Report Finding #21
The Investigations Division appears appropriately staffed, but a certain level of inexperience exists in both the supervisory staff and the Detectives, and some retirements within the Division may be forthcoming.
Recommendation #21:
Create a well-defined succession plan for forensics investigators, who have a very specific skillset that requires a high level of investment in time and training.
Recommendation #22:
Increase mentoring of new personnel and provide them with more training opportunities to reduce the institutional learning curve, especially for new supervisors.
Action: Recommendation #21
The department has begun identifying necessary training and opportunities for succession planning and career development. This has been identified as potentially becoming part of the Civilian Investigation program and hiring process.
Action: Recommendation #22
The Investigation Division has set up a Field Training Program for new investigators, civilians, and supervisors.
Progress: Recommendation #21 - In Progress
The department is identifying necessary training and opportunities for succession planning and career development. This has been identified as potentially becoming part of the Civilian Investigation program and hiring process.
Progress: Recommendation #22 - In Progress
The establishment of the Field Training Program is one activity that increases mentoring opportunities.
Report Finding #22
The Investigations Division has highly trained and highly skilled forensic and crime scene investigators, several of whom are also eligible for retirement.
Recommendation #0:
The Citygate report did not provide any recommendations on the basis of this finding.
If the department takes any action related to this finding, it will be recorded here. Any action taken will be in keeping with best practices, policy, and community values.
Report Finding #23
The Department’s more focused approach to investigations involving special victims aligns with national best practices, including the emphasis on trauma informed communication and the embedding of a domestic violence systems-based advocate.
Recommendation #23:
Strong consideration should be given to employing a systems-based advocate who can devote 100 percent of their time supporting adult and child victims of sexual assault or domestic violence cases being investigated by the Special Victims Unit.
Recommendation #24:
The Department should consider taking its response to special victims a step further by developing a new sexual assault investigation policy, such as a model called You Have Options, that gives control over investigations to victims.
Action: Recommendation #23
The Investigation Division now employees a full time Victim-Witness Coordinator. This position is working to strengthen partnerships and increase access to resources for witnesses and crime victims we encounter.
Action: Recommendation #24
The department policy on Investigating Sex Assault now provides the survivor with control over what processes are utilized and how the case proceeds when the law permits.
Progress: Recommendation #23 - In Progress
The recently added Victim-Witness Coordinator will carry out the actions.
Progress: Recommendation #24 - Completed
The department policy now complies with current best practices, but the Department will monitor this space as best practices evolve.
Report Finding #24
Investigations Division analysts are being asked to fulfill data requests that detract from their primary duties.
Recommendation #25:
Undertake a task/time assessment of civilian analysts to assess time allocation as part of a wider Department effort to determine what data should be produced by whom.
Action: Recommendation #25
The Investigation Division now tracks and monitors time to investigate and “Close” cases now. The Division also utilizes Civilian Investigators to increase efficiency and effectiveness. Additional task analysis time will be looked at in the future.
Progress: Recommendation #25 - In Progress
The analysis will need to be revisited annually to identify any issues or potential efficiencies.
Report Finding #25
The Directed Investigations Unit will often rely on drug investigative techniques in targeting chronic offenders, and there is an inherent risk of focusing too much on the investigation of narcotics alone.
Recommendation #0:
The Citygate report did not provide any recommendations on the basis of this finding.
If the department takes any action related to this finding, it will be recorded here. Any action taken will be in keeping with best practices, policy, and community values.
Report Finding #26
The traditional communication issues between the Patrol and Investigations Divisions have improved with both being housed in the same facility, and both Divisions see a need for more personnel to ensure the quality of criminal investigations.
Recommendation #27:
Create formalized systems and processes to pass information between Patrol and Investigations.
Action: Recommendation #27
The Crime Analysis Unit has worked to re-establish and improve a system for disseminating intelligence information to the Patrol Division. Additionally, since the move into the new Police facility, the Investigation Division is regular attending Patrol shift briefings and the Patrol Shift Investigators work closely with the Detectives. The use of a “Solvability Matrix” aids in the determination of case assignments.
Progress: Recommendation #27 - In Progress
The Crime Analysis Unit has worked to re-establish and improve a system for disseminating intelligence information to the Patrol Division. Additionally, since the move into the new Police facility, the Investigation Division is regular attending Patrol shift briefings and the Patrol Shift Investigators work closely with the Detectives. The use of a “Solvability Matrix” aids in the determination of case assignments.
Report Finding #27
The Department is trying to determine whether to maintain its generalist officer approach or to seek more effective, alternative approaches.
Recommendation #28:
Establish goals and objectives for the new Patrol Investigator approach and develop a means to qualitatively evaluate the results.
Recommendation #29:
Ensure policy clearly defines the level of preliminary investigation completed by Patrol officers and the types of cases that will remain in Patrol for follow-up investigations. Policy should also outline Patrol case management processes similar to those used in Investigations, to include the role supervisors have in accountability.
Action: Recommendation #28
The Patrol Investigator Program is currently in operations. Crime Analysts provide quarterly reports on PSI assigned cases and closed cases, to include dispositions. Monthly case management reports are completed by Patrol administrative personnel, allowing division management to monitor case progress.
Action: Recommendation #29
Department policy and a “Solvability Matrix” now clearly outline which cases will be worked in the specific Divisions (Patrol or Investigations).
Progress: Recommendation #28 - In Progress
Patrol Shift Investigators goals and objectives were initially outlined in a memorandum in April of 2021, announcing the position. Subsequent memorandums have refined the program to best support Patrol Division investigations. Crime Analysts provide quarterly reports on PSI assigned cases and closed cases, to include dispositions. Monthly case management reports are completed by Patrol administrative personnel, allowing division management to monitor case progress.
Progress: Recommendation #29 - In Progress
Department procedure and a “Solvability Matrix” now clearly outline which cases will be worked in the specific Divisions.
General Recommendations
Recommendation #26
Develop detailed time-use analysis for Detectives to help monitor and evaluate their comparative performance and determine appropriate staffing levels in the future.
Lawrence Strategic Plan Progress Indicators
- 1.SaS-8: Percent of Residents rating trust in emergency services as satisfied or very satisfied
- 2.SaS-2: Part 1 crimes per 1,000 residents
- 3.SaS-6: Variance of satisfaction with perceptions of safety by race, gender, education and income
- 4.SaS-9: Sexual and domestic violence per 1,000 residents