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2009 – 2018 Capital Improvement Plan <br />❖ 2008 -- Actively pursue the implementation of a records management system that better <br />fits the needs of this department <br />❖ 2008 -- Digitize the department's policy/procedure manual <br />❖ Send one officer each year to Spanish speaking immersion training <br />❖ 2009 – Add a second officer dedicated to traffic enforcement to enhance public safety <br />and educational efforts (will require an additional equipped squad) <br />❖ 2009 -- Add a third records technician (a 2007 study of law enforcement agencies of <br />similar size showed the Roseville Police Department is critically understaffed in the <br />records area) <br />❖ 2009 -- Encourage the City to create a full-time Emergency Management Director <br />civilian position and remove responsibility from police department <br />❖ 2009 -- Implement a crime mapping program for both internal and external <br />distribution—for the community to access through city's website <br />❖ 2009 -- Expand proactive posture in our policing and the community by the addition of a <br />Problem Oriented Policing Unit (POP)—one sergeant and three officers to be proactive <br />in developing relationships and partnerships in the community thereby preventing crime <br />❖ 2010 -- Code Enforcement Liaison Officers—two officers from the day crew would <br />assist city code enforcement officers with problem dwellings <br />❖ 2010 -- Add a commercial patrol officer to proactively police major mall areas (new <br />position request) <br />❖ 2010 -- Create a second lieutenant's position to improve service to the community and <br />allow for additional promotional opportunities within the department (new position <br />request) <br />❖ 2011 -- Add a fifth, permanent, part-time "Administrative CSO" or Police Cadet <br />The Police Department has further developed the following long-term goals and priorities: <br />❖ Continue to develop and promote police and community interaction <br />❖ Continue to develop community-based informational programs and tools <br />❖ Continue to provide department employees the resources necessary to best serve the <br />community and the public <br />❖ Continue to provide all required and pertinent training to peace officers <br />❖ Continue to develop methodologies/agreements that promote data sharing with other law <br />enforcement agencies <br />These goals and priorities will provide a guide in making resource allocation decisions for future <br />budget requirements and employee deployment. <br />The Department is requesting six additional sworn staff over the next ten year period: four sworn <br />personnel to form a Problem Oriented Policing Unit (POP) to develop relationships and <br />partnerships in the community; a second lieutenant's position to improve service to the <br />community and allow for additional promotional opportunities within the department; a <br />commercial patrol officer to proactively police major mall areas; a part-time records technician <br />to ensure police reports and stats are expeditiously reviewed and available; a fifth, permanent, <br />part-time "Administrative CSO" or Police Cadet; two additional fully-equipped marked squads <br />to support the POP Unit; five speed notification units as requested by City Council to make the <br />15 <br />