlaps in staffing. This, however, is the extent of the advantages of the 12-hour shift as deployed by the department. One of the disadvantages of the department’s schedule is the frequent rotation from day to night and back again. If a shift maintains consistent start and end times it is less disruptive on the lives of the officers working it. However, rotating start times from day to night and back on a regular basis has been found to be the most counterproductive arrangement and the one with the most negative personal side effects to the officers working the rotation. The damaging part of shift work, therefore, is not length of shift, but the rotation from night to day and vice versa. Police departments around the country seek to mitigate the negative impact of rapid change in shift start times by extending the period in between the switch from day to night starts through the use of a “shift bid” policy. Under such a policy, officers work one set shift (either day or night) for an extended duration. Departments around the country use annual, semi-annual, and quarterly time frames. The “bidding” process generally works on a seniority basis, with some consideration given Police Operations and Data Analysis, Dover, Delaware page 48

to officers who do not get their preferred pick after multiple tries (for example, after two unsuccessful bids the officer is guaranteed to get his or her preference). Under this type of system, officers can maintain their existing schedule or change it to meet their individual needs. This builds in not only flexibility, but makes the work schedule less disruptive on the lives of the officers. CPSM strongly recommends the DPD explore this type of policy, especially to extend the time period between shift changes. Another disadvantage to the current schedule is the uniform staffing level present throughout the day. Under the current schedule, with each platoon equally staffed, there are equal numbers of officers assigned throughout the day. Demand for police services fluctuates during the 24-hour daily cycle, thus it is likely that there are parts of the day when not enough officers are assigned to handle the workload and other times when there are too many officers assigned. Staggering shifts to meet this demand is recommended, but often difficult to accomplish with available personnel. Lastly, a schedule like the one in use in the DPD creates four separate patrol units that almost never interact. This can create a “silo” effect that inhibits communication and creates competition for scarce resources. The available literature on shift length provides no definitive conclusions on an appropriate shift length. A recent study published by the Police Foundation examined 8-hour, 10-hour, and 12-hour shifts and found positive and negative characteristics associated with all three options.8 CPSM contends that the length of the shift is secondary to the application of that shift to meet service demands. In its totality, however, the patrol shift schedule in the DPD should be revisited. Officers should be given the opportunity to enjoy extended periods of time on a particular shift. Given the availability of patrol resources, the other elements of the current schedule; especially the time off each cycle, are sound and appear to meet the needs of the department. Spatial Representation of CFS Demand The figures shown previously (Figures 4-1 through 4-8) provided a thorough examination of the service demands placed on the Dover Police Department during different times of the day and week. In addition to these “temporal” demands, it is also possible to illustrate the “spatial” demands on the DPD. Examining the spatial demands permits the exploration of where incidents are occurring. As can be seen in Figures 4-9 and 4-10, there are several distinct incident “hot spots” in Dover. It is clear that retail, commercial, and traffic conditions command a great deal of attention from the DPD in the central area of the city. There are numerous discernable hot spots in a concentrated area, as well as sizeable concentrations of CFS in other retail and commercial locations throughout the city. This comes as no surprise, as commercial areas of the city are vibrant and well-traveled part of the community and presumably would demand a large share of attention from the police department. 8 Karen L. Amendola, et al, The Shift Length Experiment: What We Know about 8-, 10-, and 12-hour Shifts in Policing (Washington, DC: Police Foundation, 2012). Police Operations and Data Analysis, Dover, Delaware page 49

Each one of the actual “hot spots” in the community should be the focus of a specific and targeted strategy that aims to eliminate, or drastically reduce, the conditions present at those locations. Undoubtedly, these locations receive the lion’s share of attention from patrol officers in the department, and consideration should be given to formulating a deliberate plan to deal with these locations in a proactive fashion. For example, the DPD could work with private security at shopping centers to minimize theft, which would minimize the demand placed on patrol resources. Similarly, the department could work with the commercial establishments in the city to regulate activities more aggressively. Also, consideration should be given to deploying the Community Policing Section personnel, or some other specified resource, to deal specifically with CFS emanating from the commercial establishments to provide a more consistent and long-term approach to dealing with the crime, quality-of-life, and service demand issues that originate from these areas. This would expand upon the current deployment of patrol units and motors, and any other resources the department chooses to deploy, in a coordinated approach to policing these areas. Conversely, many areas of the community see low levels of CFS volume. Indeed, the areas of the community that are NOT along major arteries or part of the downtown or commercial locations show very low call volume. On the plus side, the argument can be made that there are no problems in these areas in general, thus a police presence is not required. On the other hand, officers are initiating a small amount of calls in these “other” areas, which compromises a community policing philosophy that should be central to the department’s approach to policing the community. Police Operations and Data Analysis, Dover, Delaware page 50

FIGURE 4-9: Spatial Representation of Other-Initiated CFS (Red=100 CFS) ( Y' @ ' \ © © ...,...... Litlle Crttk t1ttleC1Hli W,ldhffAtH L,W•CrHlt W11dl1f• A.re. \ \ " ® c..,,.., Camden ." ,. Rising Sun-Lebanon Runs Location Place 484 640 S STATE ST Bayhealth Med Ctr 475 1365 N DUPONT HWY 5012 Dover Mall 290 148 WILLIS RD G Residential/Dover Park 283 1131 N DUPONT HWY Dover Downs 195 1300 S FARMVIEW DR Woodmill Apts 132 1289 WALKER RD Apartments 131 1426 N DUPONT HWY Capital Inn 129 820 CARVEL DR D1 Towne Point Apts 129 290 S DUPONT HWY Wawa 127 255 WEBBS LN D33 Pinegrove Apts 116 1030 FORREST AVE 106 Food Lion 114 299 N DUPONT HWY Commercial Area 109 1001 WHITEOAK RD G21 Residential Area 107 190 JOHN HUNN BROWN RD Safeway 102 1061 S LITTLE CREEK RD 252 Commercial Area 101 449 S NEW ST 7-11 Police Operations and Data Analysis, Dover, Delaware page 51

FIGURE 4-10: Spatial Representation of Crime–CFS (Red=100 Crime CFS) \. © ,d'- l.Jttle c,tek © ll!!!l \ "\ \ t. [l@ [l@ Wyoming ........... @!I @ [ml @ Rising Sun-Lebanon Runs Location Place 305 1365 N DUPONT HWY 5012 Dover Mall 154 1131 N DUPONT HWY Dover Downs 118 430 NE KINGS HWY 523 Luther Towers 106 640 S STATE ST Bayhealth Med Ctr 101 299 N DUPONT HWY Kohls 93 1300 S FARMVIEW DR J30 West Dover Apts 80 449 S NEW ST 7-11 80 111 S NEW ST Residential 74 298 S DUPONT HWY Commercial Area 73 190 JOHN HUNN BROWN RD Safeway area 71 1001 WHITEOAK RD J12 Residential area 71 290 S DUPONT HWY Wawa 69 1426 N DUPONT HWY 132 Capital Inn 68 255 WEBBS LN Pinegrove Apts 64 35 LOOCKERMAN PLZ Public Library 60 1030 FORREST AVE 106 Food Lion 60 1289 WALKER RD Apartments 58 820 CARVEL DR Towne Point Apts Police Operations and Data Analysis, Dover, Delaware page 52

Section 5. Special Enforcement Unit The Special Enforcement Unit is also part of the Operation Division. The Special Enforcement Unit is comprised of the Motorcycle Section, the Community Policing Section, the Sex Offender Enforcement Section, and Animal Control Section. It also encompasses Parking Enforcement, the Quality of Life Section, and the K9 units. The unit is commanded by a lieutenant. In addition to the supervising the operations of the individual sections, the unit is also responsible for planning special events and managing the extra-duty assignments contracted with private organizations. Motorcycle Section The mission of the Motorcycle Section is to promote traffic safety in the city. The section relies on enforcement to accomplish this mission. The section is comprised of one (1) sergeant, one (1) master corporal, and four (4) police officers, as well as two (2) civilian members assigned to parking enforcement. The motor officers work 12-hour shifts along the same rotation as the patrol platoons. This ensures specialized traffic enforcement is present every day from 7:00 a.m. until 7:00 p.m. The section focuses its enforcement efforts at accident-prone locations and on traffic complaints received from the community. In addition to traffic enforcement, the section deploys “metro count” meters in response to community complaints, is a liaison with DelDOT, conducts funeral and VIP escorts, conducts numerous training programs for both DPD and outside law enforcement personnel, assists in the administration of the local court, and performs school zone enforcement. Additionally, the section manages the Red Light Camera enforcement program. In 2015, this required a member of the section to handle more than 13,000 red light camera violations sent to the DPD for review. The motorcycle section is also involved in policing special events in the community. Table 5-1 illustrates a three-year history of traffic accidents in Dover. During this period, traffic accidents, injury accidents, and fatal accidents remained fairly stable. The annual average of 3.33 fatal traffic accidents over the three-year period translates into a rate of 10.53 traffic fatalities per 100,000 population. This rate is about the same as the overall Delaware rate of 11.76 fatal crashes per 100,000 population, but Dover has more than three (3) times the population density as the rest of the state (1,600 people per square mile in Dover compared to 464 per square mile in Delaware). TABLE 5-1: Total Accidents in Dover, 2012-2014 Year Total Accidents Fatal Injury Accidents 2012 1,965 3 299 2013 2,024 4 366 2014 1,938 3 388 3 Year Average 1,976 3.33 351 Police Operations and Data Analysis, Dover, Delaware page 53

The Motorcycle Section, as well as the entire department, should be commended for its contributions to traffic safety in Dover. At the same time, in order to improve an already high-performing function, a more focused and proactive approach is recommended. In general, traffic safety is improved by the rigorous application of the three “E’s”: enforcement, education, and engineering. The section, and the community, would be better served if the traffic unit tracked accidents as the measure of its performance, and then leveraged enforcement, education, and engineering toward reducing those accidents. In addition to the high levels of enforcement already performed at these locations, additional resources could be spent on education programs and additional emphasis could be given to examining problematic intersections in order to reengineer them for improved traffic safety. An opportunity for improvement for this section could be to expand the performance management approach (using traffic data to drive deployment and enforcement decisions). In other words, focus on traffic accidents and injuries to include more robust education directed toward high-risk drivers as well as the redesign of high-risk roadways. This approach could be the focus of the section and as well as could be migrated to the Patrol Unit. Adopting a strategic approach to traffic safety, and engaging the entire department in this effort, will magnify the current enforcement-centered approach and make the overall traffic safety plan of the DPD more effective. The scope of this effort is beyond the unit itself and must be embraced by the division and unit commanders. Under this approach, the motorcycle section supervisor would become responsible for the overall traffic safety plan of the DPD. The motorcycle section traffic unit would develop the plans necessary to focus the effort of the rest of the department. This approach would entail the creation of written traffic safety plans, monthly reports using traffic crash data to identify times/days/locations/causes of traffic crashes, and holding patrol shifts accountable for implementing this plan. For example, driving while intoxicated is undoubtedly a source of numerous accidents and accident injuries in the community. The Motorcycle Unit ends its shift at 7:00 p.m., which is earlier than when most DWI incidents occur. CPSM is not recommending that this unit extend its shift into the early morning hours. On the contrary, the recommendation is for the analysis and planning to be done by this section, in collaboration with the patrol division, and the enforcement efforts carried out by other operational units in the department. To support this effort, it is recommended that administrative support in the form of nonsworn personnel be considered for assignment to the unit. The administrative burden on the supervisors appears heavy, with little discretionary time available to develop plans and coordinate department- wide efforts on the scale being recommended. With administrative support, the section supervisor could dedicate additional time towards the development and implementation of traffic safety plans and spend more time on patrol supervising and coordinating the execution of these plans. The already high level of performance by this section indicates that the use of administrative resources in this fashion will yield dividends in the form of reduced traffic collisions and injuries and an increase in traffic safety in the community. Police Operations and Data Analysis, Dover, Delaware page 54

Parking Enforcement The Special Enforcement Unit also deploys two (2) full-time civilians assigned to parking enforcement. These individuals are assigned from 8:00 a.m. until 4:00 p.m. from Monday through Friday. This team was responsible for issuing almost 2,700 parking citations in 2015. Parking issues can have a substantial impact on the overall quality of life in a community. Having this resource available is an excellent use of personnel resources. Animal Control The DPD assigns one (1) full-time civilian animal control officer. This individual works 7:00 a.m. to 3:00 p.m. from Monday to Friday and is responsible for handling animal complaints in the city and in 2015 responded to over 450 animal calls for service. These calls included: animal bites involving persons (45), animal bites involving animals (14), animal cruelty cases (82), stray animal cases (105), cat trapping complaints (21), rabies cases with animals (34), nuisance complaints (24), miscellaneous investigations (67), deceased animal cases (7), owner surrender (9), vicious animals (6), wildlife complaints (16), and warrants obtained for animal related crimes (16). Once again, the data suggest a high-performing unit and an important resource for the DPD. No changes or recommendations are offered. Community Policing Section The Community Policing Section is supervised by a sergeant and is staffed by three master corporals and one police officer first class. One of the master corporals is assigned to coordinate the activities of the Police Athletic League, and the other personnel are responsible for general community policing activities. Personnel are assigned to work various shifts from Monday to Friday. The shifts generally begin at 7:00 a.m. and conclude at 8:00 p.m. Adjustments are made to work later and on the weekends to accommodate community events and meetings. The CPS is the liaison with approximately eighty (80) community groups, conducts school safety presentations, and assists with the administration of court operations. The CPS supervisor oversees the efforts of the sex offender registry program. According to the DPD, the Community Policing Section’s “primary duties concern community intervention with crime prevention strategies, having the goal of increased community security by establishing and building upon positive relationships in the neighborhoods, promoting community awareness, and increasing the levels of involvement in the affairs of the neighborhood” (DPD Procedure Notice 61C). The specific duties of the section include establishing neighborhood watch programs, implementing crime prevention programs, attending community meetings, and assisting in traffic and security at special events. While the mission of the CPS is appropriate, the translation of this mission into concrete and actionable duties and responsibilities of the officers in the section appears to be misaligned. Community policing is an often misunderstood and poorly designed operational concept. It can become many things to many people and without proper organizational design it can devolve into Police Operations and Data Analysis, Dover, Delaware page 55

an inefficient deployment of personnel and resources. Community policing is thought to operate on four main levels. The philosophical level involves broad citizen input and personalized service. The strategic level involves a geographic focus and an emphasis on crime prevention. The tactical dimension involves partnerships with the community with a focus on problem solving. And the organizational level involves the various changes needed to support the community policing effort. Looking at the DPD community policing section within this context reveals several strengths that should be supported and weaknesses that should be altered. The DPD gets high marks for embracing the community policing philosophy and engaging the community in a positive and collaborative approach to public safety. The commitment of personnel to this effort is evidence of this approach. An opportunity for improvement exists to leverage the personnel assigned to this section to implement the community policing strategies more effectively. The CPS should have specific geographic assignment and accountability. Each of the four patrol districts should become a specific community policing “beat” and one CPS member should be assigned to a beat/district. The CPS should become more focused on crime reduction through proactive enforcement and crime prevention programs. Each week the DPD generates crime analysis reports. The CPS should use this data to focus its patrol activities. The crime analysis reports illustrate crime hot spots in the various districts. The CPS should use this data not only to inform residents and businesses of crime activity, but to engage the community in problem solving to address the conditions in these areas that contribute to the crime. This could take the form of direct patrols, fixed-post assignments, developing criminal intelligence and informants, conducting enforcement, etc. to address crime in specific locations in each CPS officers’ district. The same focused enforcement should be directed to traffic safety. The CPS should target traffic hot spots in their beats with focused enforcement, and more importantly, engage the organized community to prevent traffic collisions from happening in the first place. The CPS could coordinate its efforts with the Motorcycle Unit to address this critical issue. The CPS should be more heavily engaged in crime prevention programs. There is an array of nationally recognized crime prevention efforts for commercial and residential building security (lighting, locks, etc.), personal safety, automobile safety, etc. CPS officers should be trained in these programs and deliver them to the members and groups in their beats. The current approach to community policing in the DPD seems unfocused. While the department embraces the community policing philosophy, the operation of the CPS could be enhanced to achieve DPD goals in this area. A more targeted and focused approach to crime prevention and community safety could be implemented to promote the goals of this important program. The information shown in Figures 4-9 and 4-10 could be used as a starting point to focus the activities and direction of this section. These maps identify numerous hot spots of both crime and high-CFS locations. Successful community policing efforts would entail working in partnership with the community to develop the programs and initiatives to solve the problems that are underlying these hot spots. There are numerous CFS in specific locations for a reason. The approach Police Operations and Data Analysis, Dover, Delaware page 56

recommended here is for the CPS to address those underlying conditions using all of the resources necessary. These efforts could entail enforcement, education, crime prevention, directed patrol, etc. Each beat officer would have the responsibility of coordinating the efforts on their specific beats with the section supervisor overseeing the entire operation. Sex Offender Enforcement Section The primary duty of the Sex Offender Enforcement Section is the enforcement of sex offender registration laws. The section is made up of two retired members of the DPD hired back by the department in nonsworn positions. Personnel assigned to the section work 7:00 a.m. to 3:00 p.m. from Monday to Friday. As of March 18, 2016, the section supervises 261 Level II and 77 Level III sex offenders in Dover. The section is responsible for verifying the registrant’s place of residence and ensuring that registrants adhere to the provisions of the law. This is a critical area of law enforcement and an issue of great concern to local communities. The use of retired officers from the DPD is an excellent and efficient use of personnel resources. The workload faced by the section can be managed by the personnel assigned. The DPD should be commended for the management of this important function. It is another example of sound police management and no changes or recommendations are offered. Recommendations:  Empanel a calls for service (CFS) committee to evaluate service demands and attempt to reduce and/or eliminate nonemergency responses.  Extend the time period between the switching of start times for patrol shifts.  Address “hot spots” in the community by leveraging the efforts of the Community Policing Section.  Adopt a strategic approach to traffic safety. Place the responsibility for traffic safety with the supervisor of the Motorcycle Section and use this section as the research and planning arm to support this effort.  Add administrative support to the Special Enforcement Unit Police Operations and Data Analysis, Dover, Delaware page 57

Section 6. Specialized Units Special Operations Response Team (S.O.R.T.) The mission of the Special Operations Response Team (S.O.R.T.) is to respond to high-risk situations that may necessitate the use of deadly force, but with the ultimate goal of preserving human life. Examples of high-risk operations include but are not limited to: barricaded subjects, hostage situations, and active shooter incidents. S.O.R.T.’s primary responsibility is to respond to high-risk situations within the City of Dover; however, the unit may assist other state, federal, or local agencies, if requested. The Special Operations Response Team is commanded by a captain who reports directly to the deputy chief. The team consists of (eighteen) 18 members guided by two (2) squad leaders. One (1) squad leader is responsible for supervising the sniper/observer teams and the other squad leader is responsible for the entry/arrest teams. S.O.R.T. members have other full-time, primary duties and S.O.R.T. membership is a part-time duty. The commander is responsible for ensuring that S.O.R.T. utilizes a written planning process for all operations. The written planning process outlines how the operation will be conducted, command responsibilities, control and communications, and the additional support required for the operation. The Dover Police Department Procedural Notice 46.1 establishes the guidelines for the selection, training, and deployment of S.O.R.T. The selection process requires a recommendation from the member’s immediate supervisor and two (2) years of experience in patrol. Candidates must successfully pass the S.O.R.T. physical fitness test, achieve a firearms qualification score of at least ninety (90) percent with the issued weapon, not be on any form of department disciplinary probation, maintain good physical health, maintain a high level of physical fitness, and participate in an interview with the deputy chief and S.O.R.T. commander. While no psychological testing is required for team membership, members who are involved in a shooting may be referred to a psychologist to ensure fitness for duty. Members who are selected for the team receive a minimum of forty (40) hours of basic S.O.R.T. training and must complete the training prior to being utilized in any capacity on the team. The training includes team movements, basic marksmanship, special weapons, chemical agents, and team concepts. Additionally, each S.O.R.T. member receives twelve (12) hours of firearms training each month and every other month receives eight (8) hours of tactics training. The tactics training includes individual tactics, building entries, searches, felony car stops, hostage and officer rescue, use of chemical agents, physical fitness, and other necessary skills and abilities essential to the team’s operations. The commander monitors all training; the commander must also give prior approval for any member to miss a training date. There are strict guidelines in place for each S.O.R.T. member to successfully meet the monthly firearms qualification scores. For example, if a S.O.R.T. member does not meet the ninety (90) percent qualification standard, the commander is notified and the member cannot participate on the team until requalifying within sixty (60) days. If the team member does not successfully qualify within sixty (60) days, the commander suspends the member from all S.O.R.T. operations. The Police Operations and Data Analysis, Dover, Delaware page 58

commander and team leaders will review the team member’s status and make a recommendation to the deputy chief. The S.O.R.T. unit trains twice a year with the Crisis Negotiation Team (C.N.T.). The S.O.R.T. unit and the Crisis Negotiation Team have also conducted training with the Delaware State Police in active shooter scenarios. The internal training provided to S.O.R.T. members is well-defined by the Dover Police Department Procedural Notice 46.1. However, in discussing training with the commander, it was noted that training funds are no longer available to fund training courses offered by external entities. The commander noted that the S.O.R.T. unit is young in terms of tenure and would substantially benefit from advanced external training programs. The commander reports that S.O.R.T. has the equipment needed for operations, including APC armor vehicle and a box van vehicle. Procedural Notice 46.1 details specialized equipment issued to each member. However, the commander did note the need for two (2) new Benelli semi-automatic shotguns, and the need for conversion kits for the S.O.R.T. members’ headphones to successfully interface with the Motorola APX6000 radios. The S.O.R.T. commander does not maintain an overtime account for the unit; however, the commander was able to obtain overtime information from the administration. S.O.R.T. reported nine (9) call-outs for 2014 and twenty (20) call-outs for 2015. The S.O.R.T. unit’s overtime was 327.5 hours for 2014 and 474.5 hours for 2015. The S.O.R.T. unit reflects excellent operational and administrative practices. Internal training is a priority with the unit and contributes to the professionalism of the unit. However, funding to support externally delivered training programs should be researched and evaluated. Recommendations:  The S.O.R.T. Commander should track all overtime for each call-out and monitor overtime costs for the purpose of budgetary planning.  Consider implementing a psychological evaluation specifically crafted for the S.O.R.T. selection process.  Consider identifying funding to support external advanced tactical training programs designed for this high-risk team.  Consider purchasing two (2) new Benelli semi-automatic shotguns.  Consider purchasing conversion kits for the S.O.R.T. members’ headphones to be able to successfully interface with the Motorola APX6000 radios. Police Operations and Data Analysis, Dover, Delaware page 59

Crisis Negotiation Team (C.N.T.) The Crisis Negotiation Team (C.N.T.) responds to all barricade and hostage situations. The team has ten (10) members and is supervised by a commander who reports directly to the Deputy Chief. Team membership is part-time and all members have other primary assignments in the department. The selection process for team membership consists of the following criteria: minimum of two (2) years of law enforcement experience; possess good mental health and ability to work as a team; good oral communication skills; possess maturity and a high degree of motivation; work well under pressure; possess flexibility to changing situations; possess a good work attendance record; and be willing to report to duty on short notice and work long hours. The duties of the team and selection process are outlined in Procedural Notice 46.2. When a member is selected for the C.N.T., the member attends a 40-hour training course on hostage negotiations before being deployed as a team member. The C.N.T. trains every other month for eight (8) hours, with training focused on but not limited to: equipment readiness, scenarios, information sharing related to incidents, attending conferences, and critical incident stress management. Twice a year the C.N.T. trains with the Special Operations Response Team (S.O.R.T.) and other agencies such as the Delaware State Police and the New Castle County Police Department. The commander indicated that the department recently bought a van equipped with two (2) laptops and which can be utilized on-scene to support the negotiator and the coach. However, the team needs a new rescue phone with updated technology and a bionic ear communication system. The commander does not maintain an overtime account for the team; however, the commander was able to obtain the overtime information from the administration. C.N.T. reported one (1) call- out for 2014 and two (2) call-outs for 2015. These statistics reflect a full call-out and do not include call-outs that were canceled while en route. The C.N.T. unit’s overtime was fifteen (15) hours for 2014 and twenty-six (26) hours for 2015. The commander is responsible for initiating and completing all after-action reports after a call-out. Additionally, the commander is responsible for the administrative aspects of all training for the team. Recommendations:  The C.N.T. Commander should track all overtime for each call-out and monitor overtime costs for the purpose of budgetary planning.  Consider implementing a psychological evaluation specifically crafted for the C.N.T. selection process.  Consider funding a new rescue phone with updated technology and a bionic ear communication system. Police Operations and Data Analysis, Dover, Delaware page 60

Internal Affairs The Internal Affairs Unit is commanded by a lieutenant who is the sole member of the unit and who reports directly to the deputy chief. At the time of the CPSM site visit, the lieutenant was out-of- town attending a ten-week professional development course at Northwestern University. The CPSM interview on internal affairs activities was conducted with the deputy chief, who previously served as the lieutenant in the Internal Affairs Unit. The mission of the Internal Affairs Unit is to investigate allegations of misconduct by department employees and to maintain the integrity, ensure professional conduct, and create a positive image of the department. The department publishes a Citizen Complaint Process Booklet that informs the public on how to report a complaint. Anonymous complaints are accepted by the department. General Order 52 outlines a clear and detailed process for investigating all complaints made against the department or employees of the department to include anonymous complaints. Depending upon the nature and severity of the complaint, the deputy chief can authorize a complaint to be handled at the command level or the complaint can be investigated by the Internal Affairs Unit. Command-level investigations generally involve allegations of a minor nature such as lack of courtesy on the part of an employee, tardiness, or insubordination. The member’s chain of command will investigate and determine a finding. For command-level discipline, sergeants can issue a letter of counseling or reprimand, and shift commanders can issue an eight-hour suspension without pay. More serious allegations are investigated by the Internal Affairs Unit. By policy, all Internal Affairs investigations must be completed within ninety (90) days from the day of the complaint’s initiation. All complainants are notified by Internal Affairs as to the disposition of the complaint. Dispositions are categorized as one of the following: unfounded, exonerated, not sustained, sustained, or not involved. Each year the department publishes an annual report that reports on the disposition of all Internal Affairs cases. The annual report is published on the department’s website. Furthermore, the department posts all exonerated police officer shootings on the department website and includes the disposition letter from the Attorney General’s Office. If the allegation is of a criminal nature and within the jurisdiction of the department, the Criminal Investigations Unit is responsible for the investigation, and will forward all information and documentation to the Internal Affairs Unit. The Internal Affairs Unit previously utilized IAPro for its records management system. However, department staff found the system was not user-friendly and now utilizes Microsoft Word and Excel for records management. Only the lieutenant and deputy chief have access to the Internal Affairs files, which are secured in locked cabinets. Tables 6-1 through 6-8 provide statistics on Internal Affairs incidents and dispositions for the years 2012 through 2015. This information is provided to the public through the annual report and as well is posted on the department’s website. Police Operations and Data Analysis, Dover, Delaware page 61

TABLE 6-1: 2012 Dover Police Department Internal Affairs Public Statistical Summary Percent Percent Incident Type Received Completed Completed Sustained Sustained Administrative 26 26 100 20 77 Investigations Citizen Complaints 7 7 100 0 0 Miscellaneous 22 22 100 0 0 Firearm Discharge 6 6 100 0 0 Use of Force 65 65 100 0 0 Vehicle Collision 19 19 100 7 37 Vehicle Pursuit 10 10 100 3 30 Total 155 155 100 30 19 TABLE 6-2: 2012 Detailed Summary of Cases Number of Cases 33 Number of Cases Involving Civilians 1 Number of Cases Involving Sworn Officers 32 Number of Cases Involving Discipline 20 Number of Charges Resulting in a Finding of Unfounded 8 Number of Charges Resulting in a Finding of Not Involved 1 Number of Charges Resulting in a Finding of Not Sustained 2 Number of Charges Resulting in a Finding of Exonerated 2 Number of Charges Resulting in a Finding of Sustained 20 Number of Cases Heard Before the Professional Standards Board 0 Number of Cases Handled by Summary Discipline 19 Number of Cases Handled by Discipline Other than Summary 1 Number of Employees Terminated 0 Note: A single case may involve multiple charges and multiple officers with different findings for each. Figures also include incidents handled at the operational (command) level. Police Operations and Data Analysis, Dover, Delaware page 62

TABLE 6-3 : 2013 Dover Police Department Internal Affairs Public Statistical Summary Percent Percent Incident Type Received Completed Completed Sustained Sustained Administrative 6 6 100 3 50 Investigations Citizen Complaints 11 11 100 2 18 Miscellaneous 5 5 100 0 0 Firearm Discharge 10 10 100 0 0 Use of Force 62 61 98 0 0 Vehicle Collision 14 14 100 6 42 Vehicle Pursuit 11 11 100 1 9 Total 119 118 100 12 17 TABLE 6-4: 2013 Detailed Summary of Cases Number of Cases 17 Number of Cases Involving Civilians 2 Number of Cases Involving Sworn Officers 15 Number of Cases Involving Discipline 6 Number of Charges Resulting in a Finding of Unfounded 4 Number of Charges Resulting in a Finding of Not Involved 6 Number of Charges Resulting in a Finding of Not Sustained 22 Number of Charges Resulting in a Finding of Exonerated 13 Number of Charges Resulting in a Finding of Sustained 12 Number of Cases Heard Before the Professional Standards Board 0 Number of Cases Handled by Summary Discipline 2 Number of Cases Handled by Discipline Other than Summary 3 Number of Employees Terminated 1 Note: A single case may involve multiple charges and multiple officers with different findings for each. Figures also include incidents handled at the operational (command) level. Police Operations and Data Analysis, Dover, Delaware page 63

TABLE 6-5: 2014 Dover Police Department Internal Affairs Public Statistical Summary Percent Percent Incident Type Received Completed Completed Sustained Sustained Administrative 7 7 100 4 57 Investigations Citizen Complaints 7 7 100 0 0 Miscellaneous 9 9 100 4 44 Firearm Discharge 9 9 100 0 0 Use of Force 66 66 100 0 0 Vehicle Collision 11 11 100 6 55 Vehicle Pursuit 9 9 100 1 11 Total 118 118 100 15 13 TABLE 6-6: 2014 Detailed Summary of Cases Number of Cases 14 Number of Cases Involving Civilians 1 Number of Cases Involving Sworn Officers 14 Number of Cases Involving Discipline 5 Number of Charges Resulting in a Finding of Unfounded 8 Number of Charges Resulting in a Finding of Not Involved 0 Number of Charges Resulting in a Finding of Not Sustained 0 Number of Charges Resulting in a Finding of Exonerated 1 Number of Charges Resulting in a Finding of Sustained 5 Number of Cases Heard Before the Professional Standards Board 1 Number of Cases Handled by Summary Discipline 4 Number of Cases Handled by Discipline Other than Summary 1 Number of Employees Terminated 0 Note: A single case may involve multiple charges and multiple officers with different findings for each. Figures also include incidents handled at the operational (command) level. Police Operations and Data Analysis, Dover, Delaware page 64

TABLE 6-7: 2015 Dover Police Department Internal Affairs Public Statistical Summary Incident Type Received Completed Percent Sustained Percent Completed Sustained Administrative 10 10 100 7 70 Investigations Citizen Complaints 14 14 100 0 0 Miscellaneous 22 22 100 0 0 Firearm Discharge 6 6 100 0 0 Use of Force 51 51 100 0 0 Vehicle Collision 14 14 100 7 50 Vehicle Pursuit 10 10 100 1 10 Total 127 127 100 15 15 TABLE 6-8: 2015 Detailed Summary of Cases Number of Cases 10 Number of Cases Involving Civilians 1 Number of Cases Involving Sworn Officers 10 Number of Cases Involving Discipline 7 Number of Charges Resulting in a Finding of Unfounded 3 Number of Charges Resulting in a Finding of Not Involved 0 Number of Charges Resulting in a Finding of Not Sustained 11 Number of Charges Resulting in a Finding of Exonerated 2 Number of Charges Resulting in a Finding of Sustained 7 Number of Cases Heard Before the Professional Standards Board 0 Number of Cases Handled by Summary Discipline 0 Number of Cases Handled by Discipline Other than Summary 7 Number of Employees Terminated 0 Note: A single case may involve multiple charges and multiple officers with different findings for each. Figures also include incidents handled at the operational (command) level. The department provides a high level of transparency to the public for all Internal Affairs complaints. The data are also utilized for analysis by the lieutenant. The lieutenant identifies any patterns or skill deficiencies generated from Internal Affairs investigations that may require policy changes or additional training for members. The lieutenant reviews department accidents, use-of- force reports, findings provided by the pursuit review board, and firearms discharge reports. The deputy chief could not recall any patterns that resulted in policy changes or additional training for all members. However, the deputy chief did recall a situation in which another department’s Police Operations and Data Analysis, Dover, Delaware page 65

employee contacted his office to suggest that a Dover Police Department officer was in need of training in courtroom testimony. The incident was immediately followed up and the department member received additional training in courtroom testimony. This training was provided because of a skill deficiency and not because of a department violation. The department is very proactive and has a general order for the department’s early warning system. One area not pursued by the Internal Affairs Unit is random audits of video cameras, review of reports for compliance of policy, and random inspections. The department puts forth a commendable effort to provide a transparent process for filing a complaint against the department or a member of the department. Additionally, the department produces yearly statistics pertaining to Internal Affairs complaints, and publishes the findings in the annual report that is found on the department’s website. Recommendations:  Have Internal Affairs conduct random audits of department video cameras, reports, and inspections for compliance with general orders.  Consider purchasing software for the Internal Affairs Unit that is more user-friendly than IAPro and which has greater capabilities for analysis than Microsoft Word and Excel. Police Operations and Data Analysis, Dover, Delaware page 66

Section 7. Criminal Investigations Unit The Criminal Investigations Unit is commanded by a lieutenant who is responsible for the supervision of the Criminal Investigations Section, Crime Scene Investigations Section, Juvenile Section, Drugs, Vice, and Organized Crime Section, and the Street Crimes Section that is the result of a merger of the TAC Section and Gang Intelligence. The lieutenant is also the commander of the Crisis Negotiation Team. The lieutenant reports to the Operation Division commander. The lieutenant does not directly monitor overtime expenses. Overtime is maintained in a department- wide fund. Criminal Investigations Section The Criminal Investigations Section is directly supervised by a sergeant who oversees one (1) master corporal and six (6) detectives. These detectives perform preliminary investigations for sophisticated and complexed crimes such as financial crimes and identity theft. The detectives also perform follow-up investigations for the most serious types of crimes or crimes that require substantial time and coordination with other jurisdictions. The Criminal Investigations Section’s detectives are generalists in that they handle both crimes against persons and property crimes. The detectives cover two (2) shifts, which results in detectives being available from 0700 to 2300 hours. Detectives share a rotation of one (1) week on-call for after-hours cases generated by patrol or cases requiring their expertise. Case management is performed by the sergeant, who assigns the cases to the detectives based on case workload, seriousness and complexity of the case, and in consideration of the expertise each detective has in certain types of crimes. The sergeant utilizes solvability factors to determine if a case should be assigned to a detective. The solvability factors include but are not limited to: if suspect is known, identified, or can be located; existing witnesses; physical evidence; traceable stolen property; modus operandi; vehicle identification; and whether the crime can be solved with a reasonable amount of investigative effort. The workload statistics for the Criminal Investigations Section for 2012, 2013, and 2014 are provided in Tables 7-1 through 7-6. Police Operations and Data Analysis, Dover, Delaware page 67

TABLE 7-1: Caseload and Investigative Results, All Detectives, Initiated Cases, 2012 Total Total Cleared Cleared Total Pending Type of Crime Complaints Cleared Invest. Arrest Arrest Invest. WOF Burglary 129 82 22 59 61 48 3 Checks 30 28 11 17 16 2 2 Conspiracy 104 103 12 92 110 0 0 Forgery 90 87 15 72 65 N.L.* 0 Homicide 2 2 0 2 3 0 0 Other 1,102 1,084 340 744 784 18 4 Rape 67 66 27 38 38 2 0 Robbery 75 55 25 30 41 20 1 Sudden Death 41 41 41 0 0 0 0 Theft 829 809 236 607 609 19 7 Total 2,469 2,357 696 1,661 1,727 112 17 Note: WOF is Warrant on File; N.L.: Not Listed TABLE 7-2: Caseload and Investigation Results, All Detectives, Supplement Cases, 2012 Total Total Cleared Cleared Total Pending Type of Crime Complaints Cleared Invest. Arrest Arrest Invest. WOF Burglary 39 38 2 36 34 1 0 Checks 3 3 0 3 3 0 0 Conspiracy 38 38 0 38 35 0 0 Forgery 28 28 0 28 29 0 0 Homicide 0 0 0 0 0 0 0 Other 209 209 17 192 183 0 0 Rape 17 16 1 15 15 1 0 Robbery 20 20 1 19 20 0 0 Sudden Death 0 0 0 0 0 0 0 Theft 147 145 2 143 142 2 0 Total 501 497 23 474 461 4 0 Note: WOF is Warrant on File Police Operations and Data Analysis, Dover, Delaware page 68

TABLE 7-3: Caseload and Investigation Results, All Detectives, Initiated Cases, 2013 Total Total Cleared Cleared Total Pending Type of Crime Complaints Cleared Invest. Arrest Arrest Invest. WOF Burglary 97 61 10 51 61 36 4 Checks 21 19 9 10 10 2 2 Conspiracy 72 71 9 62 74 1 0 Forgery 75 72 55 17 23 3 1 Homicide 2 2 1 1 1 0 0 Other 818 807 360 449 478 9 0 Rape 96 93 36 56 50 4 0 Robbery 76 56 14 42 44 20 1 Sudden Death 49 49 49 0 0 0 0 Theft 368 334 165 170 178 33 7 Total 1,674 1,564 708 858 919 108 15 Note: WOF is Warrant on File TABLE 7-4: Caseload and Investigation Results, All Detectives, Supplement Cases, 2013 Type of Crime Total Total Cleared Cleared Total Pending WOF Complaints Cleared Invest. Arrest Arrest Invest. Burglary 8 8 0 8 8 0 0 Checks 4 3 1 2 2 0 0 Conspiracy 12 14 0 14 14 0 0 Forgery 7 7 0 7 5 0 0 Homicide 0 0 0 0 0 0 0 Other 37 37 9 29 27 0 0 Rape 1 1 1 0 0 0 0 Robbery 8 8 0 8 8 0 0 Sudden Death 0 0 0 0 0 0 0 Theft 50 50 8 43 40 0 0 Total 127 128 19 111 104 0 0 Note: WOF is Warrant on File Police Operations and Data Analysis, Dover, Delaware page 69

TABLE 7-5: Caseload and Investigation Results, All Detectives, Initiated Cases, 2014 Total Total Cleared Cleared Total Pending Type of Crime Complaints Cleared Invest. Arrest Arrest Invest. WOF Burglary 85 43 9 34 41 48 6 Checks 19 17 7 10 4 2 2 Conspiracy 36 38 4 34 51 0 0 Forgery 99 95 28 67 66 4 4 Homicide 4 3 1 2 3 1 0 Other 560 540 161 380 375 19 5 Rape 111 101 31 70 64 10 5 Robbery 84 66 19 47 65 18 0 Sudden Death 29 29 29 0 0 0 0 Theft 535 509 84 425 429 26 11 Total 1,562 1,441 373 1,080 1,098 122 33 Note: WOF is Warrant on File TABLE 7-6: Caseload and Investigation Results, All Detectives, Supplement Cases, 2014 Total Total Cleared Cleared Total Pending Type of Crime Complaints Cleared Invest. Arrest Arrest Invest. WOF Burglary 15 15 2 12 14 0 0 Checks 0 0 0 0 0 0 0 Conspiracy 4 4 0 4 4 0 0 Forgery 5 5 0 5 5 0 0 Homicide 0 0 0 0 0 0 0 Other 53 53 7 52 51 0 0 Rape 8 8 1 8 8 0 0 Robbery 4 4 0 3 3 0 0 Sudden Death 0 0 0 0 0 0 0 Theft 49 44 13 32 44 5 4 Total 116 116 12 110 112 0 0 Note: WOF is Warrant on File The department utilizes a state-wide report management system called LEISS. This records management system (RMS) has several advantages; specifically, the system supports a unified approach to report data collection and intelligence gathering. However, the department still uses an Excel program for summarizing the detectives’ workloads. The use of Excel by the Criminal Police Operations and Data Analysis, Dover, Delaware page 70

Investigations Section is somewhat laborious and produces errors. Different individuals have been responsible for collecting the workload statistics from each detective, entering the data in Excel, and providing monthly and yearly statistics. Thus, the data have appeared in different formats. Furthermore, each detective has reported clearance rates by crime, yet the monthly crime clearance rates sometimes lacked data for some categories. When comparing the yearly statistics for 2012 and 2013 in Tables 7-1 to 7-4 to the summary statistics in Table 7-7 provided by the department, there are differences in the figures for total complaints, total cleared, and total arrests for 2012 and 2013. For 2014, the figures align. Because of the volume of cases, the way in which cases and results are tracked is a labor-intensive undertaking and the department should research a more efficient way to generate workload statistics either through crime analysis or new software. TABLE 7-7: Summary Comparison of Caseload and Investigation Results, 2012-2014 Warrants on Pending Year Total Complaints Total Cleared Total Arrests File Cases 2012 3,202 3,086 2,188 17 116 2013 4,020 4,141 1,023 15 108 2014 1,678 1,557 1,210 33 122 CPSM contends that an appropriate and manageable caseload for a detective is between 120 and 180 cases each year, or 10 to 15 per month. Table 7-7 shows that there were 3,202 total complaints processed by the Criminal Investigations Section in 2012. Based on eight (8) personnel, individual caseload for the year was 400.25 cases or 33.35 cases per month. However, Tables 7-1 and 7-2 together indicate there were 2,970 cases in 2012, not 3,202 cases. This would mean each detective (based on eight (8) personnel) worked 371.25 cases per year or 30.93 cases per month. Table 7-7 notes that 4,020 total complaints were processed by the Criminal Investigations Section in 2013. If the number of cases was distributed evenly among the eight (8) members of the section, that means each detective worked 502.5 cases for the year, or 41.87 cases per month. However, Tables 7-3 and 7-4 show a total of 1,801 cases, not 4,020 cases. This would translate into 225.12 cases per year for each member of the section, or 18.7 cases per month. For 2014, all tables align and show 1,678 the total cases assigned to the Criminal Investigation Section for the year. This results in a caseload of 209.75 cases per detective, or 17.47 cases per month. In any case, the detectives’ caseload is significantly higher than the standard workload CPSM uses of 120 to 180 cases each year, or 10 to 15 cases per month. Thus, this may warrant consideration of assigning additional detectives to the section to reduce individual workload. The selection process for detectives is guided by Procedural Notice 16C, Selection of Specialized Assignments. In order to be eligible for any specialized assignment in the department, members must meet the minimum requirements: three (3) years of law enforcement experience; not be on Police Operations and Data Analysis, Dover, Delaware page 71

any type of disciplinary probation; receive a letter of recommendation from the member’s direct supervisor; provide a letter to the Chief of Police, via chain of command, requesting transfer to the assignment. In the letter to the Chief of Police, the member shall present his/her experience, specialized training, past job performance, formal education, and any unique skills, knowledge, and abilities required for the position. An oral board selected by the Chief of Police also reviews a candidate’s sick time usage, job knowledge, and self-initiated activity. A ranked list of the candidates will be presented to the Chief of Police for final selection for each assignment. Detective positions are considered lateral transfers. There is no monetary enhancement for the transfer; however, detectives work an 8-hour shift instead of a 12-hour shift schedule. Detectives also receive a take-home car. However, only one (1) to three (3) officers request a transfer to the Criminal Investigations Section when an opening occurs. When a new detective is assigned to the Criminal Investigations Section, the sergeant ensures that the detective receives internal training. A training checklist is completed by the sergeant for every new detective. The checklist includes a listing of tasks relating to general duties, crime scene (for crime scene investigators), initial and follow-up investigations, report writing, and interviewing. Detectives also attend external training opportunities. Detectives are evaluated annually on their performance according to General Order 35. The department has a progressive program focused on career development of future detectives. Uniform officers in patrol can serve as patrol shift investigators to enhance their experience in investigations. Patrol shift investigators are assigned the more serious crimes investigated by patrol, assist their shift with crime scene evidence processing, may be assigned detective duties when detectives are not available, and attend the weekly Criminal Investigations Section meeting. Patrol shift investigators also receive forty (40) hours of internal training delivered by the Criminal Investigations Section. Recommendations:  Initiate a technology committee inclusive of Crime Analysis and Criminal Investigations Section supervisor to examine options for creating a more efficient and reliable way of collecting the workload data for the Criminal Investigations Section.  Add one (1) detective to the Criminal Investigations Section to align workload with CPSM proposed staffing levels.  Consider offering specialty pay for specialized assignments so as to be able to recruit more candidates for transfer. Police Operations and Data Analysis, Dover, Delaware page 72

Crime Scene Section The Crime Scene Section is supervised by the sergeant assigned to the Criminal Investigations Section. The Crime Scene Section was created in March 2011 and has one (1) full-time investigator. The investigator works Monday through Friday, 0800 to 1600 hours. The investigator is a graduate of the National Forensic Academy (NFA) at the University of Tennessee. Currently, a detective is attending crime scene training to be able to serve as the back-up for the crime scene investigator. There were two (2) other department members who were graduates of the NFA, but they are no longer working at the Dover Police Department. This has created a slight void in backfilling the crime scene investigator’s position when on vacation or in court. A review of the case management of the Crime Scene Section showed that the investigator maintains a monthly work log formatted in Microsoft Word. The information captured pertaining to each case includes: case number, date received, date finished, work performed, DNA case or gun case. However, the ability to analyze workload is limited by this method. For example, CPSM staff had to review each monthly log and construct a workload analysis for the years 2012, 2013, and 2014. Some data were missing, such as the monthly log for July 2013, and four (4) months were missing a total of six (6) report numbers. Table 7-8 dhows the summary statistics created by CPSM for 2012, 2013, and 2014 based on the monthly log reports. TABLE 7-8: Crime Scene Workload for 2012, 2013, and 2014 Month 2012 2013 2014 January 16 20 10 February 22 8 9 March 16 12 7 April 20 21 14 May 8 20 16 June 13 14 17 July 11 Missing 9 August 16 18 10 September 15 16 12 October 19 20 11 November 12 12 7 December 9 12 14 Total 177 173 136 The monthly logs provide only rudimentary data pertaining to workload. The amount of time required to process a case is not recorded. For example, in April 2012, the investigator processed a suicide crime scene including processing a gun for DNA and prints. During that same month, the investigator processed a door sensor using black powder. The amount of time needed for these tasks is significantly different. One crime scene is labor- and time-intensive, while the other Police Operations and Data Analysis, Dover, Delaware page 73

requires little time. Therefore, it is difficult to recommend staffing for the Crime Scene Section when the workload analysis is very limited. A more efficient and reliable method for capturing workload for the Crime Scene Section needs to be evaluated by the commander. Either the Crime Analysis Section should assist in capturing this workload for analysis or the department should consider purchasing software to capture the workload more efficiently. Recommendations:  Ensure that a detective is trained in crime scene investigations and that this back-up position is available to the Crime Scene Section. One consideration is to train an additional detective in crime scene investigations.  Initiate a technology committee inclusive of Crime Analysis, The Criminal Investigations Section Supervisor, and the crime scene investigator to examine options for creating a more efficient and reliable way of collecting the workload data for the Crime Scene Section. Juvenile Section The Juvenile Section is also supervised by the sergeant assigned to the Criminal Investigations Section. There are four (4) officers assigned to the Juvenile Section: three (3) school resource officers (SRO) and one (1) G.R.E.A.T. [Gang Resistance Education and Training] officer. The Dover Police Department has had a School Resource Program for the last ten (10) years through a collaborative partnership with the Capital School District. One SRO is assigned to Dover High School and is assisted by three (3) civilian security guards provided by the Capital School District. The SRO assigned to Dover High School reports a population of more than 2,000 students. The SRO works Monday through Friday, 0700 to 1500 hours. The second SRO is assigned to the Parkway Academy, an alternative high school for students with behavioral problems. Approximately 140 students attend this school. The Capital School District provides two (2) security guards to assist the SRO. The SRO works Monday through Friday, 0730 to 1530 hours. The third SRO is assigned to Central Middle School, which has a population of approximately 900 students. There are no private security guards assigned at this institution. The SRO works Monday through Friday, 0730 to 1530 hours. These SROs provide a variety of services to their assigned institutions. SROs teach classes on public safety and health issues, patrol their assigned institutions for security, handle criminal complaints, attend school functions such as sporting events, and are involved in extracurricular events throughout the year. During the summer break, the SROs may work a six-week summer school, take vacation time, or assist the department with other activities. Police Operations and Data Analysis, Dover, Delaware page 74

The officer assigned to the G.R.E.A.T. program is responsible for conducting a six-week classroom program with fifth graders and a thirteen-week program with sixth graders at William Henry Middle School. In order to instruct the G.R.E.A.T. program, the officer must be certified in G.R.E.A.T. Officer Training. This training focuses on gang trends and anti-drug and anti-violence approaches for youth. The G.R.E.A.T. program is an evidence-based and effective gang and violence prevention program, and an excellent complement to the SRO program. Officers selected for the SRO assignment attend the National Association of School Resource Officers Conference, which provides forty (40) hours of training. This training conference includes curriculum on emergency management, dealing with problem students, and other relevant topics for the position. Additionally, SROs attend a 40-hour advanced SRO course held in Milford, Delaware, and thirty-two (32) hours of SEPTED training. CPSM was also advised that each SRO communicates with numerous SROs assigned to other institutions for purposes of intelligence gathering and exchange, and to discuss other problems occurring in public schools. In our review of the case management of the Juvenile Section, we found incomplete statistics on workload. A statistical program for capturing the workload exists, but is very cumbersome to use. For 2012, the year-to-date report showed 853 total event hours; in 2013, the year-to-date report showed 0 total event hours; in 2014, the year-to-date report showed 0 total event hours and the file erroneously showed the date of 2013; and in 2015, the year-to-date report showed 0 total event hours. Clearance rates were missing from the analysis. Many of the entries showed only zeros. This database is not providing efficient and reliable workload statistics for the Juvenile Section. Analysis of workload is almost impossible based on the collection methodology. Again, this is a problem similar to that found in the Criminal Investigations Section and Crime Scene Section. Recommendation:  Initiate a technology committee inclusive of Crime Analysis, the Criminal Investigations Section supervisor, and the SROs to examine options for creating a more efficient and reliable way of collecting the workload data for the Juvenile Section. Police Operations and Data Analysis, Dover, Delaware page 75

Drugs, Vice, and Organized Crime Section (DVOC)/ Street Crimes Unit/TAC Unit The Drugs, Vice, and Organized Crime Section is supervised by a sergeant who reports to the commander of Criminal Investigations. There are six (6) detectives assigned to the section. DVOC is responsible for investigating crimes related to prostitution, counterfeit merchandise, drugs, obscenity, gambling, alcohol, and organized crime. These detectives work 0900 to 1700 hours, Monday through Friday, but typically work flexible hours to accommodate operations. Command staff indicated that effective March 27, 2016, the DVOC would have detectives assigned to weekend hours. The DVOC Section also provides staffing to several federal task forces. One detective is assigned to the U.S. Marshals Task Force; one full-time and one part-time detective are assigned to a DEA Task Force; and one detective is assigned to an ATF Task Force. The detective assigned to the ATF Task Force focuses his investigatory efforts on gangs and guns. While the assignment of detectives to federal task forces has financial and investigatory benefits, these assignments can impact the availability of staff for DVOC operations in the City of Dover. Detectives assigned to the DVOC Section receive training that includes (but is not limited to): Basic Drug Investigator Course (40 hours), DEA School (80 hours), and Chemical Labs (40 hours). DVOC also uses the LEISS report management system. Both the DVOC Section and the Street Crimes Unit have on their roster current and former S.O.R.T. members who are well-versed in tactical operations. Any operation worked by the DVOC Section and for which there is intelligence that subjects are potentially armed will use S.O.R.T. for tactical entries. The department utilizes the Regional Information Sharing System (RISS) that keeps data on planned tactical operations as not to conflict with the tactical operations of other agencies. The selection process for the DVOC Section follows the guidelines of Procedural Notice 16C, Selection of Specialized Assignments. Detectives are evaluated annually on their performance as per General Order 35. An administrative issue was discussed with the DVOC sergeant. The sergeant expressed the difficulty and frustration of using the department’s ADP payroll system. This frustration was echoed by other supervisors during the CPSM site visit. The ADP system requires biometrics to validate attendance by department members. Members must come into the department to validate their attendance. Due to their specialized assignments, sometimes this is not practical or possible due to ongoing operations. Furthermore, the system is time-consuming to use and requires substantial manual input when a detective’s work hours change or overtime is needed. A more efficient system is needed, particularly one that does not require biometrics that can only be administered in the office. Table 7-9 displays the DVOC Section summary workload for the period of January to June, 2015. During this period, the DVOC Section investigated 417 drug complaints, 466 other complaints, 8 conspiracy cases, and seized 82 firearms and $60,902 in cash. The drug seizures were also substantial. Police Operations and Data Analysis, Dover, Delaware page 76

Table 7-10 shows the DVOC Section’s summary workload for 2014. During that year, the DVOC Section investigated 548 drug complaints, 606 other complaints, 34 conspiracy cases, and seized 16 firearms and $174,068 in cash. The drug seizures were also substantial. As mentioned previously, CPSM considers that an appropriate and manageable caseload for a detective is between 120 and 180 cases each year or 10 to 15 per month. In 2014, the DVOC Section investigated 1,188 complaints. This means that if the sergeant position and six detectives are included in case-load calculations, the members assigned to this unit worked 169.71 cases each or 14.14 cases per month. If the sergeant position is not factored in for a full caseload, the detectives assigned to this unit worked 198 cases each or 16.5 cases per month. This is slightly higher than the CPSM recommended caseload. In discussing strategic planning with the DVOC sergeant, the sergeant expressed his concerns about the growing heroin epidemic in the City of Dover and throughout the nation. The sergeant’s concerns were validated by the heroin seizures in 2014 and 2015. In 2014, the DVOC Section seized about 176 grams of heroin in comparison to the seizure of 1,571 grams during the first six months of 2015. The sergeant indicated that with more detectives added to the DVOC Section, a Hotel Interdiction Program could be initiated. Many of the lower-priced hotels in the City of Dover are used for housing by individuals who are addicted to heroin. With targeted enforcement for heroin interdiction, these addicts could be arrested and an ongoing component of the heroin market disrupted. The Hotel Interdiction Program could also coordinate with social services, nongovernmental organizations (NGOs), and rehabilitation agencies to impact generational heroin abuse. Police Operations and Data Analysis, Dover, Delaware page 77

TABLE 7-9: DVOC Section Summary Workload, January – June 2015 Initial Det. 1 Det. 2 Det. 3 Det. 4 Det. 5 Det. 6 Det. 7 Det. 8 Det. 9 Total Drug Complaints 31 66 0 59 80 7 54 57 63 417 Other 22 35 0 52 59 88 46 113 51 466 Complaints Total Cleared 53 101 0 111 141 98 102 170 114 890 Total Arrests 53 85 0 111 122 64 83 136 94 748 Conspiracy 0 0 0 0 2 3 3 0 0 8 Supplement Det. 1 Det. 2 Det. 3 Det. 4 Det. 5 Det. 6 Det. 7 Det. 8 Det. 9 Total Drug Complaints 12 17 0 0 11 6 9 12 10 77 Other 10 23 0 0 27 9 30 50 20 169 Complaints Total Cleared 23 43 0 0 38 15 39 63 30 251 Total Arrests 23 43 0 0 38 15 39 63 30 251 Conspiracy 1 3 0 0 0 0 0 1 0 5 Seizures Det. 1 Det. 2 Det. 3 Det. 4 Det. 5 Det. 6 Det. 7 Det. 8 Det. 9 Total Marijuana 0 1,256.3 0 0 3,270.24 893.1 23.8 69.5 58.9 5,571.84 Cocaine 0 0 0 2,007 143.2 26.9 0 0 4.2 2,181.3 Ecstasy 0 0 0 3 0 6.5 9 0 0 18.5 Oxycodone 0 0 0 30 9 50 5 0 0 94 Heroin 1,000 10.3 0 500 9.91 12.21 5.37 23.08 10.485 1,571.355 Others 0 269.1 25 2 0.7 0 0 16.2 0 313 Firearm Seized 0 0 0 0 1 78 0 2 1 82 Cash 0 $3,397 0 $30,000 $7,467 $8,055 $4,232 $1,050 $6,701 $60,902 Police Operations and Data Analysis, Dover, Delaware page 78

TABLE 7-10: DVOC Section Summary Workload, 2014 Initial Det. 1 Det. 2 Det. 3 Det. 4 Det. 5 Det. 6 Det. 7 Det. 8 Det. 9 Total Drug Complaints 38 63 73 41 104 79 36 110 4 548 Other Complaints 34 45 37 52 93 170 61 114 10 606 Total Cleared 72 108 111 98 203 247 106 236 14 1181 Total Arrests 36 34 80 58 50 175 30 105 14 568 Conspiracy 0 0 1 4 6 2 9 12 0 34 Supplement Det. 1 Det. 2 Det. 3 Det. 4 Det. 5 Det. 6 Det. 7 Det. 8 Det. 9 Total Drug Complaints 28 9 38 5 51 10 31 32 0 204 Other Complaints 48 26 42 8 57 19 46 61 1 307 Total Cleared 76 43 84 13 120 31 79 99 1 545 Total Arrests 76 37 84 13 120 31 79 99 1 539 Conspiracy 0 3 2 0 12 2 2 6 0 27 Seizures Det. 1 Det. 2 Det. 3 Det. 4 Det. 5 Det. 6 Det. 7 Det. 8 Det. 9 Total Marijuana 316.9 5,069.2 65.7 66.4 7.6 3.8 23.5 197.6 2.6 5,750.7 Cocaine 380.6 33.01 25.3 14.8 101.3 213.4 4.9 3.7 11.4 777.01 Ecstasy 6.1 0 0 3 10 0 0 0 0 19.1 Oxycodone 6 0 0 30 9 0 0 0 0 45 Heroin 27.58 20.395 13.71 1.9 46.89 57.58 1.52 6.32 0 175.895 Others 134 7.82 25 2 0.7 64.3 0 16.2 250.02 Firearm Seized 0 0 2 0 0 11 0 3 16 Cash $40,670 $7,077 $3,070 $49,452 $5,498 $56,932 $2,250 $9,119 $174,068 Police Operations and Data Analysis, Dover, Delaware page 79

In November 2015, the Street Crimes Unit/TAC Unit was merged into the DVOC Section. The Street Crimes Unit is supervised by a master corporal who reports to the DVOC sergeant. There are four (4) uniformed officers and two (2) probation officers assigned to the Street Crimes Unit. One (1) of the uniformed officers is a K9 officer. The uniformed officers work hours similar to the DVOC Section, that is, Monday through Friday, 0900 to 1700 hours. However, also effective March 27, 2016, officers are being assigned to work weekend hours in conjunction with DVOC staff. This reorganization enables a strategic focus on combining undercover officers with uniformed officers to execute tactical operations more efficiently, rather than relying on uniformed patrol officers for assistance with covert operations. While no members of the Street Crimes Unit are assigned to a task force, the master corporal is currently assigned as an instructor to in-service training for the next four (4) weeks, and throughout the year will assist with in-service training. While the Street Crimes Unit supervisor is unavailable, the DVOC sergeant supervises the Street Crimes Unit. Only partial workload statistics were available for the Street Crimes Unit. Workload statistics for November and December 2014, and January and June 2015, were provided to CPSM. Table 7-11 provides a comparison of workload for December 2014 and June 2015. Because the workload statistics are reported as violations and not cases, it is difficult to determine caseload per detective. These violations indicate that the Street Crimes Unit is aggressive in the execution of its duties. Police Operations and Data Analysis, Dover, Delaware page 80

TABLE 7-11: Workload for Street Crimes Unit for December 2014 and June 2015 Type of Event December 2014 June 2015 Alcohol Violations 2 12 Assist Other 0 8 Warrant on File 0 1 Bike on Sidewalk 3 0 Park Violations 3 4 Criminal Arrest 33 43 Drug-Related Arrest 18 42 Loud Music 1 3 Misc. Violations 16 16 Parking Violations 22 5 Peddler 0 0 Meetings No Category 0 Gun 2 3 Curfew Checks No Category 60 CPCs 16 25 Traffic Arrests 69 38 Warnings 29 19 Fugitive 10 19 Total 224 298 *December 2014 – Street Crimes Unit conducted surveillance 12/13/14 – 12/30/14 Recommendations:  Convene a department-wide technology committee to research the possibility of modifications to the ADP payroll system or the possibility of identifying a more efficient and practical payroll system for specialized sections.  Initiate a technology committee inclusive of Crime Analysis, DVOC, and Street Crimes supervisors to examine options for creating a more efficient and reliable way of collecting the workload data for the DVOC Section and Street Crimes Unit.  Consider implementing a strategic plan for heroin interdiction using the framework of a Hotel Interdiction Program as described by the DVOC sergeant. Consider identifying funding to staff positions for this initiative. Police Operations and Data Analysis, Dover, Delaware page 81

Section 8. Administration Administration The department has recently experienced a considerable amount of turnover in its upper ranks. CPSM was advised that twenty-one (21) promotions have been made within the past year and that seven (7) of the department’s nine (9) sergeants have less than one (1) year in their current rank. CPSM was also advised that the department routinely receives large numbers of subpoenas that direct the appearance of, at times, multiple officers at a variety of court proceedings. In one instance, seventy-six (76) officers received subpoenas in one day. The department has undertaken several efforts to reduce the overall volume of subpoenas and ensure that its officers are not unnecessarily summoned to court. For example, If three (3) or more officers are mentioned in a police report and all are subsequently served with subpoenas for the case, the department has agreed with the Attorney General's office that only one (1) officer should be required to report to court while the other officers are placed "on call." There appears to be a need for additional effort to coordinate the department’s needs with those of the Attorney General's office. Recommendation:  It is recommended that the department designate, train, and support a court liaison officer or administrator who would work to perform triage on incoming subpoenas and develop plans to ensure that uniformed personnel are not needlessly being taken away from their ongoing duties merely to provide redundant or unnecessary testimony in court. This could be a part-time position filled by either a uniformed or nonsworn member of the department. The department has traditionally utilized a ‘desk officer’ for each patrol shift. This role is typically performed by either a sergeant or a police officer assigned to light duty. There is a cell block located at the headquarters building; therefore, desk officers are responsible for monitoring prisoners housed in these cells during each shift. Recommendation:  The department should critically examine and evaluate the need for the permanent assignment of desk officers on every shift. CPSM has observed many American police departments the approximate size of the DPD and which have moved away from utilizing a full-duty uniformed supervisor in this fashion, and have instead moved towards the use of nonsworn personnel for routine reception duties and the monitoring of prisoners. Police Operations and Data Analysis, Dover, Delaware page 82

Strategic Planning and Performance-Based Management The department does not utilize a multiyear strategic plan. Each year, unit goals/objectives are promulgated by unit heads and forwarded to the deputy chief. The deputy chief then “tells division commanders to follow-up on these items with unit supervisors.” The consultants reviewed the unit goals of several department units and found them to be quite perfunctory (for example, see Department Memorandum, Communications Section Unit Goals 2016, dated January 2, 2016). Typically in these goals there is no indication in the record to indicate how these goals were selected, why they were selected, and most importantly, how these goals will be achieved, how progress will be monitored, how the department will know when it has achieved them. Unit goals are forwarded to the chief, who then sets the strategic course of the department. The direction of this course is then communicated by the chief to members of the department via various internal meetings. The chief “explains his vision for the direction [of the department] and how we will get there.” A formal (i.e., written) multiyear strategic plan with articulated, measureable goals is not prepared. The department utilizes a number of internal meetings to actively manage its operations. It should be noted that several members of the department indicated that some of these meetings are “relatively new” and that the department is currently “working things out” to determine who should attend and how these meetings are conducted. These meetings include: Staff meetings: Staff meetings are conducted every Monday morning at 9:00 a.m. These meetings are attended by supervisors at and above the rank of lieutenant. During this meeting, participants review recent crime trends and patterns as well as any remedial efforts such as directed enforcement activities. Meetings are designed to address “current issues and future issues” such as special events, hiring, promotions, etc. "Unit updates" are provided whereby supervisors address notable issues from the previous week as well as future issues such as upcoming special events. These meetings are designed to address both the department’s crime-fighting efforts and general administrative issues. An agenda is not prepared beforehand. Minutes are taken by the chief’s administrative assistant, but the minutes are not circulated to participants after the meeting. Staff meetings are also attended by the dispatch supervisor, the records manager, and the police resource manager. Nonsworn personnel are excused when the discussions at these meetings turn towards more ‘crime-fighting” issues and topics. CPSM was advised that the 911 manager had previously attended staff meetings in their entirety but that she and other nonsworn managers are now required to leave the room when the meetings begin to address sensitive police operational issues. Operations meetings: These meetings were described as “quarterly meetings conducted by the operations division commander (captain)” that address crime, administrative, and procedural issues. These meetings are attended by supervisors from patrol, investigations, community policing, motorcycle, etc. Nonsworn personnel do not regularly attend these meetings. Crime analysis meetings: The department recently implemented a meeting for analyzing crime patterns and trends every Tuesday at 9:00 a.m. These meetings are attended by the detective Police Operations and Data Analysis, Dover, Delaware page 83

sergeant, patrol sergeants, and “all unit commanders,” that is, supervisors from each of the department’s operational units, such as the narcotics unit and community policing section. Work schedules are not adjusted to ensure that all patrol supervisors attend these meetings. Crime maps and summary information are prepared via PowerDMS and provided by the crime analysis/accreditation unit. CPSM was advised that these meetings have been substantially revised in recent months. Recently, the meetings have begun with an overview of crime within the city over a four-week period, identification of particular crime hot spots, and a further examination each hot spot. Emphasis is placed on both felony crimes and quality-of-life offenses. CPSM was advised that extra-duty assignments are shifted based upon the discussions and decisions made at these meetings. Grant funding has been used for special patrols (such as highway safety funds used for traffic enforcement and other funding used for walking patrols in high-crime neighborhoods). An agenda is not prepared beforehand. Minutes are taken by the chief’s administrative assistant but they are not circulated to participants. Supervisors’ meetings: Quarterly “supervisors’ meetings” are also conducted. These meetings are conducted by the department’s lieutenants and are attended by the master corporals, sergeants, and lieutenants. Sergeants’ meetings: Recently the department has also begun the practice of conducting “Sergeants‘ meetings” whereby all sergeants meet to engage in an open forum discussion. CPSM was informed that the major purpose of these meetings is to “manage morale” and to ensure “open communication.” The intent is to hold these meetings once every two (2) months. Station meetings: The department also periodically holds station meetings, whereby all sworn and nonsworn employees are invited to attend a meeting with the chief. These meetings take place in the headquarters building’s public assembly room and are currently scheduled to take place twice each year. The purpose of these meetings is to provide personnel with a “state of the department” overview and updates, to “verbally communicate” the current direction of the department, and to foster open communication within the department. Intra-unit meetings: Several units regularly have intra-unit meetings to manage their particular workloads. For example, detective investigators conduct a “roundtable overview” of all recent and open cases every Tuesday. Detectives use these meetings to identify and formulate strategies for current crime trends and patterns. A similar meeting has traditionally been held within the Drug Unit. The consultants were advised that both of these meetings have now been combined into the new crime analysis meetings. CPSM repeatedly questioned department personnel about the large number of internal meetings and the relative quality of organizational learning and effectiveness that result from them. Several individuals suggested that the recent high level of turnover among the department’s upper ranks has resulted in somewhat of a “feeling out period” whereby the department’s leadership is experimenting with new formats and new content for these meetings. One person suggested “organizational learning has been a problem here.” Another stated, “we are weak on strategic planning” but attributed this to an historically reactive orientation towards police work and the fact that the department “lost a lot of continuity [in terms of supervision and leadership] in recent Police Operations and Data Analysis, Dover, Delaware page 84

years.” This individual suggested “we are missing mentoring . . . we are in flux now . . . but we’re getting up to speed . . .it’s frustrating though.” We asked several members of the department whether the existing meetings could be more effectively combined into a more substantive and inclusive monthly meeting. All readily agreed. External meetings: The chief regularly appears before the city council to present information about the department, its resources, and its operations. The deputy chief or a captain regularly appear at city department head meetings. The department is also represented at city-wide department heads’ meetings. Various ranking officers also regularly appear at meetings of the Downtown Dover Partnership (a captain attends these meetings) and monthly “Restoring Central Dover” meetings. A representative of the department also regularly attends meetings of the Interdenominational Ministerial Alliance (IMA). Ad hoc meetings with business owners and homeowners’ associations (HOAs) are regularly held. The community policing unit in particular frequently meets with HOAs. The department has not critically examined the amount of calls originating from each patrol district and has not modified the boundaries of these districts for many years. During our interviews, several members of the department admitted that there is very little “geographic accountability” on the part of police officers and their supervisors. One member of the department offered the following suggestion: “I believe that the special units (community policing, etc.) need to be held accountable by assigning them to a particular patrol sergeant.” CPSM reviewed the department’s means of developing and disseminating its various rules and procedures and found these to be appropriate. For example, published procedures are regularly reviewed and revised and notations are made indicating the date of last revision. The substance of these procedures was similarly found to be appropriate, particularly for certain high-liability, low- frequency activities. For example, the department has a clearly articulated policy regarding motor vehicle pursuits (Procedural Notice 41.2.2). Under this policy, high-speed pursuits can be terminated by either: the field (patrol) supervisor; the desk supervisor; or “any superior officer of the department who is aware of the pursuit and the issues involving the pursuit” (p. 2). Such procedures are consistent with those developed and followed by similarly-sized American police departments. CPSM was advised that performance evaluations of all personnel are “regularly performed.” An online system operated by the city is used. The department has created a process for assisting the career development of its employees. General Order 33 provides for discussions between sworn personnel and their supervisors during formal performance evaluations “in an attempt to assist each officer with their career path” (p. 4). The Operation Division commander is also charged with conducting “Career Development Training with all supervisory personnel to assist them in assessing the skills and abilities of their subordinates” (p. 4). Officers seeking special assignments submit to formal interviews. Police Operations and Data Analysis, Dover, Delaware page 85

The department is accredited by CALEA (The Commission on Accreditation for Law Enforcement Agencies) and has just completed the process for its fourth reaccreditation. A nonsworn employee with prior uniformed law enforcement experience is assigned as accreditation manager. The department coordinates the extra-duty program whereby officers perform additional duties over and above their normally scheduled work hours. This program is quite extensive, as Dover regularly hosts several very large-scale public events, such as NASCAR races and the Firefly festival. Officers performing extra-duty assignments do so in uniform and are typically provided with both department vehicles and radios. Private entities requiring such services contact the department, which in turn schedules officers for these extra-duty assignments. Officers are paid at their normal overtime rate. The private entities reimburse the city for these services, including an administrative fee paid to the city for administering the program. Officers are authorized to take extra-duty assignments while taking their vacation days. CPSM has reviewed many similar programs in police departments across the country and finds that this practice is not unusual. Officers are prevented, however, from calling in sick and then requesting an extra-duty assignment. There is no annual cap on the total amount of extra-duty hours performed by officers. CPSM was advised that the department “monitors the percentage of extra-duty assignments performed [by its officers] for safety purposes.” Recommendations:  CPSM commends the department for its continuing efforts to monitor and report on its performance. Nevertheless, a more comprehensive method of strategic planning and performance assessment is necessary. The department should develop and publish a written, multiyear strategic plan and not just rely on the cursory annual plans required by CALEA. It is imperative that the department develop reasonable and obtainable performance goals along with mechanisms for tracking the relative degree of progress in achieving these goals from year to year. Command staff meetings should frequently reference the multiyear department strategic plan, as well as individual unit goals, as a means of checking overall progress toward these stated goals.  It has been the CPSM’s experience that most American police departments do not currently have multiyear strategic plans as described above. Nevertheless, as continued calls for transparency and accountability by police departments will only become more insistent in coming years, it is recommended that the DPD begin the process of formulating such a plan now.  All police departments of the DPD’s size require frequent senior staff meetings to ensure coordination and the free flow of information. It is therefore recommended that the department continue to schedule and hold senior command staff meetings as necessary. However, it is likely that a significant portion of the items addressed at these meetings can more properly and effectively be addressed at enhanced staff meetings, as follows: ○ Enhanced staff meetings should be held monthly. Police Operations and Data Analysis, Dover, Delaware page 86

○ These meetings should be far more substantive and inclusive. This is particularly important for a department such as the DPD, which has experienced, and may in fact continue to experience, an unusually high level of turnover among its supervisory ranks. ○ All of the department’s operational and support units should be represented at all staff meetings. This includes the community policing unit, IT, training, professional standards unit, etc. This will ensure more open channels of communication and will foster organizational learning. ○ Review of patrol operations, detective division investigations and case updates, traffic enforcement operations, and training updates should always be included on the agenda and be presented in the same order at every meeting. ○ Minutes should continue to be recorded and maintained for the purpose of appropriate follow-up at subsequent meetings. Minutes can be circulated to participants via the department’s e-mail system. ○ As each violent crime is discussed, field commanders and detectives should continue to be challenged to explain what investigatory steps were taken after each incident, such as debriefs of suspects and witnesses and the canvassing of neighborhoods. These discussions would involve members of the department’s other units, as necessary. The department should make every effort to foster teamwork and “geographic accountability “ on the part of patrol supervisors and the supervisors of special units.  The department has taken considerable steps to assemble a broad array of useful performance metrics. It is recommended that the department review the performance information that is currently being compiled and referred to during staff meetings, with an eye toward combining the information into a [single] usable performance measurement system or template. If all such data (or accurate and timely recapitulations) are readily accessible from one central database or data dashboard, the information is more likely to be regularly consulted/retrieved by both senior managers and field commanders and used to actively manage daily operations. The information contained in this dashboard must be kept current and must be made available to supervisors between staff meetings.  In essence, this dashboard can serve as an activity report or performance assessment for the entire agency, and can be consulted daily by police supervisors. A central source of key performance data is critical. Multiple sources and locations of information hinder the department’s ability to engage in proactive management. It is critical that the department task one member of the service to obtain timely and accurate data to be used in this manner.  A data dashboard system of this type can record and track any or all of the following performance indicators: ○ The total number of training hours performed, type and total number of personnel trained. ○ The type and number of use-of-force reports prepared, personnel involved, time and place of occurrence, and general description of circumstances. Police Operations and Data Analysis, Dover, Delaware page 87

○ The geographic location (i.e., zone) and time of all arrests. ○ The geographic location and time of citations issued. ○ The type and number of civilian and internal complaints (and dispositions). ○ The type, number, location, and time of civilian vehicle accidents. ○ The type, number, location, and time of department vehicle accidents, both “at fault” and “no fault” accidents. ○ The type, number, location, and nature of all firearm discharges. ○ The results of systematic and random audits and inspections of all police operations (i.e., calls for service response and dispositions, property receipt and safeguarding, etc.). ○ The type, location, and number of any Terry stops (i.e., investigatory stops of suspects, otherwise known as stop, question, and frisk) performed, as well as a description of all individuals involved and a description of all actions taken. Data obtained in connection with these stops should be analyzed and actively tracked. It is important for the department to know: 1) how many stops are being made, 2) by whom, 3) who is being stopped, 4) where, 5) when, and 6) for what reason(s). Note: Information of this type is recommended by the Final Report of the President’s Task Force on 21st Century Policing.  The department is currently tracking many of the areas mentioned above, albeit with multiple systems. It is recommended that the department identify a useful subset of information from these databases and combine them into a user-friendly data dashboard.  An effective performance dashboard should also include traditional administration and budgetary measures, such as monthly and annual totals for sick time, comp time, and overtime.  It is likely that a variety of administrative issues will be raised during staff meetings. For example, a meeting might address an increase in overtime that was experienced as a result of directed patrols, or budgetary issues relating to the purchase of equipment. Many police departments across the country have found that meetings that were originally designed for crime-fighting purposes quickly evolve into crime-fighting meetings that regularly address relevant administrative issues and provide meaningful feedback concerning the department’s relative degree of success in achieving goals that are stated in its multiyear strategic plan. CPSM recommends that the department remain open to introducing into staff meetings any relevant administrative issues as they arise.  The specific performance measures to be tracked and reported at staff meetings and/or included in the data dashboard are entirely at the discretion of the department. All police agencies have unique missions, challenges, and demands. Outside performance benchmarks or measures should not be imposed upon the department; they should be derived from within. It is recommended that all members of the department (and perhaps the community) be consulted to develop a comprehensive set of organizational performance indicators that accurately describe the type and quantity of work being performed. Police Operations and Data Analysis, Dover, Delaware page 88

 It is imperative that baseline levels be established for all performance categories. This entails measuring a category over a period of months, calculating percentage increases and decreases, computing year-to-date totals, and averaging monthly totals in order to determine seasonal variation and to obtain overall performance levels for the agency. There is likely to be much seasonal variation in the work of the DPD. Such analysis can also include sector and individual officer performance review. For example, discrete patterns can emerge from analyzing when and where department-involved vehicle accidents occur. This performance information is invaluable in terms of determining optimum staffing levels.  The department should be vigilant in identifying new performance indicators. The department should review its current indicators and solicit input from all levels of the agency. “Key” performance indicators should be identified, with an understanding that they can always be expanded or modified at a later date. These indicators should always form the basis of discussions at staff meetings.  The department must identify one individual to search its data systems to regularly produce internal performance data to be used at staff meetings. It is recommended that the department’s new crime analyst focus on the production of crime data and that another sworn or nonsworn member of the department (such as its newly designated IT Manager) be trained and supported to draw useful administrative data from its internal systems (such as overtime expenditure by unit, training and internal affairs data) to be presented at staff meetings,  Any substantive changes to the current performance management framework must be communicated to, understood by, and acted upon by all members of the department.  The questioning of patrol supervisors, detective supervisors, and special unit supervisors must take the form of a collaborative dialogue. In other words, there must be an active give- and-take in which field commanders are challenged to explain why crime is occurring and to set out their future plans for crime reduction. A critical aspect of these discussions is to identify lessons learned. There is a critical distinction between holding police supervisors personally accountable for these crimes (which they, obviously, have no responsibility for), and holding them accountable for using best efforts to address and respond to these crimes in an effort to reduce future occurrences.  Open discussions of this type challenge managers and enhance organizational learning opportunities. The staff meetings should be used to reflect upon the following questions: What is happening (in the community)? How do we know this? What should be done? Are our efforts having any effect? and, How can we tell?  The discussions and issues addressed at these meetings must relate directly to the department’s strategic plan and stated goals, for example, “a citywide reduction in the number of domestic violence incidents.”  The training division must be represented and must actively participate at all staff meetings. The training officer must be intimately involved in reviewing current police practices and policies in order to identify future training opportunities, assist in the Police Operations and Data Analysis, Dover, Delaware page 89

selection of equipment and technology, and to actively participate in the department’s overall safety, enforcement, and risk management functions. It is important to appreciate the risk management aspect of staff meetings.  CPSM recognizes that nonsupervisory personnel generally should not participate in management meetings. Nevertheless, staff meetings should include and involve rank-and- file personnel (police officers or a dispatcher) whenever possible to obtain their perspectives concerning current patrol operations, community relations, and organizational challenges and opportunities. Authentic and spontaneous dialogue should be encouraged at these meetings.  Staff meetings should not be used primarily as a recapitulation of past events. Rather they should be used to generate new knowledge and specific action plans. Staff meetings have great potential for encouraging brainstorming and innovative problem solving.  The crime analyst should continue to be represented at all staff meetings and should be utilized to measure the relative effectiveness of major initiatives such as increased enforcement activities in designated hot spots. If directed patrols or undercover operations are planned, police commanders should be asked in advance to define what success looks like. In other words, if such initiatives are undertaken, the crime analyst would be asked to determine whether or not desired results were obtained. Results would be shared openly during staff meetings.  For a more detailed discussion of recommended practices for conducting staff meetings see O’Connell and Straub. (2007). Performance-Based Management for Police Organizations, (Waveland Press: Long Grove, IL), pp. 108-123.  Regardless of whether the staff meetings will address matters beyond traditional crime- fighting issues, the department should develop a comprehensive system (i.e., a data dashboard) for reviewing and regularly reporting out department-wide performance data.  A distinction must be made between performance measurement that is undertaken for internal purposes (i.e., for the purpose of managing police operations) and performance measurement for the primary or exclusive purpose of reporting out to city officials or other entities. Clearly, not all internal performance data should be reported out. Therefore, the department should carefully select those metrics that are believed to be relevant for reporting out purposes. City officials must be engaged in selecting performance categories that are most useful. Once this decision is made, a template or “dashboard” could easily be developed so that all future reports that are forwarded to third parties will appear in a standardized fashion. Performance indicators can be added or removed as necessary. Narrative reports or memoranda should only be used to supplement information provided in these reports. They should not be used as the primary means of transmitting this information.  It is therefore recommended that the department utilize a standard template to convey pertinent performance information to city officials. This would include primarily budgetary and administrative information, such as extra-duty time, overtime, sick time, comp time, Police Operations and Data Analysis, Dover, Delaware page 90

etc., as well as any other measures that the chief and city officials agree to include (perhaps vehicle crashes, arrests made in and around schools, etc.). Aggregate data should be broken down and fully analyzed whenever possible. For example, the department must continually report who is accumulating overtime, when, and why  CPSM recognizes that both the city and the department have this information. But mere access is not sufficient. This information must be shared, analyzed, and used as the basis of substantive discussions about organizational performance and effectiveness. In this way, the one-on-one meetings that regularly take place between the chief and the city manager will become far more substantive.  The one-on-one meetings between the chief and city officials recommended here are over and above any city-wide department head meetings that are currently taking place.  The exact list of performance indicators should be determined by the chief and city officials. The important thing is that: 1) regular (i.e., monthly) meetings take place between the chief and city officials, 2) that timely and accurate performance information be conveyed on a regular basis to city officials, and 3) that performance discussions follow a uniform/standardized template or format.  City officials must make it a priority to meet individually with the chief and or his senior staff to discuss the department’s monthly performance.  The department should consider convening periodic risk management meetings that are attended by senior management, representatives of the department’s training unit, the human resource director, and the city attorney’s office. These meetings should take place semi-annually and should be used as an opportunity to review the department’s past safety, use-of-force, driving, and disciplinary records, and to proactively plan to reduce risk in terms of officer safety and civil liability. Such meetings would perform a much-needed practical function, would foster a culture of safety, and would also serve to enhance officer morale. It also provides for that degree of transparency referenced in the Final Report of the President’s Task Force on 21st Century Policing.  CPSM finds that the department does engage in strategic planning and that its overall strategic plan is understood by most of its personnel. However, we cannot overstate the importance of having a formal (i.e., written and approved) multiyear strategic planning document. Therefore, we highly recommended that the department develop a comprehensive written strategic planning document that includes specific goals and objectives for the department as a whole as well as all operational units. This process should be undertaken slowly, thoughtfully, and inclusively. Once it is developed and properly vetted, this plan should be broadly communicated within the department and throughout the community.  The department should enhance the quality of information contained in its annual reports. Annual reports must continue to be made available to the public online.  Annual reports should not simply contain aggregate data for work performed during the previous year. Annual reports must make explicit reference to the department’s overall Police Operations and Data Analysis, Dover, Delaware page 91

strategic plan. Specifically, annual reports should contain stated goals and objectives that have been identified for the period in question and should demonstrate the relative degree of success the department has had in achieving each of these goals. Prior annual reports have not included this feature.  Unit goals and individual performance targets and even individual goals for members of the service should all be linked in some way to the goals and objectives that have been identified in the department’s overarching strategic plan.  Performance evaluations for all sworn and nonsworn personnel must be conducted annually. The forms that are currently being used to evaluate personnel should be evaluated to ensure that all performance areas being evaluated are appropriate to police department personnel. The forms used to evaluate sworn personnel must be specific to rank (e.g., one form for police officers, one for corporals and sergeants, one for lieutenants, etc.)  CPSM recommends that the chief establish a chief’s advisory group. This group would be made up of community stakeholders such as local clergy, business leaders, school administrators, community advocates, etc., who would meet with the chief perhaps on a quarterly basis to informally discuss community needs and police-community relations. Advisory groups of this type have proven to be extremely successful in many American police apartments.  The department should revise its website to enable citizens wishing to file a complaint for minor property crimes (such as the theft of a bicycle) to do so electronically.  The department must continue to closely monitor the administration of the extra-duty program. Information Technology (IT) The department employs 1.5 personnel who are designated as LAN analysts/IT technicians. The computer-assisted dispatch (CAD) system utilized by the department is a statewide system that was purchased by the 911 Board of the State of Delaware. Both the department’s CAD and records management systems (RMS) are on the Kent County core server, which is located at the 911 building in Dover. The department’s radio and telephone systems are reported to be reliable and suited to their intended purposes. The department utilizes the PowerDMS policy and procedure management software. Patrol officers access and enter data primarily through the mobile data terminals (MDTs) in their patrol vehicles. Patrol officers do not presently have the ability to scan driver’s licenses in the field. Desktop computers are also provided at the headquarters building for use by patrol officers. All officers are required by department policy to check their e-mail accounts each shift. In-car video cameras and microphones are installed in patrol vehicles to provide a visual and audio record of certain police activities. Currently the department is using a both a digital system and an older VHS video recording system (Procedural Notice 41.3.9). Both systems have the capacity to Police Operations and Data Analysis, Dover, Delaware page 92

film and record sound in and around the vehicles. The capabilities of both VHS and digital systems are appropriate for their intended use. The DPD does not have a wireless system for video downloads. Clear guidelines for use of this equipment are set forth. For example, both systems can be activated manually by the patrol officer, or automatically whenever the unit’s emergency lights are activated. There are also clear guidelines for preserving the integrity of the recordings (in terms of chain of custody). These guidelines are set forth in the department’s rules and procedures (41.3.8; 41.3.9) The roles of patrol officers, patrol supervisors, and the department’s evidence technician are all clearly articulated. All equipment use guidelines and handling and storage guidelines for recorded materials are consistent with those promulgated and followed by similarly-sized American police departments. There are also different types of MDTs currently being used in patrol vehicles. It should be noted that several members of the department indicated a frustration regarding use of the digital system (which has otherwise proven to be an effective and user-friendly system). In June 2015 the department issued a memorandum directing officers not to leave department vehicles parked unattended in the vicinity of the headquarters building with their engines running (Department Memorandum, 6/2/15). While this policy is no doubt reasonable and necessary, it has resulted in the unintended consequence of requiring officers who need to briefly enter the headquarters building to shut down their engines, then to “initialize” (i.e., reboot) the digital video systems as they restart their vehicles. This process apparently takes several minutes. Once the system runs through an internal test, “the system [requires] the operator to enter an ID number (the vehicle’s number).” When this is done, “The system will require the operator to enter an officer number, this will be the operator/officer’s four (4) digit radio call number.” Once this is entered, the system will be ready to record. Officers are prohibited from operating their vehicles unless the video system is ready to record. The consultants were informed that patrol officers routinely have to sign back on and reinitialize their video system several times each shift. Many officers have identified this as an unproductive use of time and an annoyance. The above issue is certainly not significant in terms of the effort (that is, the actual number of work hours) expended in reentering information. Its significance lies more in the fact that end users are frustrated and hopeful that a technology solution or a helpful work-around could be developed to elevate the need for repeated initializing. The larger question is whether end users are consulted or invited to engage in open and honest dialogue as newer technologies and equipment are introduced within the department. GPS devices are installed in patrol vehicles, therefore the communications supervisor has the ability to perform a “status check” and see exactly where all units are located at any given time. Patrol supervisors are currently unable to do this type of check from the MDTs located in their vehicles. The DPD does not presently use body-worn cameras for its personnel. However, the State Police are currently engaging in a pilot program to field test such cameras. CPSM was advised that “the municipalities [in Delaware] will soon follow suit.” Police Operations and Data Analysis, Dover, Delaware page 93

The department makes effective use of its website. The website is well laid out and quite informative. The website contains a number of necessary features including: a message from the chief; a copy of the department’s organizational chart; a separate page dedicated to victim services; and a community outreach page. Information concerning recent high-profile arrests is provided, as is crime prevention information concerning identity theft and telephone scams, neighborhood watch information, and information concerning the Citizens Police Academy. The department has its own Facebook page and Twitter account, both of which are linked to the department's website. The website advertises a citizens’ program whereby members of the community can register to receive alerts issued by the department via email. It also includes information concerning the Are you okay? Program whereby citizens can register for periodic welfare checks for elderly members of the community. A brief community survey is also linked to the website. The server room located at the headquarters building was inspected. Equipment was found to be properly maintained (e.g., a raised floor was utilized for easy access to wiring). However, it was found that a water system is currently being used for fire suppression purposes in this area. This is a significant liability issue. A water system is not appropriate for an area that contains such expensive and critical equipment. Even an accidental discharge from this system could result in hundreds of thousands of dollars of damage to sensitive and mission-critical equipment. This issue should be addressed immediately. Another threat of water damage exists if a water pipe were to break near this room. The server located adjacent to the “future growth” multipurpose room, which is presently unheated and not properly insulated. That room has experienced roof leaks due to subzero weather. Water pipes in adjacent walls and ceilings pose a threat to equipment in the server room. Every effort should be made to keep water away from the server room or to relocate this equipment. The department engages in annual “technology meetings,” but there is no standing committee to address the department’s technology needs. Recommendations:  The department should designate, train, and support one nonsworn member of the department to serve as its IT manager, not merely as IT technician. This would likely mean that total nonsworn staffing will need to be increased to two so that one current member of the staff can serve the role of manager. While a detailed review of the duties and responsibilities and work flow associated with this position was not performed by the consultants, it appears that the DPD currently has enough IT-related work to justify this expenditure. Clearly, all police departments the size of the DPD must invest not only in new technology and hardware, but in human resources needed to address evolving technologies. The DPD should invest in its future technical support needs now, as new technologies such as body-worn cameras, license plate readers, etc. may soon be placing extraordinary demands upon the department in terms of properly maintaining, securing, and using myriad new sources of data.  The IT manager should attend and participate in all staff meetings. Police Operations and Data Analysis, Dover, Delaware page 94

 The department should create a technology task force. This would be a group of sworn and nonsworn employees of various ranks who would be charged with meeting regularly to determine the department’s current and future technology needs as well as any steps needed to ensure that the department remains current with regard to technological advancements. The panel should meet on a regular schedule, and should: 1) identify the department’s current technology needs; 2) identify any deficiencies of the department’s current communications (i.e., CAD) and records management system (RMS); 3) revise and update the department’s website, as necessary; and 4) make specific recommendations for improvement, where necessary.  The technology task force should be charged with developing a detailed, multiyear technology plan for the department. This plan would include a statement of current needs, as well as a detailed strategy for replacing old systems and equipment and acquiring new technology and equipment (software, hardware, etc.), adequately training personnel, and implementing a variety of advanced technologies to enhance organizational performance. The technology task force should also be charged with field testing and evaluating any new technologies.  The newly designated IT manager should serve as chair of the technology task force.  The technology task force should take the lead in terms of designing and monitoring a pilot program of body-worn cameras, provided that adequate funding is made available. The DPD should address the issues of video storage, privacy issues, freedom of information (FOI) requests, etc. now so as to be properly prepared for this inevitable technology. It is recommended that a member of the task force be charged with actively tracking and participating in any state-wide discussions regarding recommended policy and use. (Note: This would be an ideal goal to be included in the department’s multiyear strategic plan.)  The technology task force should also explore the possibility of developing the capability for wireless download of video data.  The community survey that is linked to the department's webpage should be reviewed and substantially enhanced. If the department determines that it wishes to continue offering an ongoing survey via its website, an effort should be made to advertise the survey as a means of encouraging widespread participation, and to explain to users what use will be made of the information obtained.  Replace the water-based fire suppression equipment in the server room. Police Operations and Data Analysis, Dover, Delaware page 95

Crime Analysis The crime analysis function is performed by a nonsworn member of the department (the accreditation manager/crime analyst). The crime analyst utilizes the decision support server (DSS) to prepare crime maps and summary reports of property crime, violent crime, etc. As stated previously, the department engages in weekly crime analysis meetings. The consultants were informed that these meetings were "relatively new" but are nevertheless quite effective. A sergeant assigned to the motorcycle unit performs an analysis of summons/citation activity as needed. Recommendation:  The crime analyst must become an active participant in all staff meetings and a partner in all planned investigative and tactical operations. It is imperative that the analyst receive timely and accurate feedback concerning all tactical plans that are formulated as a result of the information that the analyst provides. Records Management The DPD utilizes a records management system (RMS) that is used throughout the State of Delaware. This standardizes the police technology platform for all agencies. This NewWorld product has been used since 1999. The most recent version was installed approximately three (3) months prior to CPSM’s site visit. A state agency, the Delaware Criminal Justice Information System (DELJIS) developed the report writing program known as LEISS (the Law Enforcement Information Support System). This is a comprehensive suite that allows patrol officers to enter and retrieve data from the MDTs in their patrol vehicles. The RMS is scheduled to be interfaced with the DELJIS system shortly; this will alleviate the need to ‘double key’ entries when entering data. Patrol officers prepare vehicle accident reports in the field via their MDTs. Previously, the Records Unit prepared recapitulation reports of vehicle accidents, but the unit is apparently no longer doing so. The RMS has a number of modules that are not currently being utilized by department personnel, such as the investigative case management module. The tickets and citations module was not being used at the time of the site visit, but it might be used once the DELJIS/RMS interface is completed. CPSM was advised that many supervisors monitor the work being performed in their units on separate Excel spreadsheets. For example, the training module of the RMS contains information regarding particular courses, but is not being used to record and monitor the ongoing training of personnel. Similarly, fleet management is monitored on a separate spreadsheet. One individual stated “there are Excel spreadsheets everywhere.” Police Operations and Data Analysis, Dover, Delaware page 96

The accreditation manager/crime analyst utilizes the data analysis and mapping module and the decision support server (DSS) to prepare crime maps and cumulative crime reports. CPSM was informed by several members of the department that patrol supervisors and detective investigators generally do not perform their own queries in the RMS system. Rather, they typically make requests, as needed, to the IT personnel and /or crime analyst. For example, a supervisor or officer with the community policing unit will ask to “see all calls in a certain area” of the city. These are typically ad hoc requests, rather than any standing or repeated requests for information. The department has not yet become a ‘paperless’ organization. There is a walk-up window in the lobby of the headquarters building. It is used to serve members of the community who request copies of police reports or wish to pay parking tickets. The Records Unit is staffed by five (5) nonsworn records clerks and one nonsworn records supervisor. The unit previously had a total of six (6) records clerks, but staffing was reduced in May 2015. Records clerks perform a wide array of functions. For example, when vehicle accident reports are prepared by officers in the field, information is entered into the MDT. The electronic report must then be reviewed and approved by a police supervisor. Once approved, the report enters a queue and is reviewed for quality control purposes by a records clerk. Once approved by the clerk, it enters the RMS system. Reports that are incomplete or improperly coded can be electronically returned to the officer and/or supervisor. Clerks also perform work related to report storage and retrieval. For example, the previously described electronic accident report will be printed out in hard copy and will then be scanned back into the system. When challenged by the consultants, who suggested that this was a waste of time and resources, records personnel indicated that it is far easier to archive, cross reference, and retrieve the report once it is scanned and entered into another more efficient system (Alchemy, an in-house system). CPSM was advised that an interface is now being developed which would allow the department’s various records systems to work seamlessly. Until that interface is implemented, the process of ‘double entering’ will need to continue. As the DPD uses a statewide RMS, it will simply have to wait for this upgrade. Two records clerks work exclusively on accident reports. Another clerk works on crime reports as her primary function. The Records Unit also is responsible for many record keeping and record production functions, such as response to freedom of information (FOI) requests and the receipt and tracking of subpoenas for police testimony and records. The city has a false alarm abatement program whereby property owners can be fined for chronic false alarms. The records supervisor is attending management training. Police Operations and Data Analysis, Dover, Delaware page 97

Recommendations:  One (1) sworn or nonsworn member of the department should be identified to serve as “chief information officer (CIO).” This person should be charged with taking a comprehensive inventory of the department’s various databases. In other words, the department needs to know what it knows. The designated CIO should work with the newly formed technology task force to devise a plan to reduce the total number of data sources (particularly Excel spreadsheets) and to more fully utilize the capabilities of the department’s RMS. Clearly, in light of technological advances in American policing, and continued calls for transparency and accountability (See, e.g., The President’s Task Force on 21st Century Policing) the amount of electronic data generated by the DPD will be increasing at an exponential rate over the next several years.  The department currently has small pockets of analytics dispersed throughout the department in its various units. These certainly assist managers in terms of providing decision support. However, these pockets of analytics are not properly linked and are only now becoming important to the organization. They are not yet being used in a strategic manner. In essence, the units are not openly talking to each other. The DPD must now advance to the point where it is routinely using timely and accurate data to inform most management decisions (both crime-fighting and administrative decisions). In this way, the department’s leadership can view the entire organizational landscape; that is, obtain an accurate view of subtle changes in the internal and external work environments and actively engage in ‘systems thinking’ as the ordinary course of business.  Some efforts in cross-training have been undertaken within the Records Unit. This should be strongly encouraged and monitored.  The department should strongly consider the use of civilian volunteers to support the current Records Unit staff. Property / Evidence Management The department employs one (1) property manager and one (1) evidence technician. The property manager is a nonsworn employee with considerable prior law enforcement experience. He possesses proper certification for his role. The department has had the ability to bar code items since approximately 1999. Scanning capability was introduced in 2014. This now enables the property manager to perform a system-wide audit of all items of property and evidence. CPSM inspected the property/evidence processing area where officers “bag and tag” items and found it to be properly equipped and appropriate for its use. The department has a policy for the double counting of currency coming into its possession. The desk officer typically performs the double count. Secured “pass through” lockers are used for property/evidence drop-off after hours (that is, when the property manager is not on duty). Police Operations and Data Analysis, Dover, Delaware page 98

The main property room has a window for the return of property to the public. The office and storage areas have high functionality. Narcotics and currency are stored in a separate vault. A separate key and a separate sign-in sheet are used to further secure these items. Firearms are stored separately in a separate gun room in the basement of headquarters and were found to be properly secured and accounted for. An off-site facility is used for the storage of bulk items such as bicycles. The evidence technician’s office and lab are also located in this building. The main forensic laboratory used by the DPD is operated by the state and is located in Wilmington. The off-site storage building is large enough for the processing of evidence vehicles. A separate “impound area” is used for the storage of non- evidence vehicles. CPSM performed a cursory check of the department’s evidence tracking capabilities (i.e., all submissions and returns for items transferred to/from court) and found that they meet or exceed best practices for similarly-sized agencies. Proper key control practices are followed with regard to all property rooms. Video cameras are not specifically positioned outside property room doors. All exterior doors of the property rooms were found to be of an appropriate quality for their intended purposes. Electronic key card control is used for the outer door of the main property room. Twice each year, members of the department’s Internal Affairs unit perform “spot audits” of several cases in order to ensure that all property and evidence handling and storage procedures were properly followed. Biological evidence was found to be properly stored (refrigerated) and accounted for. The department does not presently ‘swab’ all arrested persons in order to obtain a DNA sample. Only certain arrested persons will be swabbed, and only a portion of those swabs will actually be tested, as testing is quite expensive and is typically reserved for only the most serious cases. The department’s retention and destruction policies were reviewed and found to be appropriate. Firearms that are no longer needed for evidence purposes are properly destroyed. Destruction orders are issued by a court and the property manager coordinates periodic destruction with the state police (which follow a similar procedure). Coordination with an outside agency assures the integrity of the destruction process. A similar process is followed for the destruction of narcotics and marijuana. All storage areas were found to be clean, orderly, and properly secured. Clearly, the DPD recognizes property and evidence management to be a potentially high-liability, mission-critical function. The DPD should be commended for the professional manner in which it performs this function. Police Operations and Data Analysis, Dover, Delaware page 99

Communications / Dispatch The department performs its own dispatch. The county performs dispatch for fire and emergency medical services. If an incoming fire call originates within the DPD’s jurisdiction, the DPD forwards the call to the Dover Fire department. If the call originates outside the DPD police jurisdiction, the call goes directly to the county dispatch system. At the time of CPSM’s site visit the department employed one (1) nonsworn 911 manager and twelve (12) nonsworn members of the Communications Section who perform the dispatch function. The Communications Section has a total of six (6) dispatcher positions: five (5) fully functional positions that can both take calls and perform dispatch, and one (1) that is only able to take telephone calls. Minimum staffing is two (2) dispatchers per shift. Dispatchers rotate schedules with patrol platoons. Training for new dispatchers is performed by the dispatch supervisor. Initial training consists of learning about the CAD and 911 systems, learning how to take calls, etc. Newly hired dispatchers will sit with a senior dispatcher or merely listen to incoming calls for the first several weeks. The entire course of training lasts approximately three (3) to four (4) months, but could be extended as necessary. There is a written training manual for dispatchers and several written examinations are administered. In the event of an emergency and a system shut down, the department would utilize the Kent County dispatch system as its backup. The consultants were informed that the Communications Section rarely experiences call backlogs. The department's current computer-assisted dispatch (CAD) system was implemented in November 2014. It is a NewWorld product that was selected and funded by the State of Delaware. This is a uniform system that is used by police departments throughout the state. There are apparently a total of nine (9) 911 centers located throughout the state; eight (8) of them including the Dover PD are on the same, statewide CAD system. All nine (9) 911 systems are currently on the same telephone system. An INTRADO product is replacing a statewide Verizon system. The new telephone system has been programmed and configured, but has not yet gone live. The department has access to a reverse 911 system. The CAD system has a number of functions and capabilities that are not fully utilized by the department. For example, the department is currently working to develop the capability to take 911 calls via text message. At the time of the CPSM site visit, the 911 manager was responsible for inputting data in order to develop this capability. CPSM was advised that the DPD is a "self-input agency." The 911 manager is also responsible for representing the department at bi-monthly, statewide “warrant/capias meetings” which deal with paperwork, logistics, and notifications regarding the arrests of wanted persons. These meetings have taken place at the DPD and they have a primarily problem-solving focus. The 911 manager is also the terminal access coordinator (TAC) for the department. Among other duties, it is her responsibility to ensure that other users within the Police Operations and Data Analysis, Dover, Delaware page 100

department are properly trained and properly certified to use such systems as NCIC and DELJIS. The DPD is the public safety answering point (PSAP) for the region. All 911 managers in the state engage in weekly telephone conferences to discuss common problems regarding full implementation and use of the CAD system. The 911 manager also attends quarterly statewide E911 board meetings. CPSM was advised that the NewWorld representative has generally been responsive in addressing the DPD’s technical problems as they arise. Communications operators (dispatchers) perform a variety of administrative functions in addition to traditional dispatch duties. For example, when dispatching units to domestic violence calls, dispatchers must “check DELJIS to determine whether there are any unserved Protection From Abuse Orders” related to the location or the involved parties (Procedural Notice 55.2.3, p. 2). If there are, officers are directed to effectuate service and dispatchers must record service in DELJIS. Dispatchers are regularly required to "run rap sheets" and perform queries in the State of Delaware’s criminal information system. The dispatch supervisor/911 manager is also required to run a query every month in order to update and verify the missing person database in DELJIS and NCIC The dispatch supervisor is also required to check on paperwork and data entries made in connection with the issuance and execution of warrants. The consultants were advised that, if such entries are not done properly, the warrant “will disappear from the system” (an obvious public safety risk). The dispatch supervisor is also responsible for monitoring the cameras now placed in public areas throughout the city. At the time of the site visit there were more than eighty (80) cameras in operation throughout the city. CPSM was advised that a committee was formed several years ago to explore the possibility of regionalizing the department’s dispatch operations (that is, discontinuing its own dispatch operations and combining with one operated by the county or some other agency in the region). The committee was apparently made up of a representative of the City Council, a representative from the business community, and a public official employed by the county. CPSM was advised that no final report was issued by this committee. Regionalization of police dispatch operations is certainly a trend across the United States. In many instances, it alleviates needless redundancies in communications capabilities and results in a financial savings to municipalities and departments. The DPD should carefully examine the additional duties currently being performed by dispatchers. If the question of regionalization arises again, the city and the department should be sure to include in their calculations the additional administrative duties currently being performed by the department’s dispatchers. Several of these appear to be nontraditional dispatcher functions that would be rather difficult and/or costly to replace. Police Operations and Data Analysis, Dover, Delaware page 101

CPSM was informed that certain officers assigned to special units, such as the Community Policing Section, have failed to “check in with dispatch” upon arrival on post. CPSM view this as a serious officer safety issue and a clear liability threat to the department and to the City of Dover. CPSM was informed that patrol officers generally call the communications section and request license checks rather than utilize the MDTs in their patrol vehicles. Recommendations:  All officers who are performing either regular or extra-duty assignments in uniform must be directed to notify the communications section immediately upon arrival and upon leaving their assigned posts. Failure to do so should be considered a serious breach of department guidelines and should result in disciplinary action.  Patrol officers should be directed and trained to utilize the MDTs in their patrol vehicles to their fullest potential. The department should undertake additional training and direct its patrol officers to regularly perform routine queries such as license checks for themselves.  The city and the department should consider developing a 311 system for the handling of nonemergency calls for service. Training All training is coordinated by the sergeant assigned to the Planning and Training Unit. This unit is also responsible for coordination of the hiring process and overseas the performance of mini- background and criminal history checks, verification of age and citizenship, etc. The department does not publish a comprehensive, multiyear training plan. The department does, however, have a standing training committee that meets twice each year. It is described as “a forum to evaluate the training needs of the department and to provide the Planning and Training Unit with input upon which to base the training program of the department” (General Order 33-1, III.). The members include the Planning and Training Unit supervisor; the Accreditation manager; one staff officer; one patrol sergeant; one patrol officer; one special enforcement officer; and one criminal investigations officer. The training committee does not issue a formal report. Recommendations:  The department should develop a multiyear training plan. This training plan should identify specific training goals and objectives for all sworn and nonsworn members of the department, and should be incorporated into the department’s overall multiyear strategic plan. The department’s training officer would be chiefly responsible for developing, reviewing, and revising this plan as necessary.  All instructional materials (i.e., documents and PowerPoint slides) must be permanently maintained by the training unit. Lesson plans should be paginated as follows: Page 1 of 5, Page 2 of 5, etc. Police Operations and Data Analysis, Dover, Delaware page 102

 The department should consider including nonsworn personnel on the training committee, such as representatives from the Communications Section, Records Unit, etc. The training committee should consider and address the training needs of all members of the department.  The training committee should assist the Planning and Training Unit sergeant in the development and review of a written, comprehensive, multi-year training plan. This plan should include distinct, measurable training goals for the entire department (i.e., for personnel assigned to both the operations and administrative divisions). It should be noted that the consultants have rarely encountered a department in which the planning and training functions are combined. A department the size of the DPD will typically have one uniformed member of the department assigned solely to the training function. Planning is more properly performed at a higher level within the department. Indeed, the process of both long-term and strategic planning should be diffused more widely among the supervisory ranks, rather than being nominally associated with one specific unit. Recommendation:  The department should critically examine the duties and responsibilities associated with the position of ‘Planning and Training Unit supervisor’ with an eye towards removing the planning function and shifting these practices and responsibilities more widely throughout the department. CPSM was advised that, for several years, the department has utilized forfeiture funds to support the ongoing training of its personnel. This has proven to be quite cost effective for the department and the influx of additional funds has resulted in a relatively low training budget over the past several years (approximately $28,000 to $35,000 per year). The consultants were informed that a large proportion of the department’s training budget is expended in maintaining certifications for personnel with specialized skills. The department is also required to pay for “incidental” costs associated with the police academy training of its recruits. The department does not expend overtime costs in the delivery of training. Unfortunately, the forfeiture funding has recently “dried up.” This is a common experience for police departments across the country. The department will therefore need to immediately make provisions for maintaining both the quantity and quality of training that is provided to its employees. The department has the ability to “roll out training immediately.” CPSM was provided with several examples where a training issue was identified in the ordinary course of business, and a training module was prepared in response and subsequently delivered to all members of the service in a relatively short period of time. “In-house” training is delivered in the public assembly room located at the headquarters building. There is a “future use” area of the building that is periodically utilized for physical (PT) training. The training that is delivered at roll call (at the commencement of shifts) is properly documented. Police Operations and Data Analysis, Dover, Delaware page 103

There is a firearms range located in the headquarters building. An additional firearms range is located off site. The department has also delivered training at Dover Air Force Base and other area locations. The Planning and Training Unit is responsible for: maintaining all training records; coordinating all training; preparing and maintaining the department’s training budget; and preparing monthly and annual training reports (General Order 33, p. 2). The department requires lesson plans for all courses before they can be taught within the department. Lesson plans must be submitted for review at least one week before the start of each course (p. 4). Training records including syllabi, rosters and course materials were found to be properly maintained. Recommendation:  All lesson plans and course materials should be marked “Page 1 of 4, Page 2 of 4, etc.” The department mandates that personnel assigned to special units or duties receive specialized training, as necessary. This includes, but is not limited to, personnel assigned to perform duties associated with the following positions: field training officer; hostage negotiator; community policing officer; youth services officer; and K9 officer (General Order 33, p. 6). Roll call training is periodically performed and is properly documented via PowerDMS.. Recommended roll call training topics are set forth in General Order 33. Recommendation:  A complete record of all roll call training (including policy reviews) should be kept and should include a brief description of the topic(s) covered; name and rank of person delivering the training; and names and ranks of those attending/receiving the training. Department personnel who are assigned to perform the training function are certified by the State of Delaware’s Council on Police Training (COPT). Recruit/Academy Training: Individuals applying for a police officer position at the DPD are required to file an application, undergo a physical agility test, and take a written examination. Successful candidates are then required to appear before an oral board made up of three (3) staff officers from the DPD. This board is typically chaired by a captain and typically extends over a day. Candidates are scored by examiners on a standardized template. Candidates who successfully complete the oral interviews are subjected to comprehensive personal background investigation. The consultants were advised that there is typically approximately a “50 percent washout rate at this stage in the process." Comprehensive background investigations are conducted by the department’s detective unit, or any member of the department with investigative experience. Successful candidates are then presented for formal interviews with the chief, who is primarily responsible for making the final selection. Police Operations and Data Analysis, Dover, Delaware page 104

Candidates who are selected are then given a conditional offer of employment until such time as a position within the department opens up. Prior to appointment, candidates are then required to undergo a physical and comprehensive medical examination. Newly appointed police officers are then sent to one of several regional police academies such as the Delaware State Police Academy, the Wilmington Police Academy, or the New Castle County Police Academy. Academy training typically last for approximately twenty-three (23) weeks. An expedited course of study is offered to individuals who have previously been certified as police officers in other states. At one time, the Dover Police Department operated its own academy but has not done so in approximately twenty-five (25) years. Civilians are unable to enroll in a regional police academy until they have first received an offer of employment from a department within the state. The Delaware State Police Academy typically offers two sessions per year with approximately 35 to 40 students per session. Several members of the DPD have served as instructors at the academy (in such areas as firearms training, tactics, traffic control, etc. ). At the time of the CPSM site visit, there were three (3) Dover police recruits attending the academy. Field Training Newly appointed police officers undergo a two-year probation period, starting from the initial date of hire. Upon graduation from a regional police academy, probationary officers undergo a one- week, in-house orientation period. During this time the probationary officers receive additional firearms training and undergo instruction regarding the department’s orders, rules, and procedures, as well as specific training in report writing and data entry. This week-long period of training is supervised by the Planning and Training sergeant. The training includes instruction that is specific to the department and the Dover community. The department’s field training program is coordinated by a police officer who serves as field training manager. The field training program typically lasts fourteen (14) weeks. Individuals with prior police service undergo an expedited 10-week field training period. Probationary officers are required to be supervised and evaluated by a minimum of three (3) different field training officers. Daily observation reports (DORs) are recorded via a uniform template that provides for performance benchmarks as well as narrative observational reports by training officers. Weekly summary reports of each probationary officer’s performance are also prepared by the field training manager. Probationary officers are also regularly evaluated by patrol supervisors. If it is felt that additional training is needed, the period of field training will be extended as necessary. It should be noted that additional training is provided whenever the need arises, at any point during the field training program, not simply at the conclusion of the normal field training period. FTOs are provided two (2) days of “FTO refresher training” at the outset of each cycle. The FTO manager meets with FTOs for a “debrief” at the conclusion of each cycle. CPSM reviewed the department’s field training manuals (both the probationary officer’s manual and the field trainer’s manual) and found that both meet or exceed all requirements of such programs typically utilized by similarly sized American departments. Police Operations and Data Analysis, Dover, Delaware page 105

In-Service Training All sworn personnel are required to complete annual in-service training “of at least sixteen (16) hours that shall include training in legal updates, firearm qualification, and AED recertification” (General Order 33, p. 3). State guidelines are promulgated by the Council on Police Training and Standards (COPTS). Officers are required to undergo firearms training three (3) times each year. The course of instruction includes both nighttime and daytime shooting, a ‘stress’ firearms course, use-of-force guideline review, and requalification for both rifle and shotgun. An additional sixteen (16) hours of training in nonmandatory topics (that is, beyond mandatory recertifications) are required In order to maintain certification as a police officer. Supervisors attend executive development courses at the Northwestern University Center for Public Safety’s police command school Victim Services Delaware law requires that crime victims be provided with certain information and participation rights. The department employs a nonsworn victim services coordinator to meet this requirement. This individual is charged with providing crisis intervention and emergency services to crime victims, as well as a number of administrative and outreach functions. For example, the victims of domestic violence are referred to the Victim Services Unit for assistance with information, referrals, and advocacy (Procedural Notice 55.2.3, p. 5). The victim services position appears to be well integrated into the ongoing operations of the department. The coordinator has worked in this position for twenty-three (23) years and has developed strong relationships with sworn personnel. The coordinator obtains information about cases electronically (via email, text, and the LEIS system), from personal contacts with department personnel and victims, and through specific forms that are prepared by investigators as they investigate cases. The coordinator receives approximately twenty-five (25) to thirty (30) new cases per month in addition to her ongoing load of existing clients. Victims are provided with a wide range of information and advice concerning housing issues, medical insurance issues, counseling services, victim’s compensation claims, and restitution. The victim services coordinator is a direct report to the Administrative Division commander. She does not regularly attend department staff meetings. Nevertheless, communication between the coordinator and the department’s various units appears to be quite good. Several members of the department indicated that victim services has become part of the department’s culture and ongoing business practices. The victim services coordinator prepares an annual report each year listing the total number of victims served, total number of referrals made, total number of house visits and victim contacts made, etc. A recapitulation of services rendered is published in the department’s annual report. Police Operations and Data Analysis, Dover, Delaware page 106

Professional Standards / Audits and Inspections The department utilizes a personnel early warning system (PEWS) to electronically track the performance of its officers. This system issues alerts to supervisors if an employee receives a certain amount of unfavorable evaluations or supervisor ratings, engages in an unusual number of use-of-force incidents, draws attention through unusual sick time or workers’ compensation claims, etc. Supervisors report that they have found this system to be very useful and effective. The 911 manager regularly performs "quality assurances." These entail the review of incoming 911 calls to dispatchers in order to ensure that they were properly addressed. The checks are being routinely recorded. Physical Plant/Resources The department employs a nonsworn employee as a police resource manager. This person oversees all of the department’s purchasing, fleet maintenance, and custodial staff (also known as building crafts; at the time of the site visit, the building crafts position was vacant). The resource manager also oversees the work of the department’s evidence technician (although in actuality, the technician’s work is more directly supervised by the department’s property manager). The police resource manager is also responsible for grant applications and administration; budgets; monitoring payroll (a records clerk performs additional duties); and “major projects.” The police resource manager performs billing for the extra-duty assignments performed by police officers. She performs regular (i.e., quarterly) recapitulations of the department’s overtime expenditures. It should be noted that several staff indicated that it is currently difficult to determine the drivers of the department’s overall overtime rate. We were told that one must search through payroll records of individual officers in order to determine how and why overtime was expended. In essence, the payroll system is presently “individual-centered” rather than “unit-centered.” The department employs a central services coordinator. This is a nonsworn position that performs the duties traditionally associated with the quartermaster role. That is, she is responsible for the purchase and distribution of equipment. She also manages the department’s fleet of vehicles (i.e., vehicle purchase, maintenance, disposal). Fleet maintenance is monitored via an Excel spreadsheet, rather than a module in the department’s central RMS. The department’s fleet management records were carefully examined. It appears that the fleet of vehicles is generally well maintained and that the department’s records regarding fleet maintenance are also quite well maintained. The headquarters building has a large lobby area that is open to the public 24 hours a day. The front desk is continually staffed by a desk officer. At the time of the site visit it was found to be properly secured and protected by bullet resistant glass. It should be noted that sensitive information concerning prisoners housed within the building was located on a white board near the public window. It is possible for a visitor standing in the public Police Operations and Data Analysis, Dover, Delaware page 107

area in front of the front desk to see names though the moderately mirrored glass. The department is aware of this and has instructed personnel to keep the lights off in the small room where the board is located in order to make it more difficult for a visitor to see from the public areas. A secured receptacle is placed in the lobby for receipt and proper disposal of prescription medications. This box is regularly emptied by the drug unit. There are eight (8) cells (four [4] male, two [2] juvenile, and two [2] female) as well as a group holding area located in the headquarters building. There is a large muster room that is utilized for performing roll calls and roll call training. A separate “patrol work room” located nearby contains four desktop computers for use by police officers. A radio room is located off the muster room. There is also a separate sergeants’ room that contains work areas and computers. There is a large records room and records supervisor’s office located on the main floor of the building. Most doors off of main hallways are protected by electronic door swipe locks. Miscellaneous Three (3) labor unions/collective bargaining units represent various sectors of department personnel. The Fraternal Order of Police (FOP) represents police officers, the master corporal, detectives, sergeants, lieutenants, and the captains. The chief and deputy chief/major are not represented by this union. Dispatchers , records clerks, parking enforcement, and animal control personnel are represented by a separate union. Midlevel managers/supervisors, including the dispatch supervisor, IT personnel, the records manager, the victim services coordinator, the fleet manager, and the chief’s assistant, are represented by a third union. Recommendations:  CPSM recommends that the department convene a group to develop a multiyear public information strategy. This group should consist of three (3) to five (5) individuals of various ranks who would meet periodically to plan, develop, and implement a clear public information strategy for the department.  The department should continue to have a designated public information officer (PIO) who must be properly trained and supported. The PIO should serve as chair of the public information strategy group.  This group should avail itself of outside resources, such as a member of the local media or a professor of communications from a local college or university. CPSM suggests that the department look to the Boca Raton (Fla.) Police Department as an example of a modern police agency with a sophisticated public information strategy and as a potential source of information and support. Police Operations and Data Analysis, Dover, Delaware page 108

 The resulting public information strategy should be incorporated into the department’s overall strategic plan.  The department’s public information strategy should include clear goals and objectives including, but not limited to, the effective use of social media.  The department should regularly engage in the practice of administering citizen satisfaction surveys (as opposed to merely making surveys available online). CPSM recommends that the department seek the assistance of faculty from a community college or university in the area, and who can assist the department in the development of an appropriate survey instrument, administration of the survey, and analysis of findings.  The department should consider designating, training, and supporting a nonsworn employee (rather than a sworn member of the department) to administer the police athletic league (PAL) program. Police Operations and Data Analysis, Dover, Delaware page 109

Section 9. Organizational Culture and Climate Organizational culture is a system of shared assumptions, values, and beliefs that governs how members behave in the organization, while organizational climate is how members experience the culture of an organization. The climate of an organization is shaped by the upper management of an organization. Organizational climate influences productivity, effectiveness, performance, job satisfaction, innovativeness, leadership, and decision making.9 There are individual, organizational, and environmental factors that affect officers’ understanding of their organizational culture and influence their orientation towards police work and job satisfaction.10 CPSM sought to capture the department’s culture through the lens of its members. At the same time, CPSM also wanted to evaluate the department’s internal potential and limitations, and the possible opportunities and threats from the external environment. To accomplish these goals, an analysis using the S.W.O.T. method was conducted to provide the department’s leadership with a snapshot of the department’s strengths, weaknesses, opportunities and threats from the perspectives of the department members as well as citizen observers. Four (4) focus groups were conducted, three (3) of which were delineated by members’ rank and sworn/nonsworn status. The first focus group was made up of sworn command/supervisory members, the second was made up of sworn officers, the third was made up of civilian employees, and the fourth was a community focus group. All participants were selected by the department. The sworn command/supervisory focus group had eleven (11) participants, the sworn officer focus group had thirteen (13) participants, the civilian group had five (5) participants, and the community group had thirteen (13) participants. All sessions were sixty (60) minutes in duration. Table 9-1 captures the comments of the sworn command/supervisory focus group. This focus group consisted of the chief, major, captains, lieutenants, and sergeants assigned to diverse divisions. The members of this focus group were enthusiastic, energetic, and supportive of the department. The command staff appeared to be very comfortable with the chief participating in the focus group. Participants appeared to be very open and honest about their perspectives. The participants pointed out a significant number of strengths of the department. Participants were proud of the quality, dedication, and creativity of department members. The participants believe that the department instills accountable leadership in the organizational culture, and has been successful in dealing with an increasing amount of crime in the City of Dover. The participants clearly projected a strong feeling of pride about their department. The participants had concerns about weaknesses they perceived in the department, specifically a growing crime rate. Participants identified the need for more ongoing line and supervisory training to meet the challenges of succession planning. Some frustration was voiced due to the growing inability to fund training via shrunken forfeiture funds. Participants voiced their concerns about 9 Boke, K. & Nalla, M. (2009). Police Organizational Culture and Job Satisfaction: A Comparison of Law Enforcement Officers’ Perceptions in Two Midwestern States in the U.S. Retrieved on November 30, 2015 from http://www.researchgate.net/publication/24173193 10 Ibid. Police Operations and Data Analysis, Dover, Delaware page 110

staff being overworked in some divisions and their feelings that the city does not fully understanding the needs of the department. The example of not having a janitorial service for the police department and thus the need for sworn members to undertake necessary cleaning duties for the building was discussed. The financial reporting system, ADP, was cited as an example of a time-consuming system; it requires employee biometrics (fingerprints) to indicate their daily job attendance. The system requires substantial administrative time by supervisors for payroll entries and the line personnel feel the city does not trust them. In the area of opportunities, the participants stated that there are opportunities to strengthen the relationship with the community and communicate with the community through the use of social media. Participants noted that excellence in delivering police services will bring more opportunity to increase community relations. In terms of threats, participants were most concerned about financial challenges, such as limitations on how forfeiture funds can be utilized, changes in technology and associated costs, and doing more without additional staffing. Police Operations and Data Analysis, Dover, Delaware page 111

TABLE 9-1: Sworn Command/Supervisory Focus Group Strengths (Internal) Weaknesses (Internal)  Employees Are Good People  Not Enough Sworn Officers to Address  Strong Teamwork Growing Heroin Problem  High Accountability  Limited Training Budget  Strong Supervision  Good Training Upon Entering the Agency but Need More On-Going Training  Good Training  More Active Shooter Training Needed  Good Equipment  City Has Limited Our Staffing  Not Scared to be Creative  No Mentoring or Formal Training  Good at Crime-fighting Program for Supervisors  Good Leadership  No Janitorial Services for Building  Successful at Obtaining Grants  IT Department Needs to Be Expanded to  Positive Relationship with Community Address Our Needs  Good Relationships with Schools  More Record Clerks Needed – Performing  Competent Crime Scene Investigators Too Many Jobs  Respected Motorcycle Unit that Trains  Detectives are Overworked Delaware State Police  ADP System Requires Too Much  Competent SORT/Negotiators Administrative Time from Supervisors –  Excellent Firearms Instructors Not User Friendly  Pride in What We Do Throughout Agency  Lack of Understanding by City as to Department Needs and Staffing Opportunities (External) Threats (External)  Use of Social Media Platform to  Limitations Placed on How Forfeiture Strengthen Community Relations and Funds Can Be Used – Will Impact Budget Inform Citizens of Situations  Implementation of Body Cameras in the  CPSM Study is an Opportunity for Future Will Increase Costs – Staffing, IT, External Review and Public Records Requests  Higher Visibility by Department for  Changing Technology Providing Funeral Escorts  Federal Regulations Require Us to Spend  Enhance Community Relations By More Time on Reports Providing Excellent Police Service  Short Staffing by Other Agencies Will Affect Us  Requiring Our Department to Do More of Other Agencies’ Workload – Attorney General’s Office Police Operations and Data Analysis, Dover, Delaware page 112

Table 9-2 captures the comments of the sworn officers focus group. Due to the shift schedule and personnel availability, this focus group consisted of police officers assigned to one shift. The members of this focus group were younger in tenure and age compared to the sworn command/supervisory focus group. The participants in the sworn officers focus group expressed a deep dedication and loyalty to the department, yet they were not hesitant to express their perspectives. Participants were enthusiastic about the strengths of the department. Participants were very proud of being members of the department. The participants cited strong clearance rates and response times as evidence that they are serving the community well. Participants believed their pay and benefits were good. The participants indicated a strong feeling of teamwork among shift members. Participants were concerned about some equipment. Specifically, they felt the selection of the current police car was not a good choice for the department. Also, they felt repairs to vehicles and IT needs are not being met in a timely manner. The ADP system was cited by all participants as not being a realistic system to use for police work for capturing payroll. Specifically, the fingerprint requirement to prove attendance was demeaning and made them feel untrustworthy by the city. In the area of opportunities, the participants indicated that they could do more to serve the community if they had more staff, a transport unit for prisoners, and pursued more grant opportunities for equipment. For threats, participants were concerned that their private vehicles are parked in an unsecured lot and the police department parking area for department cars also needed to be secured. Social media was viewed by the participants as both a “blessing and a curse.” Police Operations and Data Analysis, Dover, Delaware page 113

TABLE 9-2: Sworn Officers Focus Group Strengths (Internal) Weaknesses (Internal)  Best Clearance Rates in the State/Nation  Dodge Charger is Not a Good Selection  Good Response Times to Calls for a Police Car – Too Small and Falls Apart  Good Back-up and Teamwork  Computers Freeze Up A lot and IT  Good Training Initially but Need On- Personnel Are Not Available During Going Training Evening Shift to Fix Them  Good Pay and Benefits  Camera System in Car Doesn’t Always  Good Equipment Work  Good Camaraderie  Radio Equipment is Not Installed in the  Everyone Likes 12 Hour Shifts Same Place in Each Car  Good FTO Program  Cars Sent Out for Repairs Take Too Long To Get Fixed  Good at Dealing With Crime  Transfer Policy is Not Always Followed  Progressive Department and Same People Get Transferred  Good Communication Within the Shift  Slight Disconnect in Communication  Communication Slowly Improving Between Leadership and Troops Vertically and With Other Units in  Command Staff Does Not Tell the Troops Department Enough When Good Work Is Done  We Care About Our Jobs and Community  ADP System is Terrible – Requires Our Fingerprints to “Check On,” Seems Like the City Doesn’t Trust Us  Patrol is Short Staffed Opportunities (External) Threats (External)  If we had more staffing we could do more  Parking Lot for Our Vehicles and for the community Department Vehicle is Not Secure  Grant Opportunities Are Available – We  Social Media Helps Us But the Citizens should Be trying to get more grants for Aren’t Helping Us By Taking Video of Us equipment  If we had a transport unit for prisoners, we could be more available for calls Table 9-3 captures the comments of the civilian employee focus group. This focus group had participants who appear to be very anxious over the possibility of losing their jobs. It was difficult to keep them focused on a department-wide perspective and the conversation continuously Police Operations and Data Analysis, Dover, Delaware page 114

returned to their own job perspectives. The participants indicated that the strengths of the department are dispatchers and the passionate employees. The conversation turned quickly to the weaknesses (or areas for improvement). Participants who were primarily dispatchers indicated that they feel they are not respected, the dispatch equipment is not maintained, and both dispatch and records are understaffed. The records staff indicated they needed training on LEIS but the department has not arranged for the training. The ADP system was also identified as a weakness. In the realm of opportunities, the participants believed that the department has done a good job reaching out to the community and still more opportunities exist for strengthening community relations. In the area of threats, a significant concern was voiced over the possibility of dispatchers and record clerks losing their jobs. Specifically, dispatchers expressed their concern that due to recommendations by prior studies on consolidating the dispatch center, their positions could be in jeopardy, and Records personnel believed their jobs may be absorbed by other agencies. Police Operations and Data Analysis, Dover, Delaware page 115

TABLE 9-3: Civilian Focus Group Strengths (Internal) Weaknesses (Internal)  Experienced Dispatchers  ADP is Not User Friendly and System Too  Good 12-hour Shifts Slow  Passionate Civilian Employees  The “CITY” Does Studies But Nothing is Followed Through  Records Staff Does Not Receive Any LEIS Training But the Staff Works With Reports  Civilian Staff is Not Kept Informed By the Department  Dispatchers Receive No Respect  Dispatch Center is Not Maintained – Needs New Equipment  Dispatch is Understaffed  Specialty Units Do Not Communicate on the Radio With Dispatch  Consistent Poor Communication Between Civilian Employees and Department Leadership Opportunities (External) Threats (External)  The Community is Involved With the  Losing Our Jobs and Dispatch Is Department Transferred to Kent County 911 Center  Opportunity to Enhance Community  Records Section Could Be Outsourced to Relations through Continued Outreach by Other State Agencies the Department  Good External Training Available to Civilian Staff – But Department Doesn’t Send Us. Table 9-4 captures the responses of the community focus group. The participants were very complementary about the department. They indicated the strengths were that the police are visible in community, police are always helpful, and the police respond quickly to citizen needs. The weaknesses were identified primarily external to the department. The participants believed the department needed more resources to deal with the city’s drug problem, implement foot patrols downtown, and initiate a Police Athletic League (PAL) Program. Opportunities cited included Police Operations and Data Analysis, Dover, Delaware page 116

expanded parks and recreation programs to help children and simultaneously assist the police department in reducing crime. The threats cited were not enough services offered by the city to keep kids out of trouble and the financial challenges of the city in supporting the police department. TABLE 9-4: Community Focus Group Strengths (Internal) Weaknesses (Internal)  Police Very Visible in Community  We Have a Bad Drug Problem in the City  Police Always Very Helpful and Need More Officers  Quick Response Time  We Need Foot Patrols Downtown Because of Drugs  Community Programs Such as Neighborhood Watch are Very Good  Not Enough Social Programs to Help the Police  Well-trained Police Force  No Programs or Services for the  Police Department Good at Educating the Homeless Community  We Need a PAL Program – Too Many Kids  Police Department Works Good With City With Nothing to Do Mayor  Police Need to Rotate Where They Do Their Paperwork so They Can Be in More Neighborhoods  Police are Always Answering Calls and Do Not Have Enough Officers Just to Drive Through Neighborhoods Opportunities (External) Threats (External)  Need to Expand Parks and Recreation  Not Enough Activities in the City for Department to Help Police with Juveniles Youth so More Kids Will Get Into Trouble  Department is Good at Getting Grants –  No Transportation for Kids to Go to Need to Fund a Horse Unit for Patrolling Recreation Center Downtown  Financial Challenges for Maintaining Police Department Table 9-5 summarizes the common themes derived from the four (4) focus groups for each category of the S.W.O.T. analysis. There were a number of common themes for the strengths and weaknesses categories. In the area of strengths, participants viewed the department as being a progressive, leading agency with a significant amount of caring and pride expressed by all employees. Teamwork was consistently identified as a strength of the department. Police Operations and Data Analysis, Dover, Delaware page 117

Weaknesses included not enough staff to address growing crime problems, enhancements needed in IT services, use of the ADP system that is not user friendly and time consuming, and a slight communication disconnect between leadership and the troops. The common themes for the opportunities and threats categories were somewhat limited. Participants identified grant funding possibilities and community outreach as an opportunity, and financial challenges as a threat. TABLE 9-5: Common Core Perspectives of All Focus Groups Strengths (Internal) Weaknesses (Internal)  Teamwork  Not Enough Staff to Address Crime  Good Equipment Problems (Growing Heroin Problem)  Good Relationship within agency and  ADP System is Not User Friendly, Time with other agencies Consuming, Makes Us Not Feel Trusted By the City  Good at Crime-fighting  IT Department Needs to Be Expanded to  Progressive, Leading Agency Handle Our IT Concerns  Pride in What We Do  Slight Communication Disconnect  Good Response Times Between Leadership and Troops – Not  Caring, Passionate Employees Kept Informed Enough Opportunities (External) Threats (External)  Availability of Grants to Fund Equipment  Financial Challenges and Programs for Department  Opportunity to Enhance Community Relations through Continued Outreach by the Department Police Operations and Data Analysis, Dover, Delaware page 118

Recommendations: Based on the focus group results, the following recommendations are offered to address some of the identified issues.  The department staff, in conjunction with the city staff, should convene a joint committee to review the efficacy of utilizing the ADP system in the Dover Police Department.  Department staff should convene a communication committee consisting of diverse ranks and representation of all department components to identify strategies to improve communication both vertically and horizontally. This committee should also focus on generational differences in communication to improve the quality of communication at the Dover Police Department.  Department staff should convene a technology/equipment committee consisting of diverse ranks, representation from all units, and the inclusion of city personnel to create a strategic technology and equipment planning document with action steps reflective of a realistic and efficient timeline. With proactive planning the department can navigate through a changing technological environment.  Department should review on an annual basis the department’s transfer policy and ensure that the stipulations of the policy are being met with each and every department transfer of personnel.  The department should initiate a formal succession planning program that includes identifying staff development, talent acquisition, and a timeline for the department’s leadership transition to best serve the community.  The department needs to ensure that each component of the department is systematically and consistently collecting workload statistics to support increases in staffing requests. Data need to be an integral part in determining needed staffing levels. Police Operations and Data Analysis, Dover, Delaware page 119

Section 10. Summary The Dover Police Department is a progressive, full-service law enforcement agency that applies the practices of modern policing. CPSM staff observed the practices of the department through data analysis, interviews, focus groups, document review, and operational/administrative observations. It is the opinion of CPSM staff that the entire department is dedicated to the department’s mission, “To proudly serve the community by protecting the life and property of its citizens, enforcing the law, and working in partnership with the public to enhance the quality of life and nurture public trust by holding ourselves to the highest standards of performance and ethics.” The Dover Police Department is focused on creating a culture of excellence and community service; this was validated through the perspectives and experiences shared in the focus groups. The department members interviewed by CPSM staff were professional and enthusiastic about their jobs and the excellent reputation of the department. Department members were open and honest with their perspectives and comments; this led CPSM staff to interpret this behavior as an indication of a culture of trust and mutual respect between department leadership and staff. Progressive police departments are able to strategically focus on continuous improvement. As described by Jim Collins in Good to Great (2001), “Leadership does not begin just with vision. It begins with getting people to confront the brutal facts and to act on the implications” (p. 89). The Dover Police Department has demonstrated the ability to critically examine its operations in the spirit of continuing to strive for excellence in police services. The recommendations offered in this report should not be viewed as criticisms of the department, but as opportunities to enhance the practices and procedures of a progressive, well-managed, full-service police department that has a desire and vision for greatness. Police Operations and Data Analysis, Dover, Delaware page 120

Section 11. Data Analysis Introduction This data analysis on police patrol operations for the Dover Police Department focuses on three main areas: workload, deployment, and response times. These three areas are related almost exclusively to patrol operations, which constitute a significant portion of the police department’s personnel and financial commitment. All information in this report was developed directly from the data collected by the Dover Police Department. CPSM collected data for the one-year period of July 1, 2014 to June 30, 2015. The majority of the first section of the report, concluding with Table 11-8, uses call data from the one-year period. For the detailed workload analysis and the response-time analysis, we use two four-week sample periods. The first period is from August 1 through August 28, 2014, or summer, and the second period is from February 1 through February 28, 2015 or winter. Police Operations and Data Analysis, Dover, Delaware page 121

Workload Analysis When CPSM analyzes a set of dispatch records, we go through a series of steps: 1. We first process the data to improve accuracy. For example, we remove duplicate patrol units recorded on a single event and records that do not indicate an actual activity. We also remove incomplete data, as found in situations where there is not enough time information to evaluate the record. 2. At this point, we have a series of records that we call "events." We identify these events in three ways: ○ We distinguish between patrol and nonpatrol units. ○ We assign a category to each event based upon its description. ○ We indicate whether the call is "zero time on scene" (i.e., patrol units spent less than a minute on scene), "police-initiated," or "other-initiated." 3. We then remove all records that do not involve a patrol unit to get a total number of patrol- related events. 4. At important points during our analysis, we focus on a smaller group of events designed to represent actual calls for service. This excludes out-of-service activities and events with no officer time spent on scene. In this way, we first identify a total number of records, then limit ourselves to patrol events, and finally focus on calls for service. As with similar cases around the country, we encountered a number of issues when analyzing the dispatch data from Dover. We made assumptions and decisions to address these issues.  About 4,500 events (14 percent) involved patrol units spending zero time on scene.  Approximately 4 percent of other-initiated calls lacked any recorded arrival time. We used the remaining calls when measuring the department’s overall response times.  The computer-aided dispatch (CAD) system used approximately 100 different event descriptions, which we condensed to 16 categories for our tables and 9 categories for our figures (shown in Chart 11-1). Table 11-18 in the appendix shows how each description was categorized. Between July 1, 2014, and June 30, 2015, the communications center recorded approximately 33,400 events that were assigned call numbers and which included an adequate record of a responding patrol unit as either the primary or secondary unit. When measured daily, the department reported an average of 92 patrol-related events per day, approximately 14 percent of which (12.4 per day) had fewer than 30 seconds spent on the call. Police Operations and Data Analysis, Dover, Delaware page 122

In the following pages we show two types of data: activity and workload. The activity levels are measured by the average number of calls per day, broken down by the type and origin of the calls and categorized by the nature of the calls (crime, traffic, etc.). Workloads are measured in average work-hours per day. CHART 11-1: Event Descriptions for Tables and Figures Table Category Figure Category Prisoner–arrest Arrest Prisoner–transport Assist other agency Assist Crime–persons Crime Crime–property Directed patrol Directed patrol Animal Juvenile General noncriminal Miscellaneous Alarm Investigations Check/investigation Medical Medical Disturbance Suspicious incident Suspicious person/vehicle Accident Traffic Traffic enforcement Police Operations and Data Analysis, Dover, Delaware page 123

FIGURE 11-1: Percentage Events per Day, by Initiator 13.5% I Zero on scene Police initiated Other initiated 17.8% 68.7% Note: Percentages are based on a total of 33,444 events. TABLE 11-1: Events per Day, by Initiator Initiator No. of Events Events per Day Zero on scene 4,521 12.4 Police-initiated 5,938 16.3 Other-initiated 22,985 63.0 Total 33,444 91.6 Observations:  14 percent of the events had zero time on scene.  18 percent of all events were police-initiated.  69 percent of all events were other-initiated.  On average, there were 92 events per day, or 3.8 per hour. Police Operations and Data Analysis, Dover, Delaware page 124

FIGURE 11-2: Percentage Events per Day, by Category Arrest Assist 3.4% Crime 2.1% Directed patrol General 26.3% Investigations • Medical • Suspicious 27.1% • Traffic • 8.9% 1.8% 1.8% 5.3% 23.3% Note: The figure combines categories in the following table according to the description in Chart 11-1. Police Operations and Data Analysis, Dover, Delaware page 125

TABLE 11-2: Events per Day, by Category Category No. of Events Events per Day Accidents 2,602 7.1 Alarm 2,145 5.9 Animal calls 858 2.4 Assist 705 1.9 Check/investigation 5,645 15.5 Crime–persons 6,827 18.7 Crime–property 2,247 6.2 Directed patrol 591 1.6 Disturbance 1,846 5.1 Juvenile 7 <0.1 Medical 601 1.6 Miscellaneous 905 2.5 Prisoner–arrest 634 1.7 Prisoner–transport 489 1.3 Suspicious 1,133 person/vehicle 3.1 Traffic enforcement 6,209 17.0 Total 33,444 91.6 Observations:  The top three categories accounted for 77 percent of events: ○ 27 percent of events were crimes. ○ 26 percent of events were traffic-related. ○ 23 percent of events were investigations. Police Operations and Data Analysis, Dover, Delaware page 126

FIGURE 11-3: Percentage Calls per Day, by Category Arrest Assist 3.6% 2.1% Crime General Investigations 28.8% Medical Suspicious Traffic 30.0% 9.6% 5.1% 2.1% 18.7% Note: The figure combines categories in the following table according to the description in Chart 11-1. Police Operations and Data Analysis, Dover, Delaware page 127

TABLE 11-3: Calls per Day, by Category Category No. of Calls Calls per Day Accidents 2,485 6.8 Alarm 1,951 5.3 Animal calls 713 2.0 Assist 594 1.6 Check/investigation 3,371 9.2 Crime–persons 6,431 17.6 Crime–property 2,108 5.8 Disturbance 1,710 4.7 Juvenile 7 0.0 Medical 587 1.6 Miscellaneous 718 2.0 Prisoner–arrest 585 1.6 Prisoner–transport 450 1.2 Suspicious person / vehicle 1,033 2.8 Traffic enforcement 5,693 15.6 Total 28,436 77.9 Note: The focus here is on recorded calls rather than recorded events. We removed events with zero time on scene and directed patrol activities. Observations:  On average, there were 78 calls per day, or 3.2 per hour.  The top three (3) categories accounted for 78 percent of calls: ○ 30 percent of calls were crimes. ○ 29 percent of calls were traffic-related. ○ 19 percent of calls were investigations. Police Operations and Data Analysis, Dover, Delaware page 128

FIGURE 11-4: Calls per Day, by Initiator and Months 90 80 70 >- 60 re 0 I... QJ 50 c.. ~ 40 re u 30 20 10 0 Jul- Aug Sep-Oc t Nov-Dec Jan -Fe b Mar-Apr May -Jun • othe r initi ated D Po lice initiated TABLE 11-4: Calls per Day, by Initiator and Months Initiator July-Aug Sept-Oct Nov-Dec Jan-Feb Mar-Apr May-June Other-initiated 63.3 66.5 59.0 54.9 62.6 71.2 Police-initiated 23.5 19.9 11.0 10.9 11.5 12.6 Total 86.8 86.4 69.9 65.8 74.1 83.8 Observations:  The number of calls per day was lowest in January-February.  The number of calls per day was highest in July-August and September-October.  The months with the most calls had 32 percent more calls than the months with the fewest calls.  May-June had the most other-initiated calls, with 30 percent more than the period of January-February, which had the fewest.  July-August had the most other-initiated calls, with 117 percent more than the period of January-February, which had the fewest. Police Operations and Data Analysis, Dover, Delaware page 129

FIGURE 11-5: Calls per Day, by Category and Months D Arrest • Ass ist 80 D C rime D Genera l Investigations 70 D Med ica l • Sus p icious 60 D T ra ffic >- n:, 0 ... 50 Q) c.. .!:!1 40 n:, u 30 20 Jul - Aug Se p -Oct Nov - De c Jan - Feb Ma r -Apr Ma y-Jun Note: The figure combines categories in the following table according to the description in Chart 11-1. Police Operations and Data Analysis, Dover, Delaware page 130

TABLE 11-5: Calls per Day, by Category and Months Category July-Aug Sept-Oct Nov-Dec Jan-Feb Mar-Apr May-June Accidents 5.8 7.5 7.4 6.8 6.8 6.5 Alarm 5.0 4.6 5.7 5.1 6.0 5.8 Animal calls 2.5 2.5 1.6 1.3 1.7 2.1 Assist 1.9 1.7 1.2 1.5 1.6 1.9 Check/investigation 10.9 10.9 7.8 8.0 8.2 9.5 Crime–persons 20.3 20.0 15.5 13.6 16.0 20.1 Crime–property 5.7 6.6 5.3 4.1 5.9 7.0 Disturbance 5.4 5.8 3.3 3.5 4.7 5.3 Juvenile <0.1 0.1 <0.1 <0.1 <0.1 <0.1 Medical 1.1 1.4 1.8 2.0 1.6 1.8 Miscellaneous 1.8 1.9 2.2 2.0 2.0 1.9 Prisoner–arrest 1.7 2.3 1.3 1.4 1.2 1.8 Prisoner–transport 1.3 1.3 1.1 1.1 1.4 1.2 Suspicious person/vehicle 3.2 3.2 3.2 1.8 2.4 3.2 Traffic enforcement 20.3 16.7 12.5 13.7 14.6 15.8 Total 86.8 86.4 69.9 65.8 74.1 83.8 Note: Calculations were limited to calls rather than events. Observations:  The top three categories averaged between 77 and 78 percent of calls throughout the year: ○ Crime calls averaged between 17.7 and 27.1 calls per day throughout the year and accounted for 27 to 32 percent of total calls. ○ Traffic-related calls averaged between 19.9 and 26.1 calls per day throughout the year. ○ Investigations averaged between 13.2 and 15.9 calls per day throughout the year. Police Operations and Data Analysis, Dover, Delaware page 131

FIGURE 11-6: Average Occupied Times, by Category and Initiator 70 63 60 50 47 (/) .., 40 Q} ::i C ::E 30 20 10 0 e, ~ ~ t~ ~ q' f::'-" ,c>" '!:-~ ,e, ~ ~"'" <~ c; e,~ ();~ i:>o f•:f ~0 ~~ ·(-'° ,<.._<..~ ,<.._0 0 t!- -0" ,~ ~e, C, D Othe r initiated • Pol ice initiated Note: The figure combines categories using weighted averages from the following table according to the description in Chart 11-1. For this graph we removed two calls with inaccurate busy times. Police Operations and Data Analysis, Dover, Delaware page 132

TABLE 11-6: Primary Unit’s Average Occupied Times, by Category and Initiator Other-Initiated Police-Initiated Category Minutes Calls Minutes Calls Accidents 45.6 2,397 44.0 88 Alarm 14.2 1,948 13.8 3 Animal calls 29.0 678 26.7 35 Assist 25.5 557 30.1 37 Check/investigation 25.3 3,025 28.0 346 Crime–persons 35.4 6,103 44.9 327 Crime–property 33.9 2,073 35.9 34 Disturbance 19.3 1,664 27.2 46 Juvenile 25.0 7 N/A 0 Medical 47.0 577 36.5 10 Miscellaneous 29.3 545 28.5 173 Prisoner–arrest 53.6 426 34.2 159 Prisoner–transport 74.1 345 57.1 105 Suspicious person/vehicle 17.3 913 17.2 120 Traffic enforcement 17.0 1,725 14.8 3,968 Weighted Average/Total Calls 30.6 22,983 20.2 5,451 Note: The information in Figure 11-6 and Table 11-6 is limited to calls and excludes all events that show zero time on scene. A unit’s occupied time is measured as the time from when the call was received until the unit becomes available again. The times shown are the average occupied minutes per call for the primary unit, rather than the total occupied minutes for all units assigned to a call. Observations below refer to times shown within the figure rather than the table. Observations:  A unit's average time spent on a call ranged from 15 to 63 minutes overall.  The longest average times were for other-initiated arrest calls.  The average time spent on crime calls was 35 minutes for other-initiated calls and 44 minutes for police-initiated calls. Police Operations and Data Analysis, Dover, Delaware page 133

FIGURE 11-7: Number of Responding Units, by Initiator and Category 2.5 2 .2 1.9 2.0 1.9 1.5 1 .4 (/) :!: .2 C ::J 1.0 0.5 0 .0 D Othe r initiated • Po lice initiated Note: The figure combines categories using weighted averages from the following table according to the description in Chart 11-1. Police Operations and Data Analysis, Dover, Delaware page 134

TABLE 11-7: Average Number of Responding Units, by Initiator and Category Other-Initiated Police-Initiated Category No. Units Calls No. Units Calls Accidents 1.5 2,397 1.6 88 Alarm 2.1 1,948 2.0 3 Animal calls 1.2 678 1.2 35 Assist 2.0 557 1.7 37 Check/investigation 1.8 3,025 1.4 346 Crime–persons 2.1 6,104 1.7 327 Crime–property 1.7 2,074 1.4 34 Disturbance 2.3 1,664 2.3 46 Juvenile 1.6 7 N/A 0 Medical 2.2 577 1.5 10 Miscellaneous 1.6 545 1.2 173 Prisoner–arrest 1.8 426 2.0 159 Prisoner–transport 1.2 345 1.2 105 Suspicious person/vehicle 2.2 913 2.1 120 Traffic enforcement 1.3 1,725 1.2 3,968 Weighted Average/Total Calls 1.9 22,985 1.3 5,451 Police Operations and Data Analysis, Dover, Delaware page 135

FIGURE 11-8: Number of Responding Units, by Category, Other-initiated Calls 3500 3000 2500 ,gi 2000 ('IJ u 1500 1000 500 0 q' <. e, ~ D 1 Officer • 2 Officers D 3+ Officers Note: The figure combines categories using weighted averages from the following table according to the description in Chart 11-1. Police Operations and Data Analysis, Dover, Delaware page 136

TABLE 11-8: Number of Responding Units, by Category, Other-initiated Calls Responding Units Category One Two Three or More Accidents 1,607 499 291 Alarm 266 1,235 447 Animal calls 571 87 20 Assist 202 222 133 Check/investigation 1,306 1,159 560 Crime–persons 2,012 2,432 1,660 Crime–property 1,142 574 358 Disturbance 231 886 547 Juvenile 4 2 1 Medical 106 311 160 Miscellaneous 281 206 58 Prisoner–arrest 187 174 65 Prisoner–transport 281 56 8 Suspicious person/vehicle 183 442 288 Traffic enforcement 1,319 309 97 Total 9,698 8,594 4,693 Observations:  The overall mean number of responding units was 1.9 for other-initiated calls and 1.3 for police-initiated calls.  The mean number of responding units was as high as 2.3 for suspicious incidents that were other-initiated.  42 percent of other-initiated calls involved one responding unit.  37 percent of other-initiated calls involved two responding units.  20 percent of other-initiated calls involved three or more responding units.  The largest group of calls with three or more responding units involved crime. Police Operations and Data Analysis, Dover, Delaware page 137

FIGURE 11-9: Percentage Calls and Work Hours, by Category, Summer 2014 Activity Workload Arrest Assist C rime General Investigations 3.2% 6.2% Medical 2.0% 20.7% 2.8% Suspicious Traffic 30.5% 28.9% 8.0% 2.8% 39.9% 10.3% 5.3% 14.5% 1.5% 18.3% 5.1% Call Activity Workload TABLE 11-9: Calls and Work Hours per Day, by Category, Summer 2014 Per Day Category Calls Work Hours Arrest 2.9 3.4 Assist 1.8 1.5 Crime 26.0 22.0 General noncriminal 4.8 2.8 Investigations 16.5 8.0 Medical 1.4 1.6 Suspicious incident 9.3 4.4 Traffic 27.4 11.4 Total 90.1 55.3 Police Operations and Data Analysis, Dover, Delaware page 138

Observations:  The average number of calls and average daily workload was higher in summer than in winter.  Total calls averaged 90 per day, or 3.8 per hour.  Total workload averaged 55 hours per day, meaning that on average 2.3 officers per hour were busy responding to calls.  Crime calls constituted 29 percent of calls and 40 percent of workload.  Traffic calls constituted 30 percent of calls and 21 percent of workload.  Investigations calls constituted 18 percent of calls and 14 percent of workload. Police Operations and Data Analysis, Dover, Delaware page 139

FIGURE 11-10: Percentage Calls and Work Hours, by Category, Winter 2015 Activity Workload Arrest Assist C rime General Investigations 4.2% 7.6% Medical 2.2% 2.2% Suspicious 25.1% Traffic 32.9% 24.7% 31.8% 7.2% 4.9% 4.0% 7.9% 2.9% 4.5% 20.3% 17.7% Call Activity Workload TABLE 11-10: Calls and Work Hours per Day, by Category, Winter 2015 Per Day Category Calls Work Hours Arrest 2.8 3.4 Assist 1.5 1.0 Crime 16.4 14.4 General noncriminal 3.3 2.0 Investigations 13.5 8.0 Medical 1.9 1.8 Suspicious incident 5.3 3.3 Traffic 21.8 11.4 Total 66.3 45.3 Note: Workload calculations focused on calls rather than events. Police Operations and Data Analysis, Dover, Delaware page 140

Observations:  Total calls averaged 66 per day, or 2.8 per hour.  Total workload averaged 45 hours per day, meaning that on average 1.9 officers per hour were busy responding to calls.  Crime calls constituted 25 percent of calls and 32 percent of workload.  Traffic calls constituted 33 percent of calls and 25 percent of workload.  Investigations calls constituted 20 percent of calls and 18 percent of workload. Police Operations and Data Analysis, Dover, Delaware page 141

Noncall Activities In the period from July 2014 to June 2015, the dispatch center recorded activities that were not assigned a call number. We focused on those activities that involved a patrol unit. We also limited our analysis to noncall activities that occurred during shifts where the same patrol unit was also responding to calls for service. Each record only indicates one unit per activity. The following status records indicated a noncall activity: “Court,” “Meal,” “Out of Service,” “Repairs,” and “Report Writing.” There were a few problems with the data provided and we made assumptions and decisions to address these issues:  We excluded activities that lasted less than 30 seconds. These are irrelevant and contribute little to the overall workload.  Another portion of the recorded activities lasted more than eight hours. As an activity is unlikely to last more than eight hours, we assumed that these records were inaccurate.  After these exclusions, 8,648 noncall activities remained with an average duration of 40.7 minutes. In this section, we report on the variation of noncall activities by month and day of week. In the next section, we include these activities in the overall workload when comparing the total workload against available personnel in February and August. Police Operations and Data Analysis, Dover, Delaware page 142

TABLE 11-11: Average Occupied Times for Noncall Activities, by Category Category Minutes Activities Court 30.3 787 Meal 36.5 729 Out of Service 43.3 6,507 Repairs 23.3 80 Report Writing 62.3 545 Total 40.7 8,648 Observations:  Report writing activities had the longest occupied time averaging 62 minutes.  Out of service was the most common noncall activity. There was no additional description beyond “out of service” for these activities. Police Operations and Data Analysis, Dover, Delaware page 143

FIGURE 11-11: Activities per Day, by Month 40 - - 30 >- ro 0 I... (I) c.. V) 20 .!ld :!:: .2:: ..., u c::( 10 0 - ' - - -.,__"T'"".....__ _ _,.._"T'"".....__ _ _.,__"T-....__ _ _,.._"T'""...,___ _ _,.._"T-....__ _ _.__.,....-...,____, Ju l-A ug Sep-Oct Nov-Dec Jan-Feb Mar-Apr May-Jun TABLE 11-12: Activities per Day, by Month Months Activities per Day July-August 33.4 September-October 35.2 November-December 14.4 January-February 18.0 March-April 19.7 May-June 21.6 Yearly Average 23.7 Observations:  The number of out-of-service activities per day was lowest in November-December.  The number of out-of-service activities per day was highest in September-October. Police Operations and Data Analysis, Dover, Delaware page 144

FIGURE 11-12: Activities per Day, by Day of Week 30 25 - - 20 Activities per Day 15 10 5 0 Sun Mon Tue Wed Thu Fri Sat TABLE 11-13: Activities per Day, by Day of Week Day of Week Activities per Day Sunday 16.4 Monday 24.6 Tuesday 23.6 Wednesday 27.3 Thursday 26.4 Friday 27.3 Saturday 21.2 Weekly Average 23.7 Observations:  The number of out-of-service activities per day was lower on weekends and lowest on Sunday.  The number of out-of-service activities per day was higher on weekdays and highest on Wednesday and Friday. Police Operations and Data Analysis, Dover, Delaware page 145

FIGURE 11-13: Activities per Hour, by Hour of Day 2.0 - 1.5 - --- Activities per Hour - - - - 1.0 - - - 0.5 - - - - - 0.0 0 - - 1 2 3 4 - D- 5 6 7 8 - - 9 10 11 12 - - 13 14 15 16 - - 17 18 - - - 19 20 21 22 23 Police Operations and Data Analysis, Dover, Delaware page 146

TABLE 11-14: Activities per Hour, by Hour of Day Hour Activities per Hour 0 0.5 1 0.5 2 0.4 3 0.3 4 0.3 5 0.3 6 0.2 7 1.2 8 1.5 9 1.4 10 1.5 11 1.5 12 1.7 13 1.6 14 1.2 15 1.1 16 1.0 17 1.1 18 0.8 19 1.8 20 1.3 21 1.1 22 0.9 23 0.6 Total 23.7 Observations:  The number of noncall activities per hour was highest between 7:00 p.m. and 8:00 p.m.  The number of noncall activities per hour was lowest between 6:00 a.m. and 7:00 a.m. Police Operations and Data Analysis, Dover, Delaware page 147

Deployment For this study, we examined deployment information for four weeks in summer (August 1 through August 28, 2014) and four weeks in winter (February 1 through February 28, 2015). The department’s main patrol force consists of patrol officers and supervisors and operates on 12-hour shifts starting at 7:00 a.m. and 7:00 p.m. The police department's main patrol force deployed an average of 9.5 officers per hour during the 24-hour day in August 2014 and 8.4 officers per hour during the 24-hour day in February 2015. The patrol force also included additional units, including animal control, community policing, motorcycle, and quality-of-life officers. When these additional units are included, the department averaged 11.0 officers deployed per hour during the 24-hour day in August 2014 and 8.9 officers deployed per hour during the 24-hour day in February 2015. In this section, we describe the deployment and workload in distinct steps, distinguishing between summer and winter and between weekdays (Monday through Friday) and weekends (Saturday and Sunday):  First, we focus on patrol deployment alone.  Next, we compare deployment against workload based on other-initiated calls for service.  Finally, we compare "all" workload, which includes police-initiated calls, out-of-service, and directed patrol activities. Comments follow each set of four figures, with separate discussions for summer and winter. Police Operations and Data Analysis, Dover, Delaware page 148

FIGURE 11-14: Deployed Officers, Weekdays, Summer 2014 14 12 10 a; C C 8 0 Ill I. CIJ 6 C. 4 2 0 0 2 4 6 8 10 12 14 16 18 20 22 Hour - - Bas ic patro l - - Tota l patro l FIGURE 11-15: Deployed Officers, Weekends, Summer 2014 14 12 10 a; C C 8 0 Ill I. CIJ 6 C. 4 2 0 0 2 4 6 8 10 12 14 16 18 20 22 Hour - - Bas ic patro l - - To ta l patro l Police Operations and Data Analysis, Dover, Delaware page 149

FIGURE 11-16: Deployed Officers, Weekdays, Winter 2015 14 12 10 aj C C 8 0 Ill I. CIJ 6 ll. 4 2 0 0 2 4 6 8 10 12 14 16 18 20 22 Hour - - Bas ic patro l - - Tota l patro l FIGURE 11-17: Deployed Officers, Weekends, Winter 2015 14 12 10 aj C C 8 0 Ill I. CIJ 6 ll. 4 2 0 0 2 4 6 8 10 12 14 16 18 20 22 Hour - - Bas ic patro l - - Tota l patro l Police Operations and Data Analysis, Dover, Delaware page 150

Observations:  For summer (August 1-28, 2014): ○ The average deployment was 11.4 officers per hour during the week and 10.0 officers per hour on the weekend. ○ Average deployment varied from 7.7 to 13.8 officers per hour on weekdays and 7.5 to 11.2 officers per hour on weekends.  For winter (February 1-28, 2015): ○ The average deployment was 9.0 officers per hour during the week and 8.7 officers per hour on the weekend. ○ Average deployment varied from 6.5 to 11.1 officers per hour on weekdays and 7.6 to 9.8 officers per hour on weekends. Police Operations and Data Analysis, Dover, Delaware page 151

FIGURE 11-18: Deployment and Other-Initiated Workload, Weekdays, Summer 2014 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Added patrol Patrol [. Other-initiated work FIGURE 11-19: Deployment and Other-Initiated Workload, Weekends, Summer 2014 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Added patrol Patrol [. Other-initiated work Police Operations and Data Analysis, Dover, Delaware page 152

FIGURE 11-20: Deployment and Other-Initiated Workload, Weekdays, Winter 2015 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Added patrol Patrol Other-initiated work FIGURE 11-21: Deployment and Other-Initiated Workload, Weekends, Winter 2015 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Added patrol Patrol Other-initiated work Police Operations and Data Analysis, Dover, Delaware page 153

Observations:  For summer: ○ Average other-initiated workload was 1.9 officers per hour during the week and 2.0 officers per hour on weekends. ○ This was approximately 16 percent of hourly deployment during the week and 20 percent of hourly deployment on weekends. ○ During the week, workload reached a maximum of 30 percent of deployment between 6:00 p.m. and 6:30 p.m. ○ On weekends, workload reached a maximum of 39 percent of deployment between 7:45 p.m. and 8:00 p.m.  For winter: ○ Average other-initiated workload was 1.7 officers per hour during the week and 1.7 officers per hour on weekends. ○ This was approximately 19 percent of hourly deployment during the week and 19 percent of hourly deployment on weekends. ○ During the week, workload reached a maximum of 41 percent of deployment between 4:00 p.m. and 4:30 p.m. ○ On weekends, workload reached a maximum of 34 percent of deployment between 5:00 p.m. and 5:15 p.m. and between 5:30 p.m. and 5:45 p.m. Police Operations and Data Analysis, Dover, Delaware page 154

FIGURE 11-22: Deployment and All Workload, Weekdays, Summer 2014 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Adde d pa trol Pa trol Dire cte d patrol work •• O ut-of-se rvice work Police -initiate d work • O the r-initiate d work FIGURE 11-23: Deployment and All Workload, Weekends, Summer 2014 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Adde d pa trol Pa trol Dire cte d patrol work •• O ut-of-se rvice work Police -initiate d work • O the r-initiate d work Police Operations and Data Analysis, Dover, Delaware page 155

FIGURE 11-24: Deployment and All Workload, Weekdays, Winter 2015 14 12 10 Personnel 8 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Adde d pa trol Pa trol Dire cte d patrol work •• O ut-of-se rvice work Police -initiate d work • O the r-initiate d work FIGURE 11-25: Deployment and All Workload, Weekends, Winter 2015 10 8 Personnel 6 4 2 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 Adde d pa trol Pa trol Dire cte d patrol work •• O ut-of-se rvice work Police -initiate d work • O the r-initiate d work Note: Figures 11-22 to 11-25 show deployment along with all workload from other-initiated calls, police-initiated calls, directed patrol activities, and out-of-service (noncall) activities. Police Operations and Data Analysis, Dover, Delaware page 156

Observations:  For summer: ○ Average workload was 2.4 officers per hour during the week and 2.3 officers per hour on weekends. ○ This was approximately 21 percent of hourly deployment during the week and 23 percent of hourly deployment on weekends. ○ During the week, workload reached a maximum of 32 percent of deployment between 6:00 p.m. and 6:15 p.m. and between 9:30 p.m. and 9:45 p.m. ○ On weekends, workload reached a maximum of 41 percent of deployment between 5:00 p.m. and 5:15 p.m., between 7:45 p.m. and 8:00 p.m., and between 8:15 p.m. and 8:30 p.m.  For winter: ○ Average workload was 1.9 officers per hour during the week and 1.9 officers per hour on weekends. ○ This was approximately 21 percent of hourly deployment during the week and 22 percent of hourly deployment on weekends. ○ During the week, workload reached a maximum of 43 percent of deployment between 4:00 p.m. and 4:15 p.m. ○ On weekends, workload reached a maximum of 41 percent of deployment between 12:45 p.m. and 1:00 p.m. Police Operations and Data Analysis, Dover, Delaware page 157

Response Times We analyzed the response times to various types of calls, separating the duration into dispatch and travel time, to determine whether response times varied by call type. Response time is measured as the difference between when a call is received and when the first unit arrives on scene. This is further divided into dispatch delay and travel time. Dispatch delay is the time between when a call is received and when the first unit is dispatched. Travel time is the remaining time until the first unit arrives on scene. We begin the discussion with statistics that include all calls combined. We started with 3,038 events for summer and 2,126 events for winter. We limited our analysis to 1,801 other-initiated calls for summer and 1,523 calls for winter. After excluding calls without valid arrival times, we were left with 1,753 calls in summer and 1,454 calls in summer for our analysis. For the entire year, we began with 33,444 calls, limited our analysis to 22,985 other-initiated calls, and further focused our analysis on 22,003 calls after excluding those lacking valid arrival times. Our initial analysis does not distinguish calls on the basis of their priority; instead, it examines the difference in response for all calls by time of day and compares summer and winter periods. We then present a brief analysis of response time for high-priority calls alone. Police Operations and Data Analysis, Dover, Delaware page 158

All Calls This section looks at all calls without considering their priorities. In addition to examining the differences in response times by both time of day and season (summer versus winter), we show differences in response times by category. FIGURE 11-26: Average Response Time, by Hour of Day, Summer 2014 and Winter 2015 25 20 fl) ! 15 ::I .5 ~ 10 5 Winte r 2015: 12.2 minutes Summer 2014: 10. 7 minutes 0------------------------------~ 0 2 4 6 8 10 12 14 16 18 20 22 Hour - - Winter 2 015 - - Summer 2014 Observations:  Average response times varied significantly by hour of day.  In summer, the longest response times were between 6:00 a.m. and 7:00 a.m., with an average of 25.7 minutes.  In summer, the shortest response times were between midnight and 1:00 a.m., with an average of 6.2 minutes.  In winter, the longest response times were between 6:00 p.m. and 7:00 p.m., with an average of 23.1 minutes.  In winter, the shortest response times were between 5:00 a.m. and 6:00 a.m., with an average of 6.0 minutes. Police Operations and Data Analysis, Dover, Delaware page 159

FIGURE 11-27: Average Response Time by Category, Summer 2014 25 20 15 10 5 • Travel time D Dispatch delay FIGURE 11-28: Average Response Time by Category, Winter 2015 25 20 15 V) 2 ::J C L 10 5 • Travel time D Dispatch delay Police Operations and Data Analysis, Dover, Delaware page 160

TABLE 11-15: Average Response Time Components, by Category Summer Winter Category Dispatch Travel Response Dispatch Travel Response Arrest 10.3 11.5 21.8 11.4 10.8 22.2 Assist 3.9 4.5 8.4 2.9 5.5 8.4 Crime 5.1 5.6 10.7 6.9 7.0 13.9 General noncriminal 8.8 9.6 18.4 5.9 9.4 15.3 Investigations 3.9 4.8 8.7 4.8 6.5 11.3 Medical 2.9 4.5 7.4 5.2 5.0 10.2 Suspicious incident 4.1 3.7 7.9 5.8 4.6 10.4 Traffic 5.4 6.9 12.3 4.4 5.5 9.8 Total Average 5.0 5.7 10.7 5.7 6.5 12.2 Note: The total average is weighted according to the number of calls per category. Observations:  In summer, the average response time for most categories was between 7 minutes and 19 minutes.  In summer, the average response time was as short as 7 minutes (for medical calls) and as long as 22 minutes (for arrest calls).  In winter, the average response time for most categories was between 8 minutes and 17 minutes.  In winter, the average response time was as short as 8 minutes (for medical calls) and as long as 22 minutes (for arrest calls).  The average response time for crime was 11 minutes in summer and 14 minutes in winter. Police Operations and Data Analysis, Dover, Delaware page 161

TABLE 11-16: 90th Percentiles for Response Time Components, by Category Summer Winter Category Dispatch Travel Response Dispatch Travel Response Arrest 54.6 43.4 79.5 45.7 25.4 57.8 Assist 7.5 10.6 15.5 9.7 14.6 18.9 Crime 14.2 12.5 24.8 19.4 14.3 29.4 General noncriminal 22.9 21.5 42.7 20.7 21.8 32.7 Investigations 8.3 9.9 16.9 11.3 12.4 21.2 Medical 3.9 7.3 10.1 7.4 10.0 22.3 Suspicious incident 8.6 7.4 14.0 15.0 8.9 22.5 Traffic 14.7 15.4 26.5 12.8 11.5 22.9 Total Average 12.6 12.0 23.1 14.6 13.3 26.9 Note: A 90th percentile value of 23 minutes means that 90 percent of all calls are responded to in fewer than 23 minutes. For this reason, the columns for dispatch delay and travel time may not be equal to the total response time. Observations:  In summer, the 90th percentile value for response time was as short as 10 minutes (for medical calls) and as long as 80 minutes (for arrest calls).  In winter, the 90th percentile value for response time was as short as 19 minutes (for assist) and as long as 58 minutes (for arrest calls). Police Operations and Data Analysis, Dover, Delaware page 162

High-Priority Calls A high-priority status was assigned to certain calls by the department, with “1”as the highest priority. Table 11-17 shows average response times, by priority, with an additional line for injury accidents. Figure 11-29 focuses on calls whose police response was labeled as “1.” TABLE 11-17: Average Dispatch, Travel, and Response Times, by Priority Priority Dispatch Travel Response Calls 1 2.5 4.0 6.5 2,794 2 4.5 5.2 9.8 6,188 3 8.2 7.7 15.9 11,784 4 9.7 8.5 18.2 439 10 0.8 0.4 1.2 795 Weighted Average/ Total 6.2 6.3 12.5 22,003 Injury accidents 2.6 4.5 7.1 278 Note: The total average is weighted according to the number of calls within each priority level. FIGURE 11-29: Average Response Times and Dispatch Delays for High-Priority Calls, by Hour 9 8 7 6 Ill ~ 5 :I C :::E 4 3 2 0+---~--~--~--~--~--~--~--~--~--~--~--' 0 2 4 6 8 10 12 14 16 18 20 22 Hour - - Dispatch de lay - - Response t ime Police Operations and Data Analysis, Dover, Delaware page 163

Observations:  High-priority calls had an average response time of 6.5 minutes, lower than the overall average of 12.5 minutes for all calls.  Average dispatch delay was 2.5 minutes for high-priority calls, compared to 6.2 minutes overall.  Average response time for injury accidents was 7.1 minutes, with a dispatch delay of 2.6 minutes.  For high-priority calls, the longest response times were between 7:00 a.m. and 8:00 a.m., with an average of 8.5 minutes.  For high-priority calls, the shortest response times were between 1:00 a.m. and 2:00 a.m., with an average of 5.0 minutes.  Average dispatch delay for high-priority calls was consistently 3.1 minutes or less, except between 3:00 p.m. and 4:00 p.m. Police Operations and Data Analysis, Dover, Delaware page 164

Appendix A: Call Type Classification Call descriptions and out-of-service activities for the department’s calls for service from July 1, 2014, to June 30, 2015, were classified within the following categories. TABLE 11-18: Call Type, by Category Call Type Table Category Figure Category warrant service Prisoner–arrest Arrest relay/transport Prisoner–transport assist assist other agency ems stand-by Assist other agency Assist ems/fire transfer explosion fire incident abuse/neglect alcohol violation assault carjacking civil matter court violation criminal impersonation criminal mischief domestic drug escape fight fraud Crime–persons Crime fugitive gambling harassment hindering/obstructing police kidnapping loitering lost/stolen tag megans law offensive touching ordinance violation prostitution prowler pursuit Crime–persons Crime resisting arrest Police Operations and Data Analysis, Dover, Delaware page 165

Call Type Table Category Figure Category robbery sex offenses shoplifting solicitation stabbing/cutting terr threatening veh unauth use weapon gun weapon knife weapon other burglary dnrec trespass no contact officer Crime–property theft trespass veh stolen escort Directed patrol Directed patrol property check animal complaint Animal truancy Juvenile General noncriminal community outreach Miscellaneous public asst alarm bank alarm burglary alarm fire Alarm alarm holdup alarm panic 911d cellular 911d land line aircraft Investigations bolo local bomb threat death investigation Check/investigation follow up missing person odor-inside open door/window property found property lost Check/investigation Investigations repossession Police Operations and Data Analysis, Dover, Delaware page 166

Call Type Table Category Figure Category shooting shots fired veh recovered welfare check 9e1 cardiac arrest medical incident overdose Medical Medical psychiatric incident suicide disorderly conduct fireworks Disturbance loud noise/party Suspicious incident suspicious activity Suspicious person/vehicle suspicious event accid depart accid h/r pd accid pd Accident accid pi accid unknown dui parking violation Traffic stop traffic haz/serv Traffic enforcement traffic violation veh abandoned veh disabled veh towed Police Operations and Data Analysis, Dover, Delaware page 167

Appendix B: Uniform Crime Report Information This section presents information obtained from Uniform Crime Reports (UCR) collected by the Federal Bureau of Investigation (FBI). The table and figures include the most recent information that is publicly available at the national level. This includes crime reports for 2005 through 2014 along with clearance rates for 2013. Crime rates shown in all tables and figures are per 100,000 population. TABLE 11-19: Reported Crime Rates in 2014, by City Crime Rates City State Population Violent Property Total Dover DE 37,671 642.4 4,974.7 5,617.1 Middletown DE 19,763 308.7 2,378.2 2,686.8 Newark DE 32,813 316.9 2,270.4 2,587.4 Smyrna DE 11,170 555.1 2,900.6 3,455.7 Wilmington DE 71,713 1,637.1 5,250.1 6,887.2 Delaware 935,614 489.1 2,982.0 3,471.1 National 318,857,056 365.5 2,596.1 2,961.6 Police Operations and Data Analysis, Dover, Delaware page 168

FIGURE 11-30: Reported Violent and Property Crime Rates, by Year Dover City Crime Rates By Year 8,000.0 7,000.0 6,000.0 5,000.0 4,000.0 3,000.0 2,000.0 1,000.0 0.0 .. • • • • • • • • • 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 - Violent - Property FIGURE 11-31: Reported Municipal and State Crime Rates, by Year Dover and Delaware Total Crime Rates 8,000.0 7,000.0 6,000.0 5,000.0 4,000.0 3,000.0 ..--- • • • • • • • • • 2,000.0 1,000.0 0.0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 - Dover PD -Delaware Police Operations and Data Analysis, Dover, Delaware page 169

TABLE 11-20: Reported Municipal, State, and National Crime Rates, by Year Dover Delaware National Year Population Violent Property Total Population Violent Property Total Population Violent Property Total 2005 34,151 606.1 4,808.1 5,414.2 841,741 633.0 3,118.0 3,751.0 296,507,061 469.0 3,431.5 3,900.5 2006 34,693 833.0 4,905.9 5,738.9 853,476 701.0 3,476.4 4,177.4 299,398,484 479.3 3,346.6 3,825.9 2007 35,133 788.4 5,297.0 6,085.4 864,764 705.4 3,378.5 4,083.9 301,621,157 471.8 3,276.4 3,748.2 2008 36,291 821.1 5,555.1 6,376.2 873,092 708.6 3,594.7 4,303.3 304,059,724 458.6 3,214.6 3,673.2 2009 36,571 787.5 5,239.1 6,026.6 885,122 645.4 3,353.8 3,999.2 307,006,550 431.9 3,041.3 3,473.2 2010 37,113 644.0 5,717.7 6,361.7 899,792 623.3 3,453.9 4,077.2 309,330,219 404.5 2,945.9 3,350.4 2011 36,416 859.5 6,159.4 7,018.9 908,137 566.4 3,431.5 3,997.9 311,587,816 387.1 2,905.4 3,292.5 2012 36,961 757.6 5,922.5 6,680.0 917,092 547.4 3,340.9 3,888.3 313,914,040 386.9 2,859.2 3,246.1 2013 37,402 711.2 5,596.0 6,307.1 925,749 491.4 3,065.5 3,556.9 316,128,839 367.9 2,730.7 3,098.6 2014 37,671 642.4 4,974.7 5,617.1 935,614 489.1 2,982.0 3,471.1 318,857,056 365.5 2,596.1 2,961.6 TABLE 11-21: Reported Clearance Rates in Dover, 2013 Dover Delaware National Crime Category Crimes Clearances Rate Crimes Clearances Rate Crimes Clearances Rate Murder & manslaughter 1 1 100% 43 21 49% 14,749 9,106 62% Rape 16 12 75% 399 295 74% 96,316 36,794 38% Robbery 58 40 69% 1,233 457 37% 341,538 95,591 28% Aggravated assault 189 151 80% 2,960 2,227 75% 713,479 395,145 55% Burglary 88 51 58% 6,296 1,617 26% 1,884,360 240,004 13% Larceny 1,919 834 43% 21,339 7,015 33% 5,882,210 1,272,290 22% Vehicle Theft 86 20 23% 1,355 223 16% 690,038 95,111 14% Police Operations and Data Analysis, Dover, Delaware page 170