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<br /> <br />6 <br /> <br />offset the timing of personnel entering and leaving <br />the unit to ensure continuity of expertise. <br />investigation <br />position. <br />Recommendation #31: The new Lieutenant of the <br />Investigation unit should evaluate all current <br />regional task forces and determine whether any <br />would better support the overall crime needs of the <br />community. Having officers assigned to a regional <br />task force creates career opportunities and provides <br />valuable development of expertise through training <br />and enhanced experience. However, effective <br />communication between a Task Force Officer <br />position and the home agency is essential. If the <br />capabilities, training, and investigative work are not <br />shared and transparent to those working at the home <br />agency, the value of these positions can be <br />misunderstood. Having additional career <br />development opportunities within the Department <br />will be an effective step toward retaining staff. <br />Pending Once the <br />organization is at full <br />staffing, explore <br />various task forces <br />and determine which <br />flts the needs of the <br />department. <br />TBD <br />Recommendation #34: The new Investigation unit <br />Lieutenant should evaluate what type of criminal <br />analysis would most beneflt the Department and <br />work toward supplying this data to all members of <br />the Department. The Lieutenant should also <br />evaluate which databases are currently used by staff <br />to analyze cases and crime trends. A gap analysis <br />should be completed and any new software systems <br />needed should be identifled. <br />Pending Evaluate available <br />software and budget <br />for 2027. <br />TBD <br />PHASE 5 <br />Staff have identifled Recommendation #7, the installation of a security fence, as a priority and will <br />focus efforts on researching and budgeting for this expense. Previously, in 2022, staff obtained <br />quotes from three companies that ranged between $98,000 - $112,000. These estimates provide a <br />baseline for what the City could expect for a future expense. <br />Beginning in 2026, staff will research and report on any implementation plans for Recommendations <br />#12 (analysis of staff levels), #15 (creation of grant funded DUI position), and #20 (creation of a full <br />time CSO position). The implementation of Recommendations #6 and #10 involve signiflcant <br />flnancial costs for the City and are not a current priority. As such, these recommendations will be <br />periodically reevaluated in the future. <br />PHASE FIVE: 4th QUARTER 2026 - TBD PROGRESS PLAN COST <br />Recommendation #6: Any bond planning related <br />to City facilities should include a plan for <br />expansion of police facilities as the City grows in <br />size over the next 20 years. <br />Reconsider <br />in 2-5 years <br />Perform needs <br />analysis of facilities. <br />Staff <br />Time <br />& <br />TBD