FY 2020 Annual Report courage honor professionalism integrity GIL B E R T P OL IC E DE PAR T M E NT Gilbert Police Department Table of Contents 4 News & Events 8 About the Department 24 Statistics 32 In Memory Town of Gilbert data for Fiscal Year 2019 - 2020 Population: 259,386 Municipal Planning Area: 72.6 Square Miles Founded: 1891 Incorporated: 1920 Type of Government: Council/Manager Acknowledgments Produced by the Office of the Chief of Police Editing & Design: Lucinda Nido Contributors: Lucinda Nido, Joseph Go and members of the Gilbert Police Department Photos: Danny Fisher 2 | Mission and Values Mission & Values T he respect for individual rights is the basis of our Constitution and the cornerstone of our values at the Gilbert Police Department. Our mission is to serve as enforcement leaders in protecting and assisting all people in our community through effective problem solving, professional service, and the relentless pursuit of those who victimize our citizens and compromise public safety. courage honor professionalism integrity FY 2020 Annual Report | 3 G I L B E R T P O L I C E D E PA R T M E N T - F Y 2 0 2 0 A N N U A L R E P O R T News and News & Events Events Gilbert Police Department Spotlight: Hiring Unit F or most employees, their first formal contact with the Gilbert Police Department is through a member of the Hiring Unit. Regardless of your position, if you are permitted to walk about the building unescorted, you probably had a long, awkward interview with one of the background investigators. They likely asked you questions you previously had not considered answering (and definitely hadn’t considered answering out loud to a relative stranger). hen all goes well during the background process, an applicant will receive a telephone call from their investigator with a job offer and a start date. For many of you, that is the last time you considered the role of the Hiring Unit and its personnel. hat most employees don’t realize is around 90% of applicants don’t receive that phone call. They get a very different message that may include notification to never apply again. Worst case scenario they even get contacted by a criminal investigator because of something they disclosed during that initial conversation. Imagine applying for a job and potentially getting arrested instead! W W 6 | News and Events B ut since that didn’t happen to everyone reading this, I thought you might be interested to know what happens during the background process and the continued role Hiring Unit personnel play in the department. ach position has a unique testing process that will include an oral board interview, written test, physical fitness exam, and/ or skill-specific testing. Once an applicant successfully passes the testing process, the background investigator will send out a packet of forms which include an authorization for release, background interview questionnaire, honesty agreement, financial disclosure notice, request for copies of birth certificate, high school diploma, college transcripts, bankruptcy documents, military DD-214, and marriage/divorce documents. From there, the investigator conducts an interview with the applicant and reviews all the provided information in the background questionnaire. Additional steps (if applicable) include (deep breath!)… fingerprint/criminal history check, credit report, DMV query, record request from all police agencies where the applicant has lived, attended school, worked, or had police contact, record request from other agencies where the applicant has applied, personal references, employment history verification, I know no one is still reading this part, mil- E News & Events itary record check, social media content review, court record check, police database check, former agency file review, and an integrity/Brady list check. Did I mention a polygraph?! Fun times! That information is then reviewed and a conditional offer (or a disqualification) request is made. If the conditional offer is granted, the applicant may be required to successfully complete a psychological and medical exam along with a drug screening (if required for the position). After ALL that, the completed file is reviewed again, and a final offer may be extended if police leadership feels the candidate would be a beneficial addition to the police department. his process is similar for all positions that are open to external candidates and it involves the Hiring Unit working closely with the Town’s People Team (specifically superstar business partner Aura Nelson). The Hiring Unit also plays a large role with all internal and specialty positions that require a test process. Each time an opening for a specialty position is anticipated, a background investigator works closely with the specialty team’s supervisor to assist with oral board questions, applicant scheduling, interview scoring processes, various other administrative tasks, and the formation/preservation/extension of the eligibility list. ll these responsibilities and tasks became especially challenging once we pivoted to working remotely due to Covid-19. All T A the same work needed to be completed as the department continued to grow (and counteract attrition), but established protocols were no longer viable. The most forward-facing example of these changes is adapting the background and testing oral boards to take place virtually which allows applicants from all over the country to participate without the added expense and worry of interstate travel. Another example is working closely with Arizona POST to modernize the personal history questionnaire and shift it to an online platform. This change greatly accelerated that part of the process and shows our dedication to enhancing the experience for applicants. Innumerable other alterations were implemented after reviewing each aspect of our workflow. The net sum of these changes is an increase in overall efficiency and effectiveness. he Hiring Unit’s primary goal is to recruit the best possible candidates and conduct exceptionally thorough background investigations while continuing to innovate and embody “best-in-class” hiring processes. Like many other units within the department, these efforts are largely unseen, but we hope you know we are doing everything we can to ensure your next coworker will be great! T FY 2020 Annual Report | 7 G I L B E R T P O L I C E D E PA R T M E N T - F Y 2 0 2 0 A N N U A L R E P O R T About the About the Department Department Gilbert Police Department Retirements Margo Chambers Propery & Evidence 2004-2019 Michael Cluff Officer 1999-2020 Steve Shippee Sergeant 1989-2019 Scott Coody Officer 1994-2019 Lyle Shurts Detention Officer 2005-2019 Scott Girardin Lieutentant 1995-2020 Greg Thomas Officer 1994-2020 Kim Kelly Background Investigator 1996-2020 Scott Zuberbuehler Officer 1998-2019 Years of Service Awards 25 Years Scott Coody Scott Girardin Joanne Lockhart Mark Marino Mike Savage Greg Thomas Gary Wiederhold 20 Years Brian Bullock Michael Cluff David Meyer Patrick Portee 10 | Chad Wright 15 Years Paul Alaniz Kyle Arrowsmith Craig Avery Ryan Barnhart David Boyd Maria Bushard Michael Butler Greg Chapman Ralph Cornejo Matt Delleart Pamela Farr Jamie Freas About the Department David Frerer Landon Gibson Steve Gilbert Kyle Greene Mark Hanna Dennis Hedalen Jennifer Hood Steve Johnson Gary Kidder Edward Miller Wendy Morehouse Teri Murray Lori Orr Elizabeth Pacuk Jeff Rhees Chris Robinson Antonio Roldan Josh Shurtz Patrick Shipp Carrie Soderman Jacques Tregre Josh Wybron 10 Years Trish Abeyta Amanda Dyas Michael Krzak Amber Lee Shelby Roman 5 Years Candice Allan Gerry Firlik Tammy Lachcik Mckay Lauritzen Matt O'Hair Alexander Ramos Eric Snow Darren Szczepanski Gregory Zelichowski About the Department Service Excellence Employees of the Year Sara Dunn Uniformed Officer Chris Wood Non-Uniformed Officer Mark Worden Lifesaving Awards Nick Alvidrez Rico Aranda Brett Arcchibald Jared Baker Scott Carner Danielle Covey Colin Dunlavey Adam Dyas Kevin Francoeur Steve Jelen Duke Ledford Brent Meile Drew Neves Kyle Peterson Jared Standifird John Strickland Supervisor Sarah Steen Civilan Employee Distinguished Team Records PD Admin Staff Night Traffic Civilian Patrol Technicians Crime Analyst/Intel Field Training Officers Public Affairs Office Family Violence Unit Winter DUI Taskforce Distiguished Marksman Kyle Petterson FY 2020 Annual Report | 11 Gilbert Police Department 12 | About the Department About the Department Organizational Chart CHIEF OF POLICE CENTRAL PATROL ASSISTANT CHIEF OF POLICE SANTAN PATROL ASSISTANT CHIEF OF POLICE CRIMINAL INVESTIGATIONS SUPPORT SERVICES FY 2020 Annual Report | 13 Gilbert Police Department LIEUTENANTS COMMAND STAFF SERGEANTS DETECTIVES POLICE OFFICERS CIVILIANS P e r s o n n e l 14 | About the Department A l l o c a t i o n About the Department Personnel Allocation                            FY 2020 Annual Report | 15 Gilbert Police Department Budget Personnel Operating Capital Subtotal % of Total Office of the Chief of Police Police Admin $2,916,700 $86,680 - $3,003,380 5.01% $2,916,700 $86,680 $0 $3,003,380 5.01% OPS Admin $249,760 - - $249,760 0.42% Internal Affairs $434,890 $31,600 - $466,490 0.78% Public Affairs $288,800 $1,500 - $290,300 0.48% Crime Prevention $146,580 $14,260 - $160,840 0.27% $1,120,030 $47,360 $0 $1,167,390 1.95% Patrol Admin (new FY20) - - - $0 0.00% Patrol $24,001,360 $1,982,440 $429,880 $26,413,680 44.06% Civilian Patrol $320,900 $25,910 $0 $346,810 0.58% Detention Transport $856,200 $80,800 $56,690 $993,690 1.66% Teleserve $890,300 $3,330 $0 $893,630 1.49% $0 $0 $0 $0 0.00% $26,068,760 $2,092,480 $486,570 $28,647,810 47.79% Investigations Admin $795,480 $182,850 $0 $978,330 1.63% Special Assignment Unit $1,368,420 $170,770 $0 $1,539,190 2.57% Financial Crimes Unit $881,560 $85,700 $0 $967,260 1.61% Family Violence Unit $866,150 $51,290 $0 $917,440 1.53% Special Victims Unit $1,409,450 $79,240 $0 $1,488,690 2.48% Violent Crimes Unit $1,013,120 $57,990 $0 $1,071,110 1.79% Property Crimes $1,242,370 $82,690 $38,000 $1,363,060 2.27% Crime Scene Unit $196,900 $595,940 $0 $792,840 1.32% Intel Unit $993,930 $122,610 $30,000 $1,146,540 1.91% Counseling Services $900,390 $26,670 $0 $927,060 1.55% $9,667,770 $1,455,750 $68,000 $11,191,520 18.67% SWAT $116,510 $180,270 $56,690 $353,470 0.59% Crime Suppression Team $1,094,330 $59,420 $0 $1,153,750 1.92% K-9 Unit $426,250 $53,880 $0 $480,130 0.80% School Resource $1,315,130 $16,360 $0 $1,331,490 2.22% Traffic Unit $2,608,820 $200,240 $0 $2,809,060 4.69% $5,561,040 $510,170 $56,690 $6,127,900 10.22% Support Services Admin $320,840 $1,850,830 $0 $2,171,670 3.62% Communication $3,485,360 $98,145 $0 $3,583,505 5.98% Hiring $504,030 $94,950 $0 $598,980 1.00% Training $868,700 $257,235 $56,690 $1,182,625 1.97% Planning and Research $300,910 $7,730 $0 $308,640 0.51% Property & Evidence $493,900 $190,270 $0 $684,170 1.14% Records $1,259,630 $15,610 $0 $1,275,240 2.13% Volunteer Services (new FY20) $0 $0 $0 $0 0.00% Redaction (new FY20) $0 $0 $0 $0 0.00% Subtotal $7,233,370 $2,514,770 $56,690 $9,804,830 16.36% Total $52,567,670 $6,707,210 $667,950 $59,942,830 100.00% 87.70% 11.19% 1.11% Subtotal Office of Professional Standards Subtotal Patrol Division Bike Unit (new FY20) Subtotal Criminal Investigations Division Subtotal Special Enforcement Unit Subtotal Support Services % of Total 16 | About the Department About the Department Community Livability Strategic Goal: Maximize the use of technology, data, and staff resources to conduct thorough and efficient criminal investigations. Supporting Goal: Maintain clearance rates higher than the national average for crimes of violence according to the FBI publication, Crime in the United States. Supporting Goal: Maintain clearance rates for property offenses that are higher than the national average according to the FBI publication, Crime in the United States. The clearance rate for FY 2020 is 45.5% The clearance rate for FY 2020 is 17.6% 60.0% 25.0% 50.0% 40.0% 20.0% 50.7% 45.5% 45.5% 45.5% 43.8% 45.5% 40.1% 30.0% 0.0% Q1 Q2 National Average Q3 Gilbert Average Q4 Supporting Goal: Maintain or exceed department clearance rates for crimes of violence as compared to the previous year. 60.0% 50.0% 52.2% 52.2% 52.2% 52.2% 50.7% 40.1% 43.8% Q1 17.6% 17.6% 28.8% 20.0% Q3 Q4 Gilbert Average Supporting Goal: Maintain or exceed department clearance rates for property crimes as compared to the previous year. 30.0% 20.0% 24.8% 20.4% 15.0% 30.0% Q2 National Average 25.0% 40.0% 24.8% 17.9% 24.8% 24.8% 22.2% 19.6% 10.0% 5.0% 10.0% 0.0% 17.6% 17.9% 5.0% 10.0% 0.0% 17.6% 19.6% 10.0% 28.8% 20.0% 15.0% 22.2% 20.4% 0.0% Q1 Q2 FY20 Q3 Q4 Q1 FY18 & 19 Average Q2 FY20 Q3 Q4 FY18 & 19 Average Supporting Goal: Verify address information, within the time limits established by police, for all sex offenders registered in the Town of Gilbert. Sex Offenders Requiring Verification Sex Offender Verifications Completed Q1 37 34 Q2 3 3 Q3 82 74 Q4 7 7 FY19 531 393 FY 2020 Annual Report FY20 129 118 | 17 Gilbert Police Department Community Livability Strategic Goal: Utilize data and technology to effectively and efficiently deploy personnel and resources to provide a timely response to calls for service (CFS). Supporting Goal: Establish average response time targets for each identified CFS priority level. (Note: “Average CFS response time” is defined as the time period from when the CFS is received to responder arrival). PRIORITY LEVEL Target Goal 0 Emergency 5.5 min 1 Urgent 6.5 min 2 High 15 min 3 Low 45 min 4 Report Only 60 min Q1 4:03 6:08 13:26 31:38 15:58 Q2 4:04 6:04 12:58 29:07 11:48 Q3 3:49 5:48 12:38 30:44 13:00 Q4 3:58 5:18 10:26 24:18 14:24 Average 3:59 5:51 12:27 28:59 13:49 Q3 87.1% 67.9% 73.4% 77.7% 94.5% Q4 84.9% 74.5% 81.9% 85.1% 93.8% Average 84.2% 67.8% 74.1% 80.0% 93.6% Supporting Goal: Meet CFS average response time targets as follows: • 80% of target for Priority 0 and 1 calls • 70% of target for Priority 2, 3, and 4 calls PRIORITY LEVEL Target Goal 0 Emergency 80% 1 Urgent 80% 2 High 70% 3 Low 70% 4 Report Only 70% Q1 83.3% 64.4% 70.5% 78.1% 90.7% Q2 81.6% 65.6% 72.1% 79.4% 96.0% Supporting Goal: Establish average dispatch time targets for CFS priority level 0 and 1 (Note: “Average dispatch time” is defined as from time call is received to dispatching/assigning units). PRIORITY LEVEL Target Goal 0 Emergency 90 sec 1 Urgent 90 sec Q1 19 sec 44 sec Q2 20 sec 40 sec Q3 18 sec 39 sec Q4 19 sec 36 sec Average 19 sec 40 sec Q4 100% 95.0% Average 99.7% 93.6% Supporting Goal: Meet established average dispatch time targets as follows: • 90% of target for Priority 0 calls • 90% of target for Priority 1 calls PRIORITY LEVEL 0 Emergency 1 Urgent 18 | Target Goal 90% 90% About the Department Q1 99.5% 92.9% Q2 100% 92.9% Q3 99.5% 93.9% About the Department Supporting Goal: Answer 90% of 911 calls within 10 seconds. Target Goal 90% Q1 93.6% Q2 93.3% Q3 96.1% Q4 96.4% FY19 93.9% FY20 94.9% FY19 99.1% FY20 99.0% Supporting Goal: Answer 90% of non-emergency calls within 30 seconds. Target Goal 90% Q1 99.2% Q2 98.2% Q3 99.2% Q4 99.2% Technology Leader Strategic Goal: Effective use of technology to enhance intelligence led policing. Supporting Goal: Maintain the lowest overall crime rate, based on total UCR Part I offenses per 1,000, of communities with a population greater than 100,000 in Arizona for calendar year. Achieve ranking within top five 100 largest US cities with the lowest overall crime rates based on total calendar year Part I offenses per 1,000 residents. Year Ranking 2016 National Ranking 1 2017 National Ranking 2 2018 National Ranking 2 Year Ranking 2016 Arizona Ranking 1 2017 Arizona Ranking 1 2018 Arizona Ranking 1 Property Crimes Reported Violent Crimes Reported 80 71 70 73 900 71 66 58 58 58 839 821 821 811 600 58 821 631 500 40 400 30 300 20 200 10 100 0 814 700 60 50 821 800 0 Q1 Q2 Q3 FY20 FY18 & 19 Average Q1 Q4 Q2 FY20 Q3 Q4 FY18 & 19 Average Total Crimes Reported 1,000 885 905 884 800 878 878 878 878 702 600 400 200 0 Q1 Q2 FY20 Q3 Q4 FY18 & 19 Average FY 2020 Annual Report | 19 Gilbert Police Department Economic Development Strategic Goal: Enhance the economic development plan by providing a safe environment. Supporting Goal: Maintain required school resource officer (SRO) staffing levels. STAFFING LEVEL Q1 Q2 Q3 Q4 Required SRO Staffing 9 9 9 9 Current SRO Staffing 9 9 9 9 Supporting Goal: Maintain a rating of 90% or greater for the citizens feeling safe based on the National Citizen Survey for the Town of Gilbert. 20 | COMMUNITY CHARACTERISTIC SATISFACTION RATE 2015 2017 2019 Overall feeling of safety 98.0% 96.0% 96.0% Safe in neighborhood 98.0% 98.0% 98.0% Safe downtown/commercial area 98.0% 98.0% 98.0% About the Department About the Department Economic Development Supporting Goal: Maintain or reduce traffic collision rates based on total number of collisions per 1,000 residents. Supporting Goal: Maintain or reduce alcohol and drug related traffic collision rates based on total drug/alcohol related collisions per 1,000 residents. (Population rates: 2019: 252,260 and 2020: 259,386) (Population rates: 2019: 252,260 and 2020: 259,386) 4.50 4.00 3.62 3.48 3.50 3.00 0.20 3.98 3.48 0.15 3.48 3.48 3.32 2.50 2.20 0.17 0.15 0.15 1.50 0.15 0.15 0.12 0.10 2.00 0.15 0.11 0.05 1.00 0.50 0.00 0.00 Q1 Q2 FY20 Q3 Q4 470 400 366 426 366 314 307 Q4 FY18 & 19 Average 14,000 10,000 8,000 11,052 10,311 10,023 12,135 9,913 10,023 10,023 10,023 Q1 Q2 Q3 Q4 6,000 200 4,000 100 0 Q3 Supporting Goal: Maintain or increase officer initiated traffic and subject contacts. 12,000 366 366 300 Q2 FY20 FY18 & 19 Average Supporting Goal: Maintain or increase the number of “driving under the influence” (DUI) arrests. 500 Q1 2,000 Q1 Q2 FY20 Q3 FY18 & 19 Average Q4 0 FY20 FY18 & 19 Average FY 2020 Annual Report | 21 Gilbert Police Department Economic Development Supporting Goal: Maintain recidivism rates of less than 5% for domestic violence cases. 5.0% 4.3% 4.0% 3.0% 2.0% 3.8% 3.4% 2.7% 2.7% 2.7% Q3 Q4 2.7% 2.7% 1.0% 0.0% Q1 Q2 FY20 FY18 & 19 Average Supporting Goal: Maintain or reduce the number of juvenile criminal offenses (excluding curfew, alcohol, truancy, and tobacco violations). 300 250 251 203 203 203 203 200 150 100 159 179 171 50 0 Q1 Q2 FY20 Q3 Q4 FY18 & 19 Average Supporting Goal: Conduct court ordered counseling services within 30 days of court appearance or judicial order. Counseling Services Performed Within 30 Days of Meeting goal as of 6/30/2020 Appearance or Judicial Order 22 | About the Department About the Department Department Goals Supporting Goal: Maintain a ranking within the top five safest communities in the United States (100 most populated communities), and the safest in Arizona serving a population greater than 100,000, based upon FBI Uniform Crime Report Part I overall crime rates. Year Ranking 2016 National Ranking 1 2017 National Ranking 2 2018 National Ranking 2 Year Ranking 2016 Arizona Ranking 1 2017 Arizona Ranking 1 2018 Arizona Ranking 1 Supporting Goal: Maintain a rating of 90% or greater for the citizens feeling safe based on the National Citizen Survey for the Town of Gilbert. COMMUNITY CHARACTERISTIC SATISFACTION RATE 2015 2017 2019 Overall feeling of safety 98.0% 96.0% 96.0% Safe in neighborhood 98.0% 98.0% 98.0% Safe downtown/commercial area 98.0% 98.0% 98.0% FY 2020 Annual Report | 23 G I L B E R T P O L I C E D E PA R T M E N T - F Y 2 0 2 0 A N N U A L R E P O R T Statistics Statistics Gilbert Police Department Part I Index Crimes Monthly Breakdown - FY 2020 Criminal Homicide Forcible Rape Robbery Agg. Assault Total Burglary Residential Commercial Larceny/Theft * Theft From Vehicles Motor Vehicle Theft Arson Total Jul 2 2 7 21 38 26 12 252 139 10 2 334 Aug -1 7 4 12 26 24 2 193 62 13 0 254 Sep 1 1 3 13 35 26 9 226 82 23 0 302 Oct 0 5 3 8 52 31 21 248 88 17 2 335 Nov 1 5 3 15 29 17 12 195 65 14 0 262 Dec 0 8 4 14 42 22 20 231 75 11 1 311 Jan 0 8 3 16 50 24 26 228 59 9 1 315 Feb 0 6 5 19 43 24 19 210 50 9 1 293 Mar 0 0 5 11 35 12 23 216 71 11 0 278 Apr 1 2 4 13 33 21 12 173 57 17 0 243 May 1 4 4 15 21 16 5 182 60 15 0 242 Jun 1 3 0 23 25 16 9 150 40 15 1 218 YTD 6 51 45 180 429 259 170 2504 848 164 8 3387 Overview of Trends - FY 2016-2020 Criminal Homicide Forcible Rape 4 3 5 1 6 4 43 47 67 58 51 53 FY16 FY17 FY18 FY19 FY20 Average 26 | Statistics Robbery Agg. Assault Total Violent Crimes 32 41 47 37 45 40 127 106 126 128 180 133 206 197 245 224 282 231 Burglary Larceny/ Theft Vehicle Theft 584 480 469 388 429 470 2,701 2,681 2,845 2,570 2,504 2660 144 120 155 138 164 144 Arson Total Property Crimes Total Major Crimes 21 24 29 17 8 20 3,450 3,305 3,498 3,113 3,105 3294 3,656 3,502 3,743 3,337 3,387 3525 Statistics Arrests and Traffic Arrests Crime Category Adult Arrests Juvenile Arrests Total Criminal Homicide 4 0 4 Forcible Rape 4 1 5 Robbery 10 6 16 Agg. Assault 52 6 58 Burglary 42 7 49 Larceny/Theft 422 44 466 Vehicle Theft 22 6 28 Arson 2 0 2 Total Part I 558 70 628 Other Assaults 503 135 638 Fraud/ID Theft 68 2 70 Curfew 0 86 86 Drugs 990 186 1176 Alcohol 127 40 167 DUI 1185 27 1212 Total Part II 2873 476 3349 Total Arrests 3431 546 3977 Fatal Traffic Collisions Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total Fatal Collisions 1 0 1 1 0 1 0 2 0 0 0 0 6 Deaths resulting from Collision 1 0 1 1 0 1 0 2 0 0 0 0 6 FY 2020 Annual Report | 27 Gilbert Police Department Communications Communications Section Operations Incoming 911 Calls All Other Calls Received Calls Dispatched Traffic Stops On-View Incidents Jul 3,968 10,247 5,958 2,756 9,650 Aug 6,179 14,176 5,679 3,463 11,719 Sep 6,144 13,815 5,738 3,210 11,309 Oct 6,283 14,181 5,854 3,251 11,714 Nov 6,130 13,757 5,789 3,848 12,169 Dec 6,352 14,048 5,945 4,541 12,746 Jan 6,243 13,881 5,679 4,023 12,768 Feb 5,950 12,636 5,458 3,593 11,491 Mar 5,797 13,000 5,424 2,952 12,761 Apr 5,142 11,660 4,738 2,534 12,751 May 5,729 12,956 5,075 4,422 13,965 Jun 5,773 12,951 5,071 2,740 10,856 69,690 157,308 66,408 41,333 143,899 Totals Phone Call Volume 16,000 14,176 13,815 14,181 13,757 14,048 Dispatched Calls vs. On-View Activity 12,000 16,000 13,881 14,000 12,636 13,000 12,956 12,951 11,660 12,000 10,247 8,000 6,179 6,144 6,283 6,130 6,352 6,243 5,950 5,797 5,142 5,729 5,773 8,000 4,000 2,000 2,000 0 Jul Aug Sep Oct Nov Incoming 911 Calls 28 11,309 11,714 12,169 12,746 12,768 12,761 12,751 11,491 10,856 9,650 | Statistics Dec Jan Feb Mar All Other Calls Received Apr 5,958 5,679 5,738 5,854 5,789 5,945 5,679 6,000 3,968 4,000 0 11,719 10,000 10,000 6,000 13,965 14,000 May Jun Jul Aug Sep Oct Nov Dec Calls Dispatched Jan 5,458 5,424 Feb Mar On-View Incidents 4,738 Apr 5,075 5,071 May Jun Statistics Use of Force Firearms Displayed/Used Total Incidents Non-Lethal Force Displayed Total Incidents Type of Force Firearms displayed Incidents 536 0 8 31 0 575 Firearms used Less lethal munitions used Restraint Chair PIT Maneuver Total Type of Force Focused strikes Incidents Impact weapons K-9 Pressure points Take downs Taser displayed Taser used O.C. spray Control holds FSDD RIPP Stop Sticks Launch Gas Munitions Total Use of Force Ratios - Total Events 3 0 3 7 74 21 6 3 105 8 12 0 3 245 Q1 Q2 Q3 Q4 Total Use of Force events vs. CFS 83/50,053 64/54,217 64/53,581 57/52,456 268/210,307 Ratio per CFS 1use of force per 603 CFS 1use of force per 847 CFS 1use of force per 837 CFS 1use of force per 920 CFS 1 use of force per 784 CFS Use of Force events vs. Arrests 83/1,809 64/2,132 64/2,093 57/1,855 268/7,889 Ratio per Arrests *CFS = Calls for Service 1 use of force per 1 use of force per 1 use of force per 1 use of force per 1 use of force per 22 arrests 33 arrests 33 arrests 33 arrests 29 arrests Pursuits Terminated by the department 0 Not terminated 2 Terminated by Precision Intervention Technique (PIT) maneuver 0 Total pursuits 2 Pursuits within policy 1 FY 2020 Annual Report | 29 Gilbert Police Department Internal Affairs Classification of Complaints (allegation only) Total Alleged/ Total Sustained Complaint No Allegation Listed - Blank 72/0 321.5.1 (a) Failure to follow verbal or written orders 13/8 321.5.1 (a) Failure to follow verbal or written orders - 433.7.2 Mandatory Recording Requirements 1/0 321.5.1 (a) Failure to follow verbal or written orders - 609.10 BWC 1/1 321.5.1 (a) Failure to follow verbal or written orders - 903.10 Collision 1/0 321.5.1 (c) Violation of federal, state, local or administrative laws, rules or regulations 13/4 321.5.1 (c) Violation of federal, state, local or administrative laws, rules or regulations (BRUNDAGE) 1/1 321.5.1 (c) Violation of federal, state, local or administrative laws, rules or regulations (JENSEN) 1/1 321.5.10 (e) Unsafe or improper driving habits or actions in the course of employment or appointment. 1/0 321.5.3 Discrimination, Oppression or Favoritism 6/1 321.5.7 (d) Unauthorized sleeping during on-duty time or assignments. 1/1 321.5.8 (a) Failure to disclose, misrepresent facts or make false statements on any application, form or document 1/0 321.5.9 (10) Interfering with a criminal investigation or aid any person in escaping arrest or delay apprehension 1/0 321.5.9 (22) Failure to exercise care or control in the use of department equipment,property,materials or facilities 7/5 321.5.9 (23) Loss or damage of Department or Town owned equipment or property (excluding vehicles) $100 or more 1/1 321.5.9 (25) Improper application or careless use of a firearm. 1/1 321.5.9 (3) Engaging in conduct that creates an intimidating, hostile, or offensive work environment 2/1 321.5.9 (31) Operating a department vehicle Involved in a traffic accident/collision classified as preventable 11/10 321.5.9 (33) Violation of the vehicular pursuit policy. 3/1 321.5.9 (44) Using discourtesy,disrespectful,profane language/gestures directly or indirectly to any member or citizen 9/1 321.5.9 (49) Failure to properly search a prisoner. 4/2 321.5.9 (50) Exhibit insubordination, disrespect, gestures, or language of a coarse, profane or insolent nature 1/1 321.5.9 (62) Unnecessary or improper use of force. 2/0 321.5.9 (63) Improper disposal of seized property or evidence. 1/1 321.5.9 (65) Failure to secure and/or control property belonging to a person detained or arrested by a member. 1/1 321.5.9 (70) Failure to complete written report as directed by policy 2/2 321.5.9 (71) Failure to utilize social networking sites with appropriate level of professionalism. 1/0 321.5.9 (74) Conduct unbecoming an officer/member. 3/2 321.5.9 (75) Unsatisfactory performance and/or unwilling to perform assigned job responsibilities 18/11 *9 cases active/pending complaints, not included in allegations. 30 | Statistics Statistics Classification of Complaints (allegation only) Findings Total ComplaintsSustained No. Sustained 45 Internal Complaints: Sustained 36 External Complaints: Sustained 9 Total Sustained vs. Total Investigations 45/132 Internal Affairs Case Ratios Cases vs. CFS 132/210,307 Case ratio per CFS 1 case per 1,593 CFS Cases vs. Arrests 132/7,889 Case ratio per Arrests 1 case per 60 Arrests CFS = Calls for Service FY 2020 Annual Report | 31 G I L B E R T P O L I C E D E PA R T M E N T - F Y 2 0 2 0 A N N U A L R E P O R T 32 | Gilbert Police Department Honoring their Memory 34 | Gilbert Police Department Kathy A. Sanks Administrative Assistant Served 1996 - 2004 Robert D. Targosz Police Officer Served 1994 - 2006 Eric L. Shuhandler Police Lieutenant Served 1994 - 2010 Debra Hartin Police Detective Served 2001 - 2016 FY 2020 Annual Report | 35 G I L B E R T P O L I C E D E PA R T M E N T FY 2020 ANNUAL REPORT