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Palos Park Police Department
Proposal for fiscal year 2008-2009
Submitted this 14th day of
January 2008
The months of November &
December 2007 have been spent addressing priorities and concerns
outlined through a variety of evaluative methods. We utilized staff,
public and external third parties (line staff and management from
other agencies) to seek out ideas and recommendations, for the
future of our department and staff members.
We are continuing to
prioritize, community needs that have stood out and/or were brought
forth through various means. We have held department planning
sessions, department meetings, community surveys and individual
meetings with residents as a follow-up to their comment or concerns.
Each year we make
community service our first priority and undertake the challenge of
seeking out a balanced staff off full time and part time officers,
who posses the ability to provide unprecedented levels of service to
the people of Palos Park. Priority one is fielding officers with the
ability to provide an unprecedented level of service.
Budgetary support is
always critical to bringing new concepts and initiatives to reality!
Goals for fiscal year
2008/2009
The Palos Park Police Department
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Expansion of our
field patrol staff, which would provide our community with
additional coverage during peak periods. Work to maintain three
(3) sworn personnel on each shift 24/7. An additional full time
sworn to that end will be a key component of optimal coverage.
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To secure fleet
enhancement vehicles and upgrades for detection and prevention
by field staff. Our current fleet management system is a
concerted effort to bring down vehicle maintenance problems and
associated cost.
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Red Light Photo
Enforcement: House Bill 4835 May 2006 authorizes Red Light
Enforcement in Cook County. The cameras use above and below
ground sensors to capture digital evidence of a violation. Each
violation "package" has three photo and video clips, which can
be viewed on- line or at the hearing. Date, time, location,
etc..
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Local Adjudication
Hearings: A required component for Photo Enforcement. Support
staff, software and record keeping would be part of this
process. Last time we looked into the local adjudication process
we, actually went to some hearings in other community's and
observed the process first hand. I would urge each of you to do
the same if you have time. See me for date/times/towns.
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Administrative Tow
Fees: There is now legislation that allows a municipality to
impose an" administrative fee" on vehicles towed impounded, $50,
$100, $150. This is done in the form of an ordinance. I would
like to start working with Lance on this. The fee is only
imposed subsequent to certain offenses a person is changed with.
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Eliminate patrol
unit accident (s) through a joint venture with IRMA to focus on
prevention and training, coupled with a management commitment to
cease all preventable patrol unit accidents.
Develop and adopt a new performance appraisal tool to better
gauge, capture and measure sworn staff’s un-obligated time
management, as well as obligated time, i.e... Calls for service,
enforcement, intervention, community contacts, etc...
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Review and overall
of our field training performance instrument to better
memorialize the progress and practical application of theory
with those officers in the field training program.
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Emergency Management
Agency additional resources, money & support, training,
equipment, staff support and deployment. Make EMA a fully
functional and operating agency.
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Review and needs
assessment of our various task force commitments and those
personnel assigned. US DEA, Special Response Team, South West
Major Case Unit, South Suburban Major Crimes Task Force and
South Suburban Fire Cause and Origin Team.
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A component of this
process will be a “Team” approach, utilizing all full time sworn
in a rotation process to learn and participate in the various
duty assignments. Thereby making them a more well rounded
officer capable of performing a multitude of specialty
designations.
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Supervisory/Management Excellence: Continually cultivates an
environment conducive to self-growth, new concepts and informed
leadership of our supervisory staff.
A. Direct
accountability.
B. On-going training
C. Encourage command staff to return to school.
D. Regular open and frank command staff meetings.
E. Self- evaluation as well as departmental evaluations.
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