2010

Professional Standards Unit 2010 Annual Report
In 2010, the City of Peoria Police Department responded to 102,412 calls for service, a one
percent decline from 2009, but saw a 4.73% increase in the number of arrests made. Table 1
below provides a summary of the Department’s calls for service and arrest activity for the past
four (4) years.
Table 1: Department Summary
2007

2008

2009

Change
2009 to
2010
-1.11%
3.39%
11%
4.73%

2010

Calls for Service
103,450 109,181 103,557 102,412
Adult
3,455
3,580
3,682
3,807
Juvenile
651
672
732
816
Total
4,106
4,252
4,414
4,623

Table 1 reflects arrest information reported by the Strategic Planning and Research Section and
includes all arrests made by officers of the Peoria Police Department. This number does not
reflect the number of convictions resulting from arrests and is limited by officer case closure
reporting into the Records Management System.
Complaint Summary and Analysis (CALEA 52.2.1, 26.1.4.c, 26.1.8)
During the calendar year 2010, the Peoria Police Department investigated 173 complaints
concerning the employee conduct. Of these complaints 55% were initiated by a citizen filing a
complaint against an employee, with the remaining 45% of complaints being internally
generated. The following table is a breakdown of the sources the department utilizes to take in
complaints concerning employee conduct.
Table 2: Complaint by Source Summary
2010
% of
2009
Source
Count
Total
Count
Citizen's Pipeline
7
4%
Department
Initiated
78
45%
PSU On-Line
16
9%
Telephone
60
35%
Walk-In
5
3%
Written
7
4%
Total
173
100%

% of
Total
1

2%

10
10
51
8
2
82

12%
12%
62%
10%
2%
100%

As can be seen in Table 2, the number of “department initiated” complaints rose significantly in
2010. This increase is a result on the full field implementation of the department’s Blue Team
software, which allowed and required supervisors and managers to track complaints traditionally
tracked in an employee’s individual performance record (IPR). The Blue Team software was
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2010

implemented with the IAPro system in mid-2009 in an effort to improve the accuracy in which
complaints, commendations, and other performance issues are processed and tracked.
When a complaint is received it is classified into one of two categories based upon the potential
discipline an employee would receive if the allegation is proven to be true. These two
classifications are:
•
•

Administrative Investigation: The allegation, if true, would result in more than a letter of
reprimand.
Service Complaint: The allegation, if true, would result in no more than a letter of
reprimand.

Due to the severity of allegations and the level of potential discipline, investigations classified as
administrative investigations (AI) are investigated by the Professional Standards Unit (PSU),
while service complaints (SC) normally being investigated by the involved employee’s first line
supervisor. In 2010, seventeen (17) complaints resulted in the Chief of Police authorizing an AI
while the remaining 156 were classified as SCs.
Chart 1: 2009-2010 Complaint Comparison
200
156
150
100
50

77
11

2009
2010

17

0
Administrative
Investigation

Service Complaint

Of the complaints listed in above in Table 2, the investigations found that 65 cases against the
employees met the “standard of proof” and were determined to be true (sustained). The possible
findings for AIs and SCs are:
•
•
•
•
•

Closed per the Chief of Police: The investigation was terminated at the discretion of the
Chief of Police prior to the conclusion of the investigation.
Exonerated: The allegation did occur but the employee’s actions were lawful, proper, and
within department policy.
Not Sustained: The allegation against the employee could not be proven or disproven
during the investigation.
Sustained: The allegation against the employee met the “standard of proof” and
determined to be true.
Unfounded: The events or allegations reported by the complainant did not happen or
were false.

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2010

Table 3: Complaint Findings Summary (includes both AIs and SCs)
2009
% of
Disposition
2010 Count
% of Total
Count
Total
Exonerated
1
1%
16
20%
Not Sustained
44
25%
26
32%
Preventable/Justified
8
5%
1
1%
Sustained
65
37%
19
23%
Unfounded
55
32%
20
24%
Total

173

100%

82

100%

The comprehensive breakdown provided in Table 3 summarizes the findings of all investigation
conducted in 2010. The 65 sustained cases represents equates to approximately 0.06% of the
102,412 calls for service answered by department employees during the year. As mentioned
above the overall increase is attributed to the improved accuracy of tracking performance related
issues.
Disciplinary Summary (CALEA 26.1.4.c and 26.1.7)
In 2010, the investigations into the 173 complaints received by the department resulted in 37%
being sustained. Of the 64 sustained complaints, nine (9) were administrative investigations that
were reviewed by the involved employee’s chain of command for recommendation concerning
disciplinary/corrective action.
Chart 2: Complaint and Commendation Comparison
250
198

200

156

150
Total Received

100
50

17

9

Sustained

35

0
Administrative
Investigations

Service Complaints

Commendations

The data seen in Chart 2 shows us that the vast majority of the complaints received by the
department are classified as service complaints. The following is a breakdown of the
corrective/disciplinary actions taken as result of the 35 sustained service complaints, it should be
noted that these 35 cases involved 57 employees:
•
•
•

12 employees received letters of reprimand
41 employees received verbal counseling
4 employees received written counseling
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2010

The following is a summary of the corrective/disciplinary actions taken as a result of the nine (9)
sustained incidents investigated as administrative investigations and involved 10 employees:
•
•
•
•

•

One (1) employee received verbal counseling
Four (4) employees received letters of reprimand
One (1) employee retired prior to receiving discipline/corrective action
Two (2) employees received 20 hour suspensions
o One (1) employee was suspended for failure to take action during a domestic
violence call for service.
o One (1) employee was suspended due to improper handling of document evidence
and unprofessional conduct.
Two (2) employees were terminated
o One (1) sworn employee was terminated after allegations of domestic violence
were sustained.
o One (1) non-sworn employee was terminated after allegations of untruthfulness
were sustained.

Use of Force (CALEA 1.3.13)
The following is an analysis of the force used by Peoria Police Officers from January 1, 2010
through December 31, 2010. This analysis was conducted utilizing the information reported by
officers on the Peoria Police Department “Use of Force Response Option” form or entered into
the IAPro/Blue Team system. In an effort to improve the tracking of incidents involving use of
force by officers, the department implemented mandatory IAPro/Blue Team electronic routing
and tracking of all use of force incidents in mid-2010.
During 2010, the department recorded 30 incidents in which 53 Peoria Police Officers used
force, which is a 19% reduction from 2009. It should be noted that one (1) incident could have
multiple types of force used (i.e. Taser discharge was ineffective and resulted in a hard empty
hand strike being used), or more than one (1) officer uses force during an incident.
Table 4: Use of Force by Type of Force
Force
Force Not
Type of Force Used
Effective
Effective
7
3
Discharge of Probes
1
1
Drive Stun
3
2
Laser Pointed
2
0
Expandable Baton
2
0
Handcuffing
10
5
Hard Empty Hand
4
0
K-9
1
0
O.C. Spray
15
1
Soft Empty Hand
3
0
Other
Total
48
12
4

Total
10
2
5
2
2
15
4
1
16
3
60

2010

Table 4 shows the type of force used by the 53 officers involved in the 30 incidents in which
force was used in 2010.


In 2010 the Peoria Police Department received six (6) complaints related to officers’ use of
force.



In 2009, there were 37 incidents in which Peoria Police Officers documented at minimum,
one level of force utilized. In comparison, there were 38 incidents in 2008.



Of these 30 incidents, four (4) incidents resulted in a complaint being filed concerning level
of force used (Case findings: 3 – Exonerated and 1- unfounded).

In 2010, the department had one officer involved shooting (OIS), which involve two officers
firing their weapons. This resulted in the death of an actively aggressive subject who was armed
with a hammer and a baseball bat. On May 6, 2010, a Deadly Force Review Board (DFRB) was
convened to review the officers’ action. This board was made up of one citizen, an outside
subject matter expert, and chaired by a Peoria police lieutenant to ensure a thorough review was
conducted. After reviewing the incident the DFRB found that the shooting was within
departmental policy, procedures, and training guidelines.
Vehicle Pursuits (CALEA 41.2.2)
There were no recorded vehicle pursuits in 2010.
Grievances (CALEA 25.1.1)
In 2010 there were two grievances filed through the chain of command. These grievances were
filed in reference to sworn employees working a one-hour uncompensated lunch. The grievance
resulted in an employee’s work schedule being altered to incorporate a 30-minute compensated
lunch hour.
Early Intervention Program (CALEA 35.1.9)
One employee was placed in the early intervention program in 2010.
Biased Based Profiling Investigations (CALEA 1.2.9)
In 2010 the department received one (1) complaint (SC 10-126) of Biased Based Profiling,
which was found to be exonerated.
Warning Shots (CALEA 1.3.3)
Per Peoria Police Department policy 1.0.3B.II.B, warning shots shall not be fired. In 2010, there
were no warning shots fired by any Peoria Police Department employee.
Complaint Review Process (CALEA 52.2.3)
According to Peoria Police Department policy 5.01 administrative investigations should
normally be completed within 60 days, with requests for extension being authorized by the Chief
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2010

of Police. Administrative investigations conducted in 2010 took an average of 64 days to
investigate and conduct chain of command review. With an average of 64 day to investigate and
review it is easy to conclude that investigations conducted in 2010 were completed within the 60
day requirement. The four (4) investigations which took longer were complex investigations and
were approved by the Chief of Police to go beyond the 60 day requirement.
Standard operating procedure (SOP) 5.01.03 recommends service complaints be completed
within 30 days. During 2010 it took an average of 18.34 days to complete these investigations.
Firearms Discharges
In 2010, five (5) officers discharged their firearms. The following is a summary of these
discharges:
• Two (2) officers were involved in an officer involved shooting (OIS), which resulted in
the death of a suspect who was armed with a baseball bat and hammer.
• One (1) officer had an accidental discharge while cleaning his department issued firearm.
• Tow (2) officers fired their firearms at aggressive dogs.

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