Las Cruces Police Department Organizational Structure September 7, 2010

CONTRIBUTING FACTORS 1994 2009 Percent Change Adults Arrested 3,767 5,492 + 46% Juveniles Detained 812 1,614 + 99% Traffic Crashes 2,420 3,979 + 64% Total Incidents 22,330 35,320 + 58% Population 68,197 91,000 + 33% Calls for Service 80,206 148,255 + 85% LCPD Organizational Structure has not changed since 1997 (13 years). Population growth from 1994 (68,197) to est. population for 2009 (91,000+) 33% Increase Community changes and growth on the east side have contributed to the need for change. 94 = 121 commissioned officers 36 civilian staff 157 Total staff 2010 = 180 commissioned officers 89 civilian personnel 269 Total staff

CURRENT ORGANIZATION STRUCTURE Current Supervision Organization Structure: Police Chief (2) Deputy Chiefs (Operations; Administrative Services) (7) Lieutenants (23) Sergeants (3) Civilian Administrators 3 Patrol Shifts – Equally Staffed (Days; Swings; Graveyards) Traffic Section; Criminal Investigation Section; Special Services Section; Professional Development Section; Codes Section; Metro; Administrative Support Section

LAS CRUCES POLICE CURRENT ORGANIZATION STRUCTURE

NEW STRUCTURE Supervision Organization Structure: Police Chief (3) Deputy Chiefs – (Special Services; Uniform Bureau; Criminal Investigation) (6) Lieutenants (25) Sergeants (3) Civilian Administrators 2 Patrol Command Divisions (East Area; West Area) Staggered Police Staffing Budget Traffic Section; Criminal Investigation Section; Special Services Section; Professional Development Section; Codes Section; Metro; Administrative Support Section

LAS CRUCES POLICE ORGANIZATIONAL CHART

WHY? Current organizational structure has not kept up with the growth and increase of the City of Las Cruces. Enhance efficiency for the public and staff regarding calls for service. Improve staff morale with better police coverage of City. Area Commander ownership and accountability (compstat). A new organizational structure and operation will provide better quality service to the public, decrease response times, be more efficient and cost effective, enhance staff morale and allow for further growth within the organization.

Calls for Service Current organizational structure does not allow coverage of City based on Calls for Service patterns. Current deployment allows for some areas of our community to receive limited law enforcement services. Overtime being paid to meet the minimum staffing needs Non-Conventional Scheduling for Police Officers will allow for coverage of City for Peak and Non-Peak calls for service while increasing efficiency of the Department and improving staff morale and accountability. Calls for service show a distinct pattern of high volume of calls for service and low volume of calls for service during time of day and day of week.

CALLS FOR SERVICE BY TIMES

CALLS FOR SERVICE BY DAY

Department, Staff, Public CONCLUSION RESTRUCTING THE DEPARTMENT ORGANIZATION WILL: Improve efficiency Improve budget and overtime costs Improve quality of service Improve overall relationships with the public Improve staff morale Improve crime prevention Improve response time Improve community policing WIN! WIN! WIN! Department, Staff, Public