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01-25-1992 Packet ~/ -/. e tit -,. '" REGIONAL EFFORTS - METRO AVIATION UNIT - REGIONAL CRIME ANALYSIS - RICHMOND METRO DRUG TASK FORCE - TRI-CITIES REGIONAL DRUG TASK FORCE - FEDERAL DRUG-TASK FORCE - DRUG INTERDICTION PROGRAM - SEVERAL MUTUAL AID AGREEMENTS - CRIME SOLVERS - SPECIALIZED TRAINING EFFORTS - CAPITOL REGION CHIEF LAW ENFORCEMENT OFFICERS - METRO-RICHMOND COALOTION AGAINST DRUGS - JOINT ENFORCEMENT AND INVESTIGATIVE OPERATIONS e e PRESENTATION TO BOARD OF SUPERVISORS 1. MISSION - MISSION STATEMENTS 2.VALUES-VALUESTATEMENTS 3. FUNCTIONS - WHAT WE DO 3. ORGANIZATIONAL STRUCTURE - CHART 4. ISSUES OF CONCERN - NINE ISSUES 5. STEPS TAKEN - FrVE PROGRAMS 6. REGIONAL EFFORTS - TWELVE ACTIVITIES e e MISSION STATEMENT The responsibility for peace, good order and the observance of laws rests with the citizens in Chesterfield County as it does in any community of citizens in a democratic society. The role of the Chesterfield County Police Department is to supplement and aid community efforts, not supplant them~ Only if the proper balance between the responsibilities of the community and the responsibilities of the police is maintained can a safe and orderly society be preserved with the least burden on individual rights and freedom~ Peace keeping must be a joint police-community effort to stand any chance for lasting success. In this respect, the Chesterfield Police Department benefits from seIVing a community which is vitally interested in assuring a high level of safety, security and public order, and which is able to assume the responsibility for policing itself. The fundamental mission of the Chesterfield County Police Department, therefore, is to provide leadership and professional support required to sustain and improve the community's efforts and to develop a balanced and cooperative police-community campaign against lawless and disorderly behavior~ OUf mission is an honorable and necessary contributor to our free society and must be accomplished under the constraints of existing manpower levels and inflationary impacts on funding during a period of time when community requests for service and criminal activity are on the increase. In order to be successful, all members of the Department must continuall y review their areas of responsibility and use existing resources in a more productive and efficient manner.. The planning, crime prevention, and community relations roles must be the responsibilities of every member of the Department and not just confined to specia_~ized units.. The prevention and detection of crime and the apprehension of violators of the law, along with the maintenance of order in OUf community, must best be accomplished by proper deployment and operational techniques such as directed patrol strategies. To effectively use these strategies, managers and supervisors must understand and use the various methods of crime analysis and information systems. Traffic safety must be enhanced through effective selective enforcement, community education, and engineering programs coordinated with County, State and Federal agencies. Producivity can be increased by planning and analysis to develop programs directed toward preventing accidents and assuring the free flow of traffic within and through Chesterfield County~ e e The administration must give priority to personnel development by providing training and opponunity to broaden members' experience. Motivation of personnel is manda- tory and can be accomplished by clear direction and involvement of all personnel in the problem-solving process which includes the setting of objectives, and development and implementation of action plans~ Technical support through progressive management systems must be refined to support all levels of the Department The victims and potential victims of crimes will be our priority but, at the same time, we must respond to all members of the community who need our assistance and we must project interest and empathy for their concerns. To achieve our mission will require not only the concerted efforts of all members but also coordination with other agencies of the County, State and criminal justice system~ e e THE VALUES OF THE CHESTERFIELD COUNTY POLICE DEPARTMENT We believe it is our primary responsibility to protect human life and dignity above all else. Therefore, we are committed to treating all people, including each other, with utmost respect, courtesy and concern~ We believe that each and every member is valuable to the Chesterfield County Police Department. Therefore, we are committed to ensuring our safety and supporting each other to achieve our full potential. We believe integrity is the basis of trust within our organization and for the people we serve. Therefore, we will strive to maintain the highest ethical standards of conduct in all of our activities. We believe it is our responsibility to protect each persons constitutional rights and liberties. Therefore, we will perform our duties within the guidelines of the law, without malice or prejudice~ We must always strive for excellence. Therefore, we will support continuous training, modern equipment and methods, and professional attitudes and appearance among all members, and we will continuously and objectively evaluate our own performance and be receptive to new ideas and changes. e e We believe we are accountable to the people we serve and to each other, and recognize that we are responsible for our actions. Therefore, we are committed to ensuring that all members are fully knowledgeable of their job responsibilities and that a fair and just system of accountability is in place. These are the values of the Chesterfield County Police Department. They will provide guidance to all members of the department on how we approach our mission and will also communicate our aspirations to the public we serve. e WHAT WE DO e - RESPOND TO CITIZENS' CALLS FOR ASSISTANCE - MAINTAIN ORDER - INVESTIGATE CRIME - TRAFFIC CONTROL AND ENFORCEMENT - CRIME PREVENTION - CHILD SAFETY - DRUG EDUCATIONS c:~ :3 ~ ~~ S n ...-- I >- OJ (j T ~ n - CI"J ::r ~ ,.... :r. 1 ,...-- C/) ::r ...... , ~ {,I; > t:C T T ci1-iQ:> ..... t,; _. =' (') iJ;. 3 - (") ~ ("';) 7' 4'>n o O'Q ~ ?S ::. 3' - .., :J ~ ~ ~ ;r. I a'€9. L ~ =. 3 ~ ~ ~ < ~. n [ ~ .... (: ~ :n r;' I ~ ;? I ~ 5 ~ 2: c. g ::I :t oc. r:. () ,..., f"':. C , J. c: ~ C': __ ::J ;::: , n ;$ c: ""1 ';,fl ::;1 () (.I:lC ~ 3 ~ 3 "'0 ~ g :. -.< en 4' c: ~ 0 *"=':J'O "E.. Co g ~ l.c:: n)> o :s ::s -" t; 3 2.e:. e o -. z ~ 0 ., ~ n' ;. ..... 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N p.j ~ t--' · o :::s pj I--' n ::T ~ e e ISSUES - GROWTH - INCREASE IN CRIME - JUVENILE INVOLVED CRIME - TRAPFI C - MANDATES-BOTH FEDERAL AND STATE - TECHNOLOGICAL ADVANCEMENTS - INCREASED LIABILITY RISKS - ORGANIZATIONAL HEALTH - EMPLOYEE MORALE e It GROWTH URBAN POPULATION GROWTH HAS, HISTORICALLY IN THE UNITED STATES, RESULTED IN MORE CRIMINAL ACTIVITY, AND THIS IS ESPECIALLY TRUE IN CHESTERFIELD COUNTY WHEN YOU LOOK AT RAW NUMBERSA HOWEVER, THE STRA- TEGIC POLICIES AND PROGRAMS THAT WE HAVE DEVELOPED AND CONTINuE TO FOLLOW, RELATING TO CRIME PREVENTION AND CRIME RESOLUTION, HAVE RE- SUL TED IN A RELATIVE STATIC CRIME RATE FOR THE COUNTY A WE HA VE THE LOWEST CRIME RATE AS MEASURED BY THE STATE AND NATIONAL UNIFORM CRIME REPORT- 1NG PROGRAM IN THE ENTIRE RICHMOND METROPOLITAN AREA. THIS INCLUDES COLONIAL HEIGHTS AND HENRICO COUNTYA WE WILL CONTINUE TO ENDEA VOR TO MEET THE INCREASES IN POPULATION WITH AGGRESSIVE PROGRAMS THAT WILL MAKE THE COUNTY A SAFE PLACE FOR ALL CITIZENS. WE ARE IN AN ENVIABLE POSITION REGARDING OUR POLICE OFFICER TO CITI- ZEN RATION. IN 1990 NATIONALLY IN ALL SUBURBAN COUNTIES THERE WERE 2.2 POLICE OFFICERS FOR EVERY IOOO.CITIZENS. WE ENJOYED A RATIO OF ONL Y 144 OFFI- CERS FOR EVER Y 1 000 RESIDENTS~ A GOOD COMPARISON IS THE FA CT THAT HENRICO COUNTY HAS 115 MORE EMPLOYEES IN THEIR POLICE DEPARTMENT THAN WE EM- PLOY. ANOTHER STATISTIC lliAT ILLUSTRATES OUR POSITION IS THE PERCENT OF CIVILIAN SUPPORT PERSONNEL WE EMPLOY. NATIONALLY, 34 PERCENT OF SUBUR- BAN POLICE DEPARTMENTS ARE CIVILIAN PERSONNEL WHILE WE ARE ABLE TO OPER- ATE WITH ONLY 23 PERCENT CIVILIAN PERSONNEL. STRONG MANAGEMENT PRAC- TICES COUPLED WITH EFFICIENT USE OF A UTOMA TED SYSTEMS PERMIT THIS FR UGAL- ITY IN THE EMPLOYMENT OF SUPPORT PERSONNEL. e INCREASES IN CRIME e THE RAW NUMBER OF CRIMINAL OFFENSES HAS STEADILY INCREASED OVER THE PAST TEN YEARS. HOWEVER, THE PER CAPITA RA TE HAS NOT CHANG ED AT A RA TE COMMENSURATE WITH THE POPULATION GROWTH~ OUR MAJOR CRIME RA TE FOR 1990 WAS 4068.35 OFFENSES PER 100,000 POPULA TIONWHICH WAS DOWN FROM 4232.5 IN 1989 (A 3.8% DECREASE). WHEN THESE FIGURES ARE COMPARED TO THE OVERALL RATE FOR THE UNITED STATES WHICH WAS 5820.3 IN 1990 VS. 5741.0 IN 1989 (A 1.4% INCREASE) YOU WILL NOTICE THAT WE ARE IN A SIGNIFICANTLY BETTER POSITION THAN THE COUNTR Y AS A WHOLE. THE CRIME RATE FOR THE COMMONWEALTH OF VIRGINIA IN- CREASED BY 5.4% DURING THE 1989 TO 1990 TI!v1E PERIOD. ANOTHER STATISTICAL MEASURE THAT REF.LECTS THE STATUS OF CRIME IN THE COUNTY IS OUR CRIMINAL CASE CLEARANCE RATE. THIS RATE IS ALSO SUPERIOR TO OUR PEERS NATIONALLY WHERE IN 199021.50/0 OF ALL MAJOR OFFENSES WERE CLEARED BY ARREST. IN 1990 WE CLEARED 29.3% OF ALL MAJOR OFFENSES. OUR DEPARTMENT ALSO EXCEEDED THE AVERAGE CASE CLEARANCE RA TE FOR ALL VIRGINIA LAW ENFORCEMENT AGENCIES BY 110/0. THE POINT I WANT TO MAKE WITH ALL THESE STATISTICS IS THAT WE ARE DOING A VERY GOOD JOB CONTAINING CRIME WITHIN THE COUNTY. EARLIER I ALLUDED TO ASTRA TEGIe PHILOSOPHY RELATING TO POLICE SER V - ICE THAT I WOULD LIKE TO EXPAND UPON. ONE EXAMPLE OF THIS IS OUR DRUG STRATEGY, WHICH INCLUDES SEVERAL SEEMINGLY UNRELATED PROGRAMS THAT STARTS WITH THE DRUG ABUSE RESISTANCE EDUCATION PROGRAM AND CONTINUES WIlli THE HIGH SCHOOL LIAISON PROGRAM WHERE A JUVENILE DETECTIVE WORKS WITH THE HIGH SCHOOL FACULTY TO PROMOTE DRUG AWARENeSS. WE FOLLOW THIS WITH HEA VY PAR TICIP A nON IN FOUR DIFFERENT REG ION AL TASK FORCES FOR DR UG ENFORCEMENT AND ENCOURAGE cmZEN INVOL VEtvlENT THROUGH THE CRINIE SOLVER PROGRAM. OUR PATROL OFFICERS RECEIVE SPECIAL TRAINING IN DRUG IDENTIFICA- e e nON AND ENFORCE:MENT TECHNIQUES. TIIESE ARE NOT A GROUP OF UNRELATED PROGRAMS BUT A RJLL Y INTEGRATED STRATEGIC APPROACH TO ADDRESS A SERIOUS PROBLEM IN OUR SOCIETY~ ANOTH.ER STRATEGIC APPROACH IS IN THE AREA OF RESIDENTIAL BURGLARIES. I WON'T GO INTO DETAIL ABOUT IT ,BUT IT TIES TOGETHER SEVERAL AREAS WITHIN THE DEPARTMENT SUCH AS THE INTERAC- TION OF PATROL UNITS PERFORMING NEIGHBORHOOD PATROLS CONCENTRATING IN HIGH RISK AREAS THAT ARE IDENTIFIED THROUGH DETAILED CRIME ANALYSIS TO CRIME PREVENTION PROGRAM AND NEIGHBORHOOD WATCH INVOLVEMENT OF THE CITIZENS AND ACTIVITIES BY OUR ANTI-CRIME TASK FORCE AN COVERT OPERATIONAL UNIT~ WE REALIZE SIGNIFICANT SUCCESS THROUGH THESE INTE- GRATED APPROACHES TO CRIME AMELIORATION~ e JUVENILE INVOLVED CRIME e WE HAVE TAKEN A VERY AGGRESSIVE APPROACH REGARDING CRIME COMMITTED BY JUVENILES. IT IS OUR OPERATIONAL PHILOSOPHY THAT THE SOONER THAT WE CAN IDENTIFY A YOUTHFUL OFFENDER AND GET THEM INTO THE CRIMINAL JUSTICE SYSTEM THE MORELIKEL Y THA TWE WILL BE ABLE TO TURN THEM AROUND AND PREVENT FUTURE PROBLEMS. WE DO HA VE A VERY LARGE BASE OF JUVENILES AND A DISPROPORTIONATE AMOUNT OF CRIMES AND OFFENSES ARE COMMITTED BY JUVENILES. WE EXPERIENCED A 10% INCREASE IN JUVENILE ARRESTS FROM 1989 TO 1990~ -e e TRAFFIC LIKE OTHER POPULATION INCREASE RELATED ISSUES, TRAFFIC WILL CONTINUE TO BE A PROBLEM WE MU ST FACE WITH A POS ITIVE A TTITUDEA THE COUNTY'S TRAFFIC ACCIDENT RATE TOOK A DOWNWARD TREND THE PAST TWO YEARS EVEN THOUGH TRAFFIC VOLUME INCREASES EVERY YEARA THE IMPROVENlENT IN THE ACCIDENT RATE CAN BE CREDITED TO DEDICATION TO THE TIlREE E'S - ENGINEERING, EDUCA- TION, AND ENFORCEMENT~ THE PROGRAMS TIlA T WE HA VE INSTITUTED IN THE COUNTY TO BUILD AN ADEQUATE HIGHWA Y SYSTEM TO MOVE AN EVER INCREASING NUMBER OF MOTORISTS HAS CONTRIBUTED TO THE IMPROVED ACCIDENT RA TE~ I ALSO CREDIT A PORTION OF THE IMPROVEMENT TO THE AGGRESSIVE ENFORCEMENT PROGRAM THAT WE HAVE BEEN FOLLOWING FOR TIlE PAST SEVERAL YEARS. WE CITED 21 PERCENT MORE DRIVERS FOR TRAFFIC VIOLATIONS IN 1990 THAN WE DID IN 1989. WE ALSO ARRESTED 7 PERCENT MORE DRIVERS WHO WERE UNDER THE INFLU- ENCE OF ALCOHOL OR DRUGS IN 1990 THAN WE DID IN 1989. IN THE AREA OF TRAFFIC EDUCA nON WE HA VE A VERY ACTIVE DEFENSIVE DRIVER TRAINING P~OGRAM WHERE DURING ruE PAST THREE YEARS 20,730 COURT ASSIGNED TRAFFIC VIOLA TORS HAVE BEEN TRAINED. e e MANDATES-BOTHFEDERALANDSTATE IN AN"EFFORT TO IMPROVE THE QUALITY OF LAW ENFORCEMENT THE FEDERAL AND STATE LEGISLATURES HA VE ENACTED LA WS THAT RESULTS IN MORE STRINGENT STANDARDS FOR POLICE OFFICERS TO SATISFY. MOST OF THESE REQUIRE MORE CLASS ROOM TRAINING THA T ULTIMATELY RESULTS IN BEITER SERVICE TO THE PUBLIC, BUT ALSO MEANS THAT WE HAVE TO DEDICATE RESOURCES TO THESE EFFORTS. WE HAVE IDENTIFIED THE STAFFING REQUIREMENTS IN OUR FIVE YEAR PLAN TO MEET KNOWN RE- QUlREl\1ENTS . HOWEVER, EACH YEAR OUR LA WMAKERS TAKE ACTION THAT REQUIRES THAT PLANS BE MODIFIED TO MEET THE CHANGING STANDARDS. CONTlNU A TION OF THE PROJECT TO CONSTRUCT, EQUIP, AND STAFF THE PROPOSED TRAINING ACADEMY WILL l\1EET OUR NEEDS IN THIS AREA FOR THE FORESEEABLE FUTURE. e e TECHNOLOGICAL ADVANCEMENTS FOR TUN A TEL Y, DURING THE YEARS WHEN ADEQU ATE FUNDS WERE A V AILABLE WE WERE ABLE TO MAINTAIN PARITY WITH THE MANY CHANGES IN TECHNOLOGY THAT WERE TAKING PLACE. OUR COMPUTER SYSTEMS , THAT SA VE MANY MAN- HOURS ANTI PROVIDE US WITH A WEALTH OF INFORMATION FOR SOUND MANAGEMENT DECISIONS, PLACE US FAR AHEAD OF MOST OF OUR PEERS. IN ORDER TO MAINTAIN THIS POSITION OF SUPERIORITY WE CONTINUALLY REVIEW ALL FUNCTIONS AND PROC- ESSES WITH THE GOAL OF QUALITY SERVICE. THE SOFTWARE THAT DRIVES OUR PO- LICE RECORDS MANAGEMENT AND COMPUTER AIDED D ISP A TCH SYSTEMS, WHICH HAS BEEN A MODEL FOR OTHER LAW ENFORCEMENT AGENCIES, HAS BEEN TRANSFERRED THROUGHOUT THE UNITED STATES AND ABROAD IS THIRTEEN YEARS OLD AND MUST BE UPGRADED IN THE IMMEDIATE FUTURE. WE ARE CURRENTLY WORKING ON A DETAILED STUDY OF ALL PROCESSES AND FUNCTIONS THAT WILL RESULT IN A STRATEGIC PLAN FOR THE FUTURE4 OUR 800 MEGA HERTZ RADIO SYSTEM CONTINUES TO PROVIDE US WITH VERY GOOD COMMUNICATIONS CAPABILITIES EVEN THOUGH WE HA VE NOT BEEN ABLE TO IMPLEMENT THE FOLLOW ON PHASE OF THE PROJECT WHICH WILL PROVIDE MORE COMPLETE COVERAGE. THE INFORMATION SYSTEMS TECHNOL- OGY DEPARTMENT IS CURRENTLY EVALUATING ELECTRONIC COMMUNICATIONS SOFfW ARE WHICH WILL FURTHER IMPROVE ADMINISTRATIVE COMMUNICATIONS WITHIN THE DEPARTMENT AND THROUGHOUT THE COUNTY. AS YOU KNOW, WE RECENTLY CONVERTED OUR SIDEARMS TO THE MODERN lOMM SEMI-AUTOMATIC HANDGUN AND I AM HAPPY TO REPORT THAT WE MADE A SUCCESSFUL AND SAFE TRANSITION FROM THE OLD STAND-BY .38 CALIBER REVOLVER. OUR OFFICERS ARE VERY PLEASED WITH THE NEW WEAPON AND THE QUALIFICA TION SCORES ARE AT AN ALL TIME HIGH. e e INCREASED LIABILITY RISKS TODA Y'S LITIGIOUS SOCIETY PLACES US IN A VERY RISKY POSITION FINAN- CIALL y SPEAKING~ THIS IS A CHALLENGE WE MUSTFACE AND ONLY THROUGH PROPER TRAINING AND CONSCIENTIOUS SUPERVISION WILL WE BE ABLE TO KEEP FROM BEING PLACED ON THE DEFENSIVE. EVERY DA Y WE EXPERIENCE A TREMENDOUS EXPOSURE MAINLY BECAUSE OF THE HIGH NUMBER OF YOUNG OFFICERS WE HA VE PERFORMING PATROLDUTIES. ONE OF THE GREATEST RISKS WE FACE IS IN THE AREA OF VEHICULAR PURSUITS~ WE HAVE WORKED VERY CLOSELY WITH THE COUNTY ATTORNEY TO DEVELOP POLICY AND PROCEDURES THA T WHEN FOLLOWED AND ENFORCED REDUCES OUR EXPOSURE. WE DO HA VE A VERY AGGRESSIVE TRAINING PROGRAM IN THIS AREA. THIS TRAINING PROGRAM COUPLED WITH SUPERVISION AND BY THE EXERCISE OF GOOD COMMON SENSE ON THE PART OF THE INDIVIDUAL OFFICERS WE HAVE BEEN SUCCESSFUL IN ALL LAWSUITS RELATING TO VEHICULAR PURSUITS. e e ORGANIZATIONAL HEALTH THE COMMUNITY IS VERY FOR TUN A TE TO HA VE A FOR CE OF DED leA TED YOUNG rvtEN AND WOMEN WHO ARE COMMITTED, ON BOTH A PROFESSIONAL AND PERSONAL BASIS, TO HIGH QUALITY SERVICE TO THE PUBLIC~ WE STRIVE TO RECRUIT A CROSS SECTION OF OUR COMMUNITY TO SERVE THE PUBLIC AND HA VE BEEN SUCCESSFUL IN THIS EFFORT~ THE 31 MEMBER RECRUIT CLASS THAT IS NOW IN TRAINING IS MADE UP OF 23 PERCENT MINORITIES AND 13 PERCENT FEMALES. THE AVERAGE RECRUIT IN THIS CLASS HAS COMPLETE OVER 3 1/2 YEARS OF COLLEGE. e e EMPLOYEE MORALE FOR A SERVICE ORGANIZATION, EMPLOYEE MORALE IS A CRUCIAL ELEMENT THAT I ALWA YS KEEP AT THE FOREFRONT OF MY STAFF'S MIND. WE ARE AT A CRITICAL POINT IN TIME RELATING TO THIS ISSUE. I FEEL THAT WE HA VE DONE A GOOD JOB EXPLAINING THE RAMIFICATIONS OF THE CURRENT ECONOMIC SITUATION TO OUR EMPLOYEES AND HAVE THEIR UNDERSTANTIING. WITH AN INCREASING COST OF LIVING, PARTICULARLY HEALTH CARE COSTS AND OUR INABILITY TO ASSURE THE EMPLOYEE THAT THEY WILL SEE SOME RELIEF IN THE NEAR FUTURE WE ARE CHALLENGING MANAGERS AND SUPER- VISORS TO KEEP MORALE AT THE DESIRED LEVEL. WE HAVE, AND WILL CONTINUE TO PERSEVEREI e STEPS TAKEN - ETTRICK VILLAGE - REPORTING AREA 74 - PARK LEE GARDENS - ACTF - D .A.R.E. e e e ETTRICK VILLAGE WE ADOPTED A MODIFIED COMMUNITY POLICING PROGRAM IN THE VILLAGE OF ET- TRICK IN JULY 1991~ THE GOALS OF THIS PROGRAM INCL.UDED THE DEVELOPM.ENT OF A CLOSER RELATIONSHIP WITH THE CITIZENS BY INFORMING THEM OF CRIME PREVENTION TECHNIQUES AND BY ASSISTING lHEM IN OBTAINING NEEDED SERVICES FROM OTHER AGENCIES AND OVERALL CRIME REDUCTION WITH EMPHASIS ON BURGLARIES, LARCENIES~ AND VANDALISM~ IT IS A MULTI-FACETED PROGRAM THAT HAS BEEN ACCEPTED BY THE RESIDENTS OF THE AREA AND WITH SIX MONTHS BEHIND US WE FEEL THAT WE ARE ON THE RIGHT TRACK. WE HA VE NOTED A REDUCTION IN THE NUMBER OF CALLS FOR SER VICE, AND A 44% REDUCTION IN THE NUMBER OF MAJOR OFFENSES WHEN COMPARED WITH A LIKE PERIOD IN TIlE PRECEDING YEAR. WE PLAN TO CONTINUE THE PROGRAM BECAUSE OF ITS SUCCESSES. REPORTING AREA 74 A SIMILAR PROGRAM WAS INSTITUTED IN A SECTION OF THE COUNTY THA T HAS HISTORICALLY EXPERIENCED A HIGH CRIME RATE. IT IS A 3/4 SQUARE MILE AREA BOR- DERED BY THE CITY OF RICHMOND, HULL STREET ROAD, WALMSLEY BL V.D, TURNER ROAD, AND BELMONT ROAD. OUR EFFORTS ARE BEING CONCENTRATED IN FIVE AP ARTrvIENT COMPLEXES~ lHIS COMMUNITY ACTION PROGRAM WAS DESIGNED TO INCORPORATED COMMUNITY POLICING AND EDUCATION OF THE PUBLIC IN CRIME RELATED MA TIERS SO TIIA T TIlE CITIZENS WOULD BECOME MORE INVOLVED IN THE PREVENTION OF CRIME AND IN REPORTING CRIMINAL ACTIVITY TO THE POLICE. WE HA VE EXPERIENCED SOME SIGNIFI- CANT IMPROVEMENTS IN THIS TARGETED AREA OVER THE PAST SIX MONTHS. MAJOR OFFENSESHA VE DECREASED BY 19 PERCENT AND DRUG RELATED CASES HA VEDECREASED BY 7 PERCENT WHEN COMPARED TO A LIKE PERIOD IN THE PRECEDING YEAR. e e PARK LEE GARDENS THE PARK LEE APARTMENT PROJECT IS ANOTHER SUCCESSFUL COMMUNITY POLICING PROGRAM WE HA VE BEEN INVOLVED IN FOR THE PAST THREE YEARS . INITIALLY WE INVOLVED OTHER SOCIAL AGENCIES SUCH AS THE HEALTH DEPARTMENT, EXTENSION SERVICE, YOUTH SERVICES AND OTHERS TO FORMULATE A COMPREHENSIVE PROGRAM TO REDUCE MAJOR CRIMES AND PROVIDE SERVICE FOR THE RESIDENTS. mERE HAS BEEN A SIGNIFICANT IN- CREASE IN THE NUMBER OF CALLS FOR SERVICE, BUT OUR HIGH INTENSITY PATROL EFFORTS HAVE BEEN SUCCESSFUL IN KEEPING MAJOR OFFENSES FROM RISING IN THIS AREA DURING TIlE PAST TWO YEARS. ACTF THE ANTI-CRIME TASK FORCE IS A SMALL, EXTREMELY FLEXIBLE COVERT INVESTIGA- TNE UNIT. THEIR MAIN EFFORTS ARE DIRECTED TOWARD TARGETING SPECIFIC CRIMES OR INDIVIDUAL CRIMINALS TO EFFECf ARRESTS. THEY WORK CLOSELY WITH THE SURROUNDING JURISDICTIONS COVERT UNITS FOR REGIONAL EFFORTS IN COMBA ITING CRIME. THE UNIT IS STAFFED WITH DETECTIVES iliA T UTILIZE HIGHLY TECHNICAL EQUIPrvtENT SUCH AS MOBILE ALARMS, NIGHT OPTICAL DEVICES, AND SOPHISTICATED SUR VEILLANCE EQUIPMENT. DURING 1990 THE UNIT IDENTIFIED AND WORKED ON 88 TARGETS iliA T RESULTED IN 40 SUSPECTS BEING ARRESTED FOR 119 DIFFERENT CRIMES. e . D.A.R.E. THE DARE PROGRAM IS PRESENTED IN OUR ELEMENTARY AND MIDDLE SCHOOLS BY 11 POLICE OFFICERS~ EVEN THOUGH IT IS DIFFICULT TO OBJECTIVEL Y MEASURE THE VALUE OF THIS PROGRAM WE ARE SEEING MANY POSITIVE BENEFITS~ THIS PROGRAM REACHES INTO THE HOME WHEN THE STUDENTS BRING NEW IDEAS RELATING TO DRUG USE TO THEIR FAMILIES~ TIME AND TIME AGAIN, OUTSIDE THE SCHOOL ENVIRON1\1ENT, PARENTS, TEACHERS, PROFESSIONAL PEOPLE, AND STU- DENTS CONTINUE TO COM1ffiNT ON mE VERY POSITIVE BENEFITS OF THE PROGRAM AS IT RELATES TO BUILDING SELF-ESTEEM AND TEACHING OUR CHILDREN TO ' 'JUST SAY NO TO DRUGS" . .... ~f ~ e COMKUNITY DEVELOPMENT Economic Development Building Inspections Utilities Environmental Engineering Planning Transportation e e e ENVIRONMENTAL EtlGINEERING Richard KcElfish - Director Fnnctions A. Street Signs - Manufacturing and installation. B. Street Lights - Coordinate with Virginia Power and developers. c. Drainage- 1. Plan .review and inspection of developers' proposal/projects. 2. Construction a~ County urbanizing - need County drainage study/plan. b. Need significant capital improvements for drainage. 3. Maintenance - Clearing, not weed control. 4. Floodplain enforcement. s. VDOT responsible for roadside ditches. D. Erosion and Sediment Control Plan review and inspection of developers. proposal/projects. E. Chesapeake Bay Water Quality Enforcement Plan review and inspection of developers' proposal/projects. .pN fA. tiOM I Po I IId-io /1 ]) f S( ha (q e.. [./ im ill Ii h '0,'1 .J.j5f fi'h F. NPDES Water Quality Enforcement 1. Inventory of current situation. 2~ Future - Big question. 2 PC/RFS/PCll e - Water RWlOff State law allows water discharge from a site to an "adequatell natural water course. "Adequate" - can handle runoff from a two (2) year storm. Impact downstream not considered. Developer can detain/regulate water runoff on site to meet two (2) year storm.threshold. 3 PC/RFS/PCll e e UTILITIES David Welchons - Director Enterprise Fund - No General Fund Support 250 Employees - Operating Budget - $30 million '. Capital Budget - $72 million FY 91 $18 million FY 92 Functions A. Treating and Distributing Water 64,299 water customers B. Collecting and Treating Wastewater 53.317 wastewater customers c. Plan Review and Inspection Developer Proposal/Project: D. Planning/Engineering System Improvements 1) Growth 2) Environmental Compliance 3) Improved Service Future Challen~es Complying with expanding Federal and State environmental requirements while maintaining affordable user rates. 4 PC/RFS/PCll e e Water (MGD) 1995 2005 2025 2035 Forecast Need 40.6 55.5 77.0 81.0 Availability 43.1 59.7 63.1 63.1 Surplus/Deficit 2..5 4.2 (13.9)* (17.9)* *Additional demand could be met by ARWA which is currently producing 46 MGD but could produce a safe yield of 77 HGD. Wastewater Treatment 1995 2005 2025 2035 Capacity Need 26.0 34.0 44.0 47.0 Availability 29.3 44.3 57.3 57.3 Surplus/Deficit 3.3 10.3 13.3 10.3 Funding *User Rates Avg. Customer $58.56 1800 cubic feet $24.82 water $33.74 sewer **Connection Fees Water - $3,092 Sewer - $1,465 *Lowest in Richmond area. **Highest in Richmond area. 5 PC/RFS/PCll . It Policy - Extensions to ExistinR Developmen~ 1. Residents Petition a. Agree to hook up b. Pay for extension cost 2~ Residents Petition a. Agree to hook up b. Board includes project in capital program - all users pay. Off-Site OversizinR Off-Site Developer required to extend utilities off-site - formula for repayment through connection fee. Oversize Developer required to oversize lines - formula for repayment of difference through connection fees. 6 PC/RFS/PC11 e - Policy for New Development - Use of Public Water Connection to County water supply is required when: 1) Any lot in a subdivision has an area less than one (1) acre, or 2) Any lot or parcel created after September 14, 1988, that: has an area less than one (1) acre. ........, , "---\ 3) An existing water line is less than 200 feet from the property line of a lot for which a building permit is sought. Policy - New Development Use of Public Wastewater Any individual structure for which a building permit has been obtained after September 14, 1988, and is within 200 feet of a quality wastewater service shall connect to the County wastewater system. 7 PC/RFS/PCll e e Septic Tank Policy Zoning after February 23, 1989, lots recorded after January 1, 1991. No less than 40,000 sq. ft. and shall have minUnum lot width of 120 ft. at building line. In any subdivision. average lot size shall be no less than 40,000 sq. ft. 90% must be at least 40,000 sq. ft. Remaining 10% no less than 30,.000 sq. ft. and minimum lot width of 120 ft. at building line. 8 \- PC/RFS/PCl1 e PLANNING Thomas Jacobson - Director Funding - :Fees and General FlUId Functions A. Zoning Request Analysis B~ Plans Review c. Zoning Enforcement D. Public Cotmter E. Comprehensive Planning F . Demographic Data/PDIS G. Commdssion/Board Support - H. Drafting. Graphics and Mapping 9 PC/RFS/PCll e Demographic Data/PIHS Prepare Demographic reports, population, housing, employment estimates and - projections. 1990 Census Redistricting PIMS/GIS - Information Automation , Development,. 10 e 2 PC/RFS/PCll e e Comprehensive and Community Planning Section Plans and Studies Prepare studies and amendments to County Comprehensive Plan (i.e. Upper Swift Creek, Hidlothian, Chester, Ettrick, Meadowville; currently preparing Southern and Western Area plans and Route 1/301 Corridor Plan). 48 Citizen meetings Facilitate projects resulting fram Plan adoption (i.e.,. Chester and Midlothian landscaping, Ettrick development). Kanage~ review and prepare report on Substantial Accord applications. 15 Substantial Accord reviews. 11 PC/RFS/PCll e e Proposed Work ProRram Southern and Western Area Plan Completion Route 1/301 Corridor Plan 1990 Census Summaries Revised Comprehensive Plan Summary Capital Program Review Riverfront Plan 12 PC/RFS/PCl1 e -- Zoning Enforcement Investigate, research and correct violations from zoning complaints 1,181 zoning complaints Landfill inspections 118 Landfill inspections Debris Manifest Program Staff assistance to Board of Zoning Appeals and report preparation 29 Variance requests 23 Special exception requests Mobile home application review and report preparation. 28 Mobile home applications Special projects 13 PC/RFS/PCl1 '"". 1 e - Public Counter Research and respond to citizen and developer questions. 7,075 Phone requests Review business licenses for zoning compliance. 3,928 Business license reviews Process applications. 557 Applications received Data entry into PIHS automated information system. 7 , 032 Other customers served Prepare zoning certificates. 76 Zoning certificates 14 PC/RFS/PC11 ~ ., .~~:~ ::>::~~~:;:::::::~~ ,:~7.:'" . ~:;:; ~~:::: ~ :~:~:::~~ r:: ~~: -: ~I ::~; ~ I _ ~ . . _ . . r _ I . 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(l) (D t1 0.. t10rtO::JJ1 CIl t:: I--' (t) (l) OJ Ul a.C G) o en :::J en ::s '"-"' · t1 rttnOJ'-'O 0 ~. ~ ::s CD I"Ij C o 0 rt::s ::s (t) · A '-""00 en c: I'd "'d o ~ 8 1-1 ~ G) n o ~ 2: to-3 t< t1 t';j ttJ ~ t-3 ~ tIj ~ ~ rn PROJDCTSCOMPLETED 86 - 91 Courts Building Human Services Data Processing · 1ST Radio Shop _ - -- - Robious Fire Station Dale Fire Station Airport Fire Station Addition to Cloverhill F.S. Nursing Home Laundry Youth Group Home Warehouse & Shop · Engineering Warehouse - General Services e It CURRENT PROJECTS Public Safety Training Building Public Safety Trainirtg Cen ter (Enon) Bon Air Library Addition Central Library Addition Midlothian Library 'Addition West Branch Library Enon Branch Library Center Point Fire Station Utility Building Riverside Regional Jail Fire Station #7 Fire Station #13 MHMRISA e e PUBLIC SAFETY TRAINING BUILDING . 2 Phase - Site Work - Building 75,000 SF .. . . Design - Complete . Total cost 6.6 Million (estimated) . Site Work to Bid March 92 · Building to Bid Fall 92 . Completion Date Spring 94 · Located North of 1ST on CC Governmen t Ceo ter P LIe SAFITY TRAINING CENTER tENON) . . High Speed Driving Course Urban Course Skid Pan Firing Range .: . Fire Training Building & Props Ra pelling Tower . Design Underway . Total Cost 6.9 Million- 7.3 Million if *Phased . Richmond Contribution 1.4 Million . Henrico Contribution 1.4 Million · Cost of Land $1.67 Million not Included e e "BON AIR LIBRARY · 15,600 SF Renovation & Addition . Total Cost $2.0 Million . Richmond Contribution $760,000 · Completion Date 15 June 92 e e CENTRAL LIBRARY . 26000 SF Addition . Total Cost $2.73 Million . Completion Date April 93 e e MIDLOTHIAN LIBRARY · Design Underway . 8000 SF Addition · Total cost $1.5 Million · Will Bid Fall 92 · Completion Date Spring 94 e e WEST BRANCH LIBRARY . Design Complete . 15400 SF New Library . Total Cost $2.63 Million · Project on Hold - Will Bid Fall 92 It e ENON LIBRARY . 4000 SF New Library . Total Cost $700,000 . Completion Date Sept. 92 e e CENTER POINT Fire Station . Project on Hold · Total Cost $2.3 Million . Land to be Proffered From Center Point Development e e UTILITY BUILDING . Design Underway . 28,000 SF For Utility Dept. . Total Cost $3.2 Million Est. . Completion Date January 94 e e RIVERSIDE REGIONAL JAIL . 1368 Bed Facility . Total Cost $58 Million . 1/2 Cost Paid By State . Chesterfield, Colonial Heights, Petersburg, Hopewell, Prince George, Charles City, Surry . Planning Study Complete · Design to Start May 92 . Completion February 95 e e FIRE STATION #7 . .., Cloverhill Station . 3000 SF Addition & Renovation . To tal Co s t $390,000 . Completion Date February 93 It e FIRE STATION #13 . Pllillips StatiC!" - II ~ . 1200 SF Addition . Total Cost $100,000 . Completion Date November 92 tit - MHMR/SA . 50,000 SF Addition & Renovation . Total Cost 6.2 Million . Completion Date October 92 FYl992 INFORMATION SYSTEMS TECHNOLOGY ORGANIZATIONAL PROFILE I. ORGANIZATION A Mission - Provide Information System Services In A Quality, Cost- Effective, And Time~y Manner To County, Constitutional, And Public School Organizations To Maximize Revenue I Initiatives And Increase The Productivity And Informational Effectiveness Of Chesterfield County Operations. B. Staff 68 c. . Budget .. . $4,468,600. D. Automation Plan - Fy 1992..Py 1996 Information Systems Plan E~ Trends And Directions 1. Large Multiple.. User Systems Will Continue To Be Targeted For The Mainframe Platform. Small To Medium Size Multiple-User And Standalone Systems Will Be Targeted For The Micro Platform. 2. Micro-Computer Networking Will Increase Among Departments. Integra- tion Between Micro-Computers And The Mainframe Computer Will Increase For Transfer Of Data and Cooperative Processing. 3 . Use OrThe Micro-Computer By End- Users As A Professional Workstation For Data Manipul ation And Analysis Will Increase. 4. New Technologies To Chesterfield County Will Include Electronic Mail, Electronic Document Management Systems (Imaging), Portable Data Entry Devices, And Relational DataBase System. 5. Office Automation Will Increase. 6. Automated Productivity Products For 1ST's Systems Development And Operations Staff. e e F. Future Enhancements 1. Tape Cartridge System 2. File Transfer (Mainframe/Micro) 3. Print Distribution (On-line) 4. Relational DataBase System 5. 1ST Productivity Products II. HARDWARE CONFIGURATION A Mainframe 1. IBM3090j180EProcessorComplex 2. 16.8 MIPS 3. 64 Meg Memory B. Disk Storage 1. (9)IBM3380jD&K 2. 42 Giga Bytes Storage c. Printers 1. (2) IBM 4245/20 (Impact) D. TaJJes 1. (7)IB~3420/6(1600/6250) E Communication Controllers 1. Local - (22) IBM 3174 & 3274 2. Remote - (1) IBM3745/170 e e III. SOFTWARE CONFIGURATION A Operating System - MVS /ESA B. Communications ~ CICS C.. Data Storage.. VSAM D. DataSecurity... Top Secret R Communications Monitor.. TMOM F. Network Control- N etview G. System Scheduler - ZEKE H Tape Library - TLMS I. Program Library - Panvalet J.. File Transfer-Ornni..Link K End-User Report Writer - Easytrieve L. Print Distribution - SAR M. Job Accounting. JARS N. ProgrammingLanguage-COBOL/COBOLTI O. Program Development- TSO/ISPF /Intertest P. Program Generator-APS IV. COMMUNICATIONS A Data 1. Fiber Optic Network. DatajVoice(CountyComplex) 2. Non-Switched Circuits - 22 (Outside County Complex) 3 . Terminals.. 961 4. Number Of Transactions Per Day.. 175,000 (Prime Shift) B. Voice 1. Premise Phone Switch - AT&T System 85 2. Remote Modules - 2 3. Number Of Users -1,800 e e v. MICRO-COMPUTERS A Local..Area-Networks -9 (Token-Ring & Novelle) 1. School Administration 2.. School Maintenance 3. General Services 4. Police 5. Economic Development 6. Budget 7. Treasurer 8. ISf 9. Real Estate Assessor B. Micro-Computers-643 . VI. DISTRIBUTED PROCESSING SYSTEMS A Treasurer - ICLSystem 25 B. Nursing Home... IBM System 36 c. PublicHealth-NCR 700 D. Mental Health - NCR 700 e e VII. BUSINESS SYSTEMS A Administration Of Government 1. General Ledger Accounting, School Finance 2. Purchasing/ Accounts Accounting, Purchasing, Payable jBudgetary Control Budget, School Finance, School Budget 3. Payroll Accounting, School Finance 4. Fixed Assets Accounting, School Finance 5. Mise.Accounts Receivable Accounting 6. Time And Attendance School Finance 7. Human Resources Human Resource Mgmt., School Hwnan Resources Board of SupeMsors ' , 8. Clerk To The Board Minutes 9. Citize~ Complaints County Administrator's Office 10. Voter Tabulation Registrar 11. Airport Management Airport 12. Risk Management Risk Management 13. Radio Inventory General Services 14. Storeroom Inventory And General Services Billing 15. Vehicle Maintenance General Services 16. Leaf Collection General Services ~ 17. Landfill Collection General Services 18. Refuse Collection General Services 19. Print Shop Management General Services 20. Office Management Multiple Departments 21. Desktop Publishing MuItiple Departments e - VII. BUSINESS SYSTEMS (CONTINUED) C~ Community Development 1. Planning Information Planning Management 2. Land Use Tracking Planning 3. Building Inspections Building Inspections 4. Debris Manifest Building Inspections, Engineering 5. Geo.. Based Processing Engineering 6. County Address Engineering 7. Land Disturbance Permits Engineering 8. Recordation Tracking Engineering 9. .Subdivision Review Engineering Tracking 10. Stormwater Management Engineering 11. Septic Permits Engineering 12. Capital Improvements Engineering Project Tracking 13. Customer Billing Utilities 14. Project Tracking Utilities 15. Warehouse Inventory Utilities 16. Electronic Document Utilities Management 17. Sewer Modeling Utilities 18. Pipe Flow Analysis Utilities 19. Computer-Aided Design Utilities 20. Operations & Maintenance Utilities Work Mgmt. 21. Rate Modeling Utilities 22. Facilities Management Utilities 23. Site Inventory Economic Development 24. Project Tracking Economic Development 25. Traffic Modeling Transportation 26. Highway Capaci ty Transportation 27. Office Management Multiple Departments 28. Desktop Publishing Multiple Departments e e VII. BUSINESS SYSTEMS (CONTINUED) D. Human Services 1. Social Services Social Services Information 2. Welfare Payments Social Services 3. Library Circulation Library 4. Requisitions Library 5. Bibliographical llbrary Cataloging 6. Client Services & Mental Health Billing 7. Nursing Home Information Nursing Home 8. Registration & Scheduling Parks & Recreation 9. Construction Cost Parks & Recreation Tracking . 10. Patient Care Management Public Healtb 11. Septic Tank Tracking Public Health 12. Tenant Management HousiI,1g 13. Office Management Multiple Departments 14. Desktop Publishing Multiple Departments e - VII. BUSINESS SYSTEMS (CONTINUED) E. Public Safety / Administration of Justice 1. Computer-Aided Dispatch Police 2. Records Management Police 3. Warrants Police, Sheriff 4. Property Management Police 5. Inventory Management Police 6. Annual Control Inventory Police 7. Vehicle Maintenance Police, Fire 8. Time Accounting Police, Fire 9. Investigations Property Police Tracking 10. Composite Drawing Police -11. Computer-Aided Dispatch Fire 12. Uniform Incident Fire Reporting 13. Training Management Fire 14. Apparatus Maintenance Fire 15. Hazardous Material Fire Tracking 16. Emergency Medical Fire Services Reporting 17. J ail Management Sheriff 18. Civil Papers Processing Sheriff 19. Home Incarceration Program - Sheriff 20. Deeds Recording Circuit Court Clerk 21. Jury Management Circuit Court Clerk 22. Set-Off Debt Circuit Court Oerk 23. Deed Records Retrieval Circuit Court Clerk 24. Case File Tracking Circuit Court Clerk 25. Law Ubrary Circuit Court Clerk 26. Oient Information Commonweal th's Attorney Management 27. Office Management Multiple Departments .. VII. BUSINESS SYSTEMS (CONTINUED) F. Public Schools 1. Student Registration 2. Student Attendance 3. Student Test Scoring 4. Student Scheduling 5. Student Grade Reporting 6~ Student Census 7. Geograp hie Information 8. Bus Scheduling 9. ' Office Management e High/Middle/Elementary Schools High/Middle/Elementary Schools High/Middle/Elementary Schools High/Middle Schools High/Middle Schools Planning Services Planning Services Planning Services Multiple Schools And DePe:utments e () o t::: CD n ,..... .... . o ~ (J}. W ?ft.(/) o () ~. ~ ~ (j) n ~ Io-l. n (1 tn }-J o ."#. ~ CD ~ ~ ::0 (b ~ ~ CD ~ ~ ::1 M- I>> r+ ..... . o ~ t..J 0\ "#. ~ I-i o "'d (b ~ '--G. 01 .....0 0...... a.u (l "1 tn o 5 CD ...... r-a tv tft () o 5 r-t- t..<: () o p.: (1) ,W ?ft. - t-4 ..... . ..... ~. cro. p) r+ ~.. o t3 ~ ~ ?ft. o ~ ~ ~ .~ . 0 t?j en' ~ r+~ .'~r ~ .PJ ~ -'r+- ~ . -(1) ~ .~ 0 o :;tj -~ ~ .~ ..... 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CLOSURE AND DEVELOPMENT COSTS ex COLLECTION PROGRAM · EXPAND OR CONTRACT? oc CONSOLIDATION WITH SCHOOLS: .-. MOTOR EQUIPMENT 4t CONSTRUCTION MANAGEMENT ~ tit . LEGAL SERVICES 4- WAREHOUSING/MAIL COURIER ex RADIO TOWER FOR 800 Mhz RADIO SYSTEM - GRANGE HALL AREA oc WAREHOUSE SPACE NEEDS e e January 24, 1992 LANDFILL TONNAGE FY 90 - 91 Tonnaqe Paid Unpaid Northern Area Landfill *Cost of Tonnage 32,192 $1.352.064 45,641 ($1.916.922) Southern Area Landfill Cost of Tonnage o 16,534 ($694.428) **Winterpock Dumpster site o o SUBTOTAL TONNAGE 32,192 62,175 SUBTOTAL COST OF TONNAGE $1,352,064 (2,611,350) % of TOTAL 34% 66% TOTAL TONNAGE 94,367 *Cost of tonnage is revenue that would be generated at full tipping fee. **winterpock Dumpster site included in Northern Area Landfill. * t:-t~ t-3 i ItI en ~ . 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CD l\JO Ii UlOl e e I ----" ;/ J/ e e e ..,- DEPARTMENTAL BRIEFING JANUARY 25, 1992 FIRE AND EMERGENCY MEDICAL SERVICES e e e e e e tit CHESTERFIELD FIRE DEPARTMENT MISSION STA TElIENT TO REDUCE DEATHS, INJURIES AND PROPERTY LOSS FROM FIRE, HAZARDOUS SITUATIONS, EMERGENCY MEDICAL SITUATIONS AND OTHER DISASTERS, BY PROVIDING EXCELLENT, STATE OF THE ART, PACE SETTING, LIFE AND , . PROPERTY PRESERVATION AND EMERGENCY SERVICES, UNHAMPERED BY TRADITION, WHILE RECOGNIZING OUR PEOPLE AS THE KEY TO OUR SUCCESS! 1 - e e CHESTERFIELD FIRE DEPARTMENT MAJOR RESPONSIBILITIES Protect our citizens 24 hours a day by delivering the following preventive services: e e CARDIO-PULMONARY RESUSCITATION TRAINING e CHESTERFIELD EMERGENCY PLANNING COMMITTEE e FIRE PREVENTION INSPECTIONS e PLANS REVIEW e CODE ENFORCEMENT e COAL MINE SAFETY e TRANSPORT ESSENTIAL COUNTY EMPLOYEES DURING INCLEMENT WEATHER e e SAFE KIDS COALITION 2 - e e CHESTERFIELD FIRE DEPARTMENT MAJOR RESPONSIBILITIES Respond to citizen emergencies 24 hours a day involving: e e FIRES e EMERGENCY MEDICAL CARE e RESCUE SITUATIONS e HAZARDOUS MATERIALS . NATURAL/MAN-MADE DISASTERS . . UNUSUAL CONDITIONS/CIRCUMSTANCES NOT ASSIGNED TO OTHER COUNTY AGENCIES e 3 t ~D~ e e e e e 9 e ....... a S e ~ Q N~ r a ~ Q z- e It - 9 Ofri\1f0 \YJV!!J II II II n n -< > 0 0 =-= :: t-' t!!! = c:: rr1 .. Z " Z ~ > ~ ~ ~ ... == c z n ~ :j N ~ Z 00 - e Sa: ~~ ~O n~ ~(J 0> ===~ C/"j ~ 3: 00 >- o :$ 00 o ~ n o ~ 2 (1 ~ ~ e <1 =- ro rIj ~ ro ~ ~ ro. t · ~ ~ e ~ e 00 e 00 ~ rIj > ~ ~ ro ~ Be 0 .......... CD CO 0 c..u t--r- co ~ co ~ ~ ::0 t:rj ~ n ~ > co l"4 01 ~ [fJ ~ CO CO I 0") ~ ~ t:rj CO a:: -.J rn ~ n ~ > CO ~ CO L"4 if.1 ~ ~ CO I ~ . . - -. . _,~_'.' . ~~:.~. ~ I.;~: I. '. I ., .~I:' : .>:. ~.~;~; ~ ::: ~:::~:~~. :~:~~:~:~~::: I--'- c:.o ~ ~ 0 0 ~ > ~ l' CO n ~ > ~ L4 ~ U) L e CJl o o o ~ o o o o ~ C)l o o o ~ Z n F=rj ~ ~ ~ trJ tIj ... U) ~ ~ > ~ ~ tIj Z ~ e N ~ 0 .... c..u C,.:) ~ c..n I--io. ~ tTj ~ tIj ..,. ~ ~ ~ c.J ~ 0 U) ~ ~ ... N n n ~ ~ > ~ 0 01 ~ ... e rv ~ 01 01 Z UJ ~ CJ1 ~ ... CO ~ W <:D """"""" 0':) .... CJl c.n N e e e - e e 14,000 12,000 10,000 8,000 6,000 4,000 2,000 e e ANNUAL RESPONSES 3399 o 12458 92 101 . 5252 4768 4610 3719 78 79 80 81 82 83 84 85 86 87 88 89 90 91 8 6 e 0:>- ~ ~~ ~ .. > 0::0 ~ w> ~ o~ c..u~ ~ c.uW ~t;rj s= t:1 UJ Qj ~ ~ > 0 ~ ~ ~ ~ ::r> r \.D ~ e t:rj ~ ~ ~ U) ~ rn Z l'V ~ ~~ ~ .. ~ ~ g.;t:rj > U (00 c.J w> n .. > co~ C)1:= ~~ ~ c.otJj we ~ lVr -< co> ~z ~ (J ~ t:tj ~ e e e e 01 e ~ 0 N ~ ~ CO 0 ~ tI:1 (f.) ~ ~ 01 0 ~ Z trj ::0 ~ s:: UJ a:: ........ t:rj > Z C1 t%j C ..-3 t:tj ......... ~ s::: ........ M 7j Z n t?j ...... U) ::0 c..u ~ t:J:j a= ~ 0 ~ to 0 Z (JJ ~ trj c:: ~ t:tj s: --C ~ (j UJ ::r> ~ 0 ........ ::0 ~ ~ Z Z ~ (JJ I:' n ~ n (J) ........ t%j > 0 Z > trj .-3 Z ~ r t-3 UJ ~ trj ~ [fJ ~ e ~ ~ tzj n ~ > Z [fJ ~ n -J > W> -< ~ s;:: t:2:j ........ ~ :::0 t:j Z > ....... c: M () ~ (J) t:r:j 0 ~ t%j ~ > U) 0 ~ . . Z trj ....... ~ (/) U) ~ n CD t:tj n [JJ ~ C M ........ ~ <J s:: UJ 0 t?j .0 Z C t:) > CJ) d e It . - e It 1,000 e 500 o e e e ON AVERAGE WE WILL RESPOND. TO MORE THAN 3 HEART ATTACKS IN CHESTERFIELD COUNTY TODAY 1 , 196 12 SI e Cb ~ a ~ ~ ~ r-t- ~ a ~ ~ t--1 ~ ~ ~ ~ [ ~ ~ ~ ~ ~ N t::j ~ Dd ~ ~ ~ ~ t-tj ~ C) ~ ~ ~ b ~ ~VJ ~ to ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~ ~ ~ f2 ~ ~ ~ ~ Vj c;) Cr.;~~ ~ ~ a ~ d ~ CJ ~~ C] ~ ~ ~ ~ ~ 6 ~ ~ ~ ~ a ~ b Q ~ t"--t Vi ~ ~ ~ ~ N CJ ~ ~ ~ \J1 ~ t;j ~ ~ ~ ~ e ~ ~ ;0 ~ ~ CI) ~ &2 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ a ~ ~ ~~ ~ ~ \) ro ~ ~ CI) ~ c-;.... b ~ CJj b ~ ~ ~- a ~. b Ci) ~ ~ ~ ;:0 ~ ~~CJ)~ ~ ti3 ~ CI3 ~ ~ ~ ~ ~ ~~~~ ~ c;) E t;a ~ ~ ~~~~ ~ ~ ~ ~ Q ~ CJj C5 ~~ ~ ~ ~ ~ a~ a ~ ~ t:tj ~ b ~ ~ .0 ~ ~ ~ ~ c;) ~ ~ V5 trJ ~ e It e 171 PERCENT e . (:) ~ rg ~ -I:a- (J1 c>> -... m C) 0 C) 0. 0 -u ITI :n (') ~ m :z: OJ --I r- en II ^ -U 0) s: :D :z: en - 0 ):> :D r- oo II - G) -I 0 ^ -...... }> 0 -< r ~ en z en --L -I () e :n :l> z )> en -0 0 r :n -I r II ^ (j) .---.. C> 5: Z en It e ~ e. 91 e PERCENT .......... ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ 000 ~ ~ 0 0 ~ ~ ~ ~ . -u rTl :D 0 m z: ~ --I -U -0 f\..) .. :D OJ r- en - II 0 ^ --a. c....l :D ~ ~ :z - en ~ G) 0 )> r\) r e en -0 Ro c....:> I ~ [D r- U) en II ^ 0 tv C> s: -):> ~ z: en r C r en ~ - -- e e e e e e AVERAGE EMERGENCY TIME 1991 TIME IN HOURS 4 3 2 1 o MEDICAL CALLS FIRE CALLS HAZ MAT TEAM CALLS 16 e e - HAZARDOUS MATERIALS SITES u.s. EPA SUPERFUND SITES · C&R Battery: Lead contamination. 18 month cleanup, soil mixed. with concrete. It · nGSc: Chloroform, dichlorobenzene. tetrachlorethylene. chromium. In remedial investigation, VA. WATER CONTROL BOARD SITE · 1-95 & Woods Edge Rd.: Leaking under- ground storage tank. Cleanup by Chevron. BAILEY BRIDGE ROAD SITE · Lewis Dump: 500 drums of solvents. Sample analysis completed 12/91. Cleanup begins in January. Wells not contaminated. e 17 tit e e e - VOLUNTEER FIRE APPARATUS , RESPONSE COUNTY WIDE 1991 SATISFACTORY 48% UNABLE TO RESPOND 26% 3802 ALARMS LATE 26% TOTAL DEFICIENCIES 52% 1990: 3775 ALARMS, SATISFACTORY 45%, DEFICIENT 55% 18 e e e PERCENTAGES OF VOLUNTEER APPARATUS RESPONSE 1991 CHESTER M 60 . BENSLEY M 35 ROBIOUS B 27 "\ MIDLOTHIAN B 59 ENON M e CLOVER HILL W 32 MATOACA C 37 WAGSTAFF W 26 DALE D 46 ETTRICK C 35 PHILLIPS C 4 o 50 100 D SAT. ~ LATE j:fl:;~J~;liij1IiiI:1:1 NO e 19 e - ~ . e Our Philosophy Strive to always e leave the customers with more than they expected e 20 It -- e STRATEGIC PLANNING PROCESS, SECTION V FACTORS. SITUATIQNS OR CONDmfrNS IMPACTING THE FIRE DEPARTMENT 1992 - 1997 1. The Fire Department's role in Emergency Medical Services. 2. Staffing levels on operational units Dlust be reevaluated in view of the expanded Fire DepartlDent mission. 3. A transition from manual to automated and updated data systems. 4. Hazardous materials, increased requirements of the Superfund ArnendInent An Reauthorization Act (SARA). 5. As current apparatus reaches the end or its economical performance life, regular replacement is required. e 6. Operational needs, new government regulations, and declining volunteer financial capability. 7 . The Training and Safety Division requires more personnel, operational and capital resources to keep abreast of training and safety programs. 8. Additional fire stations and service areas will be a continuing concern as the population expands into previously undeveloped areas. 9. The demands created by complex industrial and commercial property require specialized training in heavy and tactical rescue on an increasing basis. 10. Current hiring needs require emphasis on recruitment in the areas of EEO/ AA employment. 11. Public safety continues to need the resources of a helicopter, especially in the areas of Fire, Emergency Medical Services t e (El\fS) and Emergency Services. 21 e e e FIRE STATIONS BY MAGISTERIAL DISTRICT Company District Supervisor 1 Chester Bermuda McHale 2 Manchester Clover Hill Warren 3 Bensley Bermuda McHale 4 Robious Midlothian Barber 5 Midlothian Midlothian Barber e 6 Enon Bermuda McHale 7 Clover Hill Clover Hill Warren 8 Matoaca Matoaca Colbert 9 Buford Midlothian Barber 10 Wagstaff Clover Hill Warren 11 Dale Dale Daniel 12 Ettrick Matoaca Colbert 13 Phillips Matoaca Colbert 14 Dutch Gap Bermuda McHale 15 Airport Dale Daniel e e e e RESCUE SQUAD STATIONS BY MAGISTERIAL DISTRICT Rescue Sqllil1l District Supervisor Forest View Station 2 Midlothian Barber e Forest View Station 3 Midlothian Barber Manchester Cloverhill Warren Bensley Bermuda Main Base Bermuda McHale Bensley Bermuda Station 2 Bermuda McHale Ettrick Matoaca Matoaca Colbert e