| Police |
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| Mission Statement
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| The mission of the Boise Police Department is to enhance public safety through proactive problem solving and increased community partnerships. |
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| Trends, Issues, and Opportunities |
 | The Boise Police Department continues to provide quality law enforcement services in a rapidly growing and changing community. As the community has grown and the demographics have changed, the Department has continued to evolve and fine-tune its service delivery mechanism, paying close attention to community partnerships. The Police Department and its stakeholders have identified several trends and opportunities that face the Department. Those issues include increased service demand, higher investigative caseload, and a desire for additional communication both external and internal. |
| The Department has been significantly impacted with an increase in calls for service. Although the crime rate has not increased, the demand for service has grown, due in part to an increase in population, both full-time and commuter. These additional calls for service have impacted the patrol force adversely especially in the Bench Division. This budget allocates additional resources to patrol to meet the increased demand. This increase does not allow for an increase in overall service, merely an opportunity to carry the current level of service forward. |
| The caseload in the Criminal Investigative Division has increased due to the same factors mentioned above. Additionally, the Department has seen an increase in sex crimes and crimes against children that is disproportionate with the increase in population. This budget reorganizes CID and creates a new work unit that specializes in these areas. The additional detectives and support personnel will allow the Department to meet the basic needs of these victims. |
| This budget continues the Department's concentration on community partnerships. These partnerships are supported through all the service units identified in the budget with the Neighborhood Service Team being our basic unit of service. We have endeavored to organize and support these teams in a way that will provide quality service to all neighborhoods and their inhabitants. We have also concentrated additional resources in the area of communication, both internal and external. Our stakeholders, through a formal strategic planning process, have identified this issue as one of our highest unmet needs. We have transferred some current resources to allow for increased support in the communications unit. |
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| Two-Year Budget Highlights |
| Increased staffing patrol to meet increased service demand. This increase will prevent degradation in handling calls for service and mitigate increases in call holding times. |
| Additional detectives in CID and the creation of a specialized unit that investigates sex crimes and crimes against children will allow for good, thorough investigations of crimes against our most vulnerable citizens. |
| Additional support for the communications unit will enhance the development our community partnerships, which are the cornerstone of policing philosophy. |
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| Accomplishments |
| Renewal of Strategic Plan with extensive involvement of employees and community members. |
| Development of Facilities Plan. |
| Aggressive and successful media / community information plan highlighting the Department's many positive programs and initiatives. Over 1/3 of all our media releases are positive in nature; and we enjoy a positive working relationship with the media. |
| Re-design of the Boise Police Annual Report. |
| Implementation of Neighborhood Service Teams. |
| Implementation of Neighborhood Traffic Officer Program. |
| Greenbelt Patrol Enhancements. |
| Establishing Patrol as 2 (Bench / Valley) Divisions. |
| Implementation of Digital Recorder program (technology upgrade). |
| New Application / Testing process for officer candidates – PublicSafetyTesting.com.
Good progress regarding diversified workforce; and achievement of full staffing for the first time in decades. |
| Transition to a new field training program for new recruits called the Police Training Officer (PTO) program to utilize modern adult learning techniques. Revision of Advanced Academy curriculum & marriage with the PTO program to achieve maximum efficiency and effectiveness. |
| Establishment of Criminal Intelligence Unit. |
| Implementation of Taser program, an effective ‘less lethal' force option. |
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| Human
Resource Summary |
2002 |
2003 |
2004 |
2005 |
| Actuals |
Revised |
Base |
Base |
| Administrative Support | 33.23 | 33.73 | 33.73 | 33.73 | | Department Heads | 1.00 | 1.00 | 1.00 | 1.00 | | Division Managers | 2.00 | 2.00 | 2.00 | 2.00 | | First Line Supervisor | 2.00 | 4.00 | 4.00 | 4.00 | | Professional | 9.00 | 9.48 | 9.00 | 9.00 | | Public Safety | 250.96 | 252.96 | 252.96 | 252.96 | | Service and Maintenance | 0.96 | 0.96 | 0.96 | 0.96 | | Technical Specialist | 14.00 | 18.50 | 18.50 | 18.50 | | Unit Supervisors | 16.00 | 16.00 | 16.00 | 16.00 |
| Total |
329.15 |
338.63 |
338.15 |
338.15 |
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