1. Las Cruces Police Department Organizational Structure September 7, 2010

2. 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

3. 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

4. LAS CRUCES POLICE CURRENT ORGANIZATION STRUCTURE

5. 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

6. LAS CRUCES POLICE
ORGANIZATIONAL CHART

7. 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.

8. 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.

10. CALLS FOR SERVICE BY TIMES

11. CALLS FOR SERVICE BY DAY

12. 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