STAFFING PLAN FINAL REPORT

CITY OF NORTH LAS VEGAS POLICE DEPARTMENT STAFFING PLAN FINAL REPORT SEPTEMBER 22, 2003 KGA ARCHITECTURE WITH DANIEL C. SMITH AND ASSOCIATES

City of North Las Vegas ACKNOWLEDGMENTS KGA Architecture with Daniel C. Smith and Associates

City of North Las Vegas ACKNOWLEDGEMENTS This project was undertaken as a collaborative effort between the Consultants (comprised of KGA Architecture and Daniel C. Smith and Associates) North Las Vegas Public Works Engineering, and the North Las Vegas Police Department. The Consultants express their thanks to the following city staff who provided invaluable information. Those persons denoted with an asterisk served as members of the Project Team, as described in the Section I, Project Purpose, of this document. Florence Buchanan, Police Department Randy Cagle, Public Works Captain Joe Chronister, Police Department* Lieutenant Victor Dunn, Police Department* Assistant Chief Joe Forti, Police Department* Robert Harary, Public Works* Misty Haehn, Development Services Robert Huggins, Public Works* Johanna Murphy, Development Services Al Noyola, Manager, Police Department* Chief Mark Paresi, Police Department* Sandra Sawyer, Manager, Police Department* Captain Tony Scott, Police Department* KGA Architecture with Daniel C. Smith and Associates Page a

City of North Las Vegas TABLE OF CONTENTS KGA Architecture with Daniel C. Smith and Associates

City of North Las Vegas TABLE OF CONTENTS ACKNOWLEDGEMENTS... a TABLE OF CONTENTS... i EXECUTIVE SUMMARY... I SECTION 1 PROJECT BACKGROUND AND OVERVIEW... 1 1 SECTION 2 HISTORICAL TRENDS... 2 1 2.1 Section Overview... 2 1 2.2 Calls for Service... 2 1 2.3 Police Staffing Levels... 2 2 2.4 Other Service Demand Indicators and Trends... 2 3 SECTION 3 SERVICE DEMAND PROJECTIONS... 3 1 3.1 Section Overview... 3 1 3.2 Annexations... 3 1 3.3 Population Forecast...3 2 3.4 Community Generated Calls for Service... 3 6 3.5 Area Command Plan...3 9 3.6 New Area Command Facilities...3 12 3.7 Facility Space Projections...3 16 SECTION 4 STAFF PROJECTIONS... 4 1 4.1 Section Overview... 4 1 4.2 Methodology... 4 1 4.3 Analysis of Comparative Cities Police Staffing, Workload, and Budgets...4 2 4.4 Organizational Evolvement...4 7 4.5 Determination of Patrol Staff Requirements...4 10 4.6 Area Command Staffing Plans...4 11 4.7 Department-wide Staff Projections and Specific Plan...4 12 4.8 Concluding Comments and Recommendations...4 15 KGA Architecture with Daniel C. Smith and Associates Page i

City of North Las Vegas TABLE OF CONTENTS APPENDICES Appendix A City Population and Calls for Service Projections by Traffic Analysis Zones... A 1 Appendix B Detailed Area Command Staffing Plan... B 1 Appendix C Detailed Department-wide Staffing Plan... C 1 Appendix D Other Comparative Staffing Data... D 1 Bibliography KGA Architecture with Daniel C. Smith and Associates Page ii

City of North Las Vegas EXECUTIVE SUMMARY KGA Architecture with Daniel C. Smith and Associates

City of North Las Vegas EXECUTIVE SUMMARY Overview This report documents the substantial population growth that North Las Vegas is anticipated to experience and expected impacts of future city development on the North Las Vegas Police Department s (NLVPD) staffing levels, organizational structure and operations. As this document will demonstrate, the forecasted rate in the rise of the City s population far outdistances that of nearly any municipality in the nation. Consequently, envisioning the make-up of the NLVPD 20-25 years from now requires the City to view its Police Department under an ever-changing paradigm and to continue updating its business plan to proactively meet future needs and forecasted city demand for police services. The Consultants (as identified in this document s Acknowledgements section) developed this study with the intent of providing the City with the most accurate and comprehensive information and forecasts possible, in order to allow city decision-makers to plan for the growth that will inevitably occur. We stress however, that given the rapid rate of growth that North Las Vegas is forecasted to experience, the assumptions, forecast, and plans documented here should be routinely reviewed and revised as appropriate. Report Summary Total NLVPD authorized full-timeequivalent positions will increase from 331 to 1,178 full-time equivalent positions, or 256%, between year-end 2002 and city build-out, which is estimated to occur sometime between 2020 and 2025. (Reference Section 4.7) The rate of increase in staff will outpace the growth in city population, which is forecasted to increase to 454,348 persons by city buildout. This expansion in population equates to a total increase of 230% (7% annually) between the yearend 2002 and city build-out and 292% over the year 2000 Census figure of 115,953 persons. (Refer- ence Section 3.3) 1,600 1,400 1,200 1,000 800 600 400 200 - Staffing Plan Projections Summary Total projected staff increase: 256% 2002 Level 2003 2004 2005 2010 2015 Build-Out Consequently, between year-end 2002 and city build-out, the ratio of total NLVPD staff per 1,000 population will increase from 2.39 to 2.59 and the ratio of total sworn staff will increase from 1.44 to 1.82 per 1,000 population. This increase in staffing rates per 1,000 population served is corroborated by nationwide data which demonstrates that after city populations exceed 100,000 persons, staff to population ratios typically increase. (Reference Section 4.3.3) KGA Architecture with Daniel C. Smith and Associates Page I

City of North Las Vegas EXECUTIVE SUMMARY Community generated calls for service (the nationally recognized primary workload generator for law enforcement agencies) has been forecasted to increase by 268% percent between the baseline year 2000 data and city build-out. This projected rate of increase is somewhat less than the rate of increase in population, and is largely due to applying a specific per capita rate of calls for service to anticipated future residential development. The selected per capita rate is lower than the average experienced citywide. (Reference Section 3.4) Four Area Commands will be required to serve the build-out population. Each Area Command is anticipated to serve a minimum of 100,000 persons. These Commands will service a total estimated land area of 88.3 square miles, or an additional 8.8 square miles than currently falls within the incorporated area of North Las Vegas. Reference Exhibit A on the following page. When fully occupied, each Area Command will house approximately 135 staff, with the exception of the Area Command which should be collocated with a new Headquarters facility. As the NLVPD increases in size, its organizational structure will become increasingly complex and its functions will become more specialized. This supposition was substantiated by the Consultant s research of comparative law enforcement agencies that currently serve populations in the range that North Las Vegas is anticipated to reach by city build-out. (Reference Section 4.3) New specific functions that are anticipated to be added to the NLVPD include: Risk Management; Strategic Planning Division; Traffic Division Investigations; Domestic Violence, Child Abuse, and Sex Crimes Investigations Division; Computer Crimes Investigations; a Crime Lab Section, Information Technology Division, and a Human Resources Section. (Reference Section 4.4). Note that North Las Vegas also has Information Technology and Human Resources functions that are not part of the NLVPD. Regardless, North Las Vegas will have to add positions for these functions to support NLVPD whether they will fall within the NLVPD organizational structure, or elsewhere. The Consultants used a multi-faceted approach to develop the staff projections and staffing plans documented in this study. These approaches included: 1) analyzing historic city demand for police services, police workload, police staffing, and city law enforcement expenditure levels; 2) projecting population and in turn, community generated calls for police service; 3) applying a nationally recognized staffing model to determine patrol staffing requirements; 4) applying industry-standard supervision to staff ratios; 5) accounting for anticipated changes in organizational structure and increasing specialization of police functions; and, 6) accounting for the operational impacts that would result from establishing four Area Commands. KGA Architecture with Daniel C. Smith and Associates Page II

ALLEN CLAYTON REVERE COMMERCE 5TH BRUCE LOSEE NELLIS LAMB COMMERCE BRUCE CIVIC CENTER PECOS City of North Las Vegas EXECUTIVE SUMMARY Exhibit A: Area Command Locational Centroids MOCASSIN ROAD FWA FNA IRON MOUNTAIN ROAD NWA NCA GRAND TETON DRIVE 3 FEA IRON MOUNTAIN ROAD NEA GRAND TETON DRIVE City of North Las Vegas Police Districts and Neighborhoods OLA OLB OLC SPW ELKHORN RD ELKHORN RD LAS VEGAS WASH SMN ELN INF SPE DECATUR CENTENNIAL CENTENNIAL 4 SMC ELC INE ANN SMS 2 ELS COUNTY ANN WASHBURN IND LONE MOUNTAIN LONE MOUNTAIN CRAIG REC RED ALEXANDER REE INC I 15 WWM CRAIG VALLEY RANCHO REA GOW AN APT SIMMONS REB CRM CHEYENNE WPK HGH RGL INB CARTIER CAN CAA LAKE MEAD MARTIN L KING CAREY INA FDP VLV VGB WMS CBS ROS JDS CHW 1 CHE NOP PKN DTC CTP NMA CBN JBG CBW CBC LAS V EGAS CHEYENNE LAKE MEAD ARA EVE CBE CPK OW ENS Adam District Baker District Charlie District David District Edward District Frank District Henry District Police Neighborhoods W N S E This map is for display purposes onl y and is not to scale. June 2002 North Las Vegas Police Department Mark S. Paresi, Chief of Police NOTE: The three letter abbreviations and areas outlined in blue denote Police Neighborhoods. KGA Architecture with Daniel C. Smith and Associates Page III

City of North Las Vegas SECTION 1 PROJECT BACKGROUND AND OVERVIEW KGA Architecture with Daniel C. Smith and Associates

City of North Las Vegas SECTION 1 PROJECT BACKGROUND AND OVERVIEW Project Background The North Las Vegas Police Department (NLVPD) was established in 1946 to serve a population of approximately 3,000 persons and a jurisdiction of 2.5 square miles. Since that time, North Las Vegas has undergone immense change and expansion. As a result of continuing annexations, the City encompasses a total of 79.5 square miles, as of June 2003. This increase in the City s geographical size has negatively impacted the NLVPD s ability to serve such a large area from its single Headquarters and Area Command facility (located at 1301 E. Lake Mead Blvd), in terms of time to deployment and the growing need for community-based facilities in key areas of the City. Exhibit 1.1 illustrates the historical increase in total city land area. Exhibit 1.1: City Growth in Total Land Area Further, as shown in Exhibit 1.2, the population of North Las Vegas has grown from 54,598 in year 1992 to 137,691 in 2002 an increase by 83,093, or 152%. This population growth combined with previous annexations has generated ever-increasing demand on all city resources, including the NLVPD. KGA Architecture with Daniel C. Smith and Associates Section 1 Page 1

City of North Las Vegas SECTION 1 PROJECT BACKGROUND AND OVERVIEW Exhibit 1.2: Historical Population Growth City Population Growth 1992-2002 140,000 120,000 100,000 80,000 60,000 40,000 20,000-1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Project Purpose As the NLVPD has grown over time, its facilities have become more overcrowded and increasingly less functional. Given these conditions and the City s recognition that it is poised for continued rapid and considerable growth, North Las Vegas is developing a plan to identify the NLVPD S facilities needs between now and build-out, as defined in Section 3. Key factors, that in large part will determine the basis for the NLVPD s future facilities needs are: anticipated staffing levels, evolving department organizational structures, and the department s specific mode of operations. Therefore, North Las Vegas has commissioned this Police Department Staffing Plan to provide an integral step in the development of future police facilities and to serve as a budgetary forecasting tool for future use. This study was developed during the spring and summer of 2003 with construction scheduled to commence in the fall of 2003 for the new Area Command at Washburn and Allen streets (the Washburn Community Police Facility). The terms Consultants and Project Team are used throughout this document. The Consultants are KGA Architecture and Daniel C. Smith and Associates. The Project Team was directed by the Consultants, and is comprised of those persons listed with an asterisk under the Acknowledgements section of this report. Project Caveats and Constraints Significant portions of this study address long-range planning issues that include: forecasts of population growth, city annexations, police calls for service, and anticipated staffing levels. Considering the substantial KGA Architecture with Daniel C. Smith and Associates Section 1 Page 2

City of North Las Vegas SECTION 1 PROJECT BACKGROUND AND OVERVIEW and rapid population growth that is projected to occur, all forecasts and assumptions used in this report should be monitored and updated on a periodical basis. Although many cities update their long-range plans in fiveyear intervals, the pace of growth in North Las Vegas dictates the need for more frequent reviews. Further, although not the focus of this report, the substantial increases in staff that are forecasted within this report will have a significant impact on the City s budget and resulting expenditures. Therefore, the Consultants emphasize that the NLVPD and City Finance should work closely together in terms of monitoring the forecasts contained in this report, and the implementation of the staffing plans provided in this document. KGA Architecture with Daniel C. Smith and Associates Section 1 Page 3

City of North Las Vegas SECTION 2 HISTORICAL TRENDS KGA Architecture with Daniel C. Smith and Associates

City of North Las Vegas SECTION 2 HISTORICAL TRENDS 2.1 SECTION OVERVIEW This section documents salient trends in historical demand for police services and how the NLVPD has responded to these events. The Consultants have used this data to develop several alternative staffing futures by conducting a number of trend-line projections. While more specific (and more likely) futures have been developed by the Consultants (the subject of subsequent sections in this document), the trend-line forecasts formulated from the data discussed in the next section should nonetheless provide logical expected parameters of future police staffing levels and, to a degree, serve as validation for the definitive staffing forecast provided in Section 4 of this document. The Project Team compiled 10 years of historical data (1992-2002) for analysis. 2.2 CALLS FOR SERVICE The NLVPD categorizes police calls for service (CFS) in the following general aggregates: Total Calls, Community Generated Calls, and Officer Initiated Calls. Community Generated Calls for Service (CGCFS) volume has been widely adopted throughout the nation as the primary workload generator for police departments. A Community Generated Call is one that obligates an officer to respond. For police staff, therefore the call is reactive in nature. Officer Initiated Calls for Service (OICFS) are those established as a result of: a) an officer s own actions or observations; b) an officer being signaled for help by a citizen; and/or, c) by deploying themselves as a backup to another officer servicing a call. The NLVPD has divided CGCFS into Priority 1 and Priority 2 events. In general, Priority 1 calls are those calls which are urgent while Priority 2 calls are routine. Exhibit 2.1 provides a comparison of past population change versus the volume of CGCFS. As shown, city population grew at a faster rate than the increase in CGCFS, 152.2% versus 40.4% respectively. Stated in other terms, the CGCFS rate per 1,000 population declined from 1,470 to 818. However, the majority of this decline was prior to 1998, and since that time, the CGCFS rate per 1,000 population has generally shown an upward trend. As a result of changes in CFS coding that occurred in 1997, the Project Team surmises that it was not dealing with consistent data over the entire 10-year period, and therefore believes that the rates experienced more recently, from 1998-2002, are more indicative of what can be expected in the future. Exhibit 2.1: Community Generated Calls For Service Volume and Population Change 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 - Community Generated CFS Versus Population 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 - Population Total Community Generated Calls KGA Architecture with Daniel C. Smith and Associates Section 2 Page 1

City of North Las Vegas SECTION 2 HISTORICAL TRENDS 2.3 POLICE STAFFING LEVELS Subsequent Exhibit 2.2 charts the change in police staff staffing levels between years 1992-2002. As illustrated: Total police staff increased from 166 to 329 authorized positions, equating to a net increase of 163 positions, or 98.2%. The increase in civilian staff outpaced that of sworn positions, 114% versus 31% respectively, reflecting a continued emphasis on converting as many sworn positions to civilian status in order to reduce overall staffing costs. Although Police staff levels generally kept pace with population growth in the early and mid 1990 s, this was not the case from 1997 to 2002, when total staff per population declined from 3.17 to 2.39. Sworn staff per 1,000 also declined from 2.04 in 1997 to 1.58 by year-end 2002. Exhibit 2.2: Historical Police Staffing Levels and Population Change Historical Trends 1992-2002 Sworn and Non-Sworn Staff Historical Trends 1992-2002 Total Police Staff 250 400 350 Net Increase: 1992-2002 98.2 Percent; 163 Personnel 200 300 150 250 200 100 150 1992 Level 50 100 50-1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002-1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Non-Sworn Staff Sworn Staff Total Staff Versus Population 500.0 Population 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 450.0 400.0 350.0 300.0 250.0 200.0 150.0 100.0 50.0 Total Staff - 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 - Population Total Staff KGA Architecture with Daniel C. Smith and Associates Section 2 Page 2

City of North Las Vegas SECTION 2 HISTORICAL TRENDS 2.4 OTHER SERVICE DEMAND INDICATORS AND TRENDS Reported Crime: Exhibit 2.3 demonstrates a comparison of reported crime versus population levels in terms of Part 1 (serious) offenses, subcategorized by violent and property crime types. Figures for the year 1992 were not available. Accordingly, between 1993 and 2002: Violent crimes decreased by 14.4%, mirroring nationwide trends. This decline when combined with the City s rapidly growing population resulted in the rate of violent crimes per 1,000 population decreasing by 58.3% (data provided on line 21 of Exhibit 2.5 provided later in this Section). In contrast, property crimes increased by 31.6%. Although this increase was significantly less than the expansion in population, the Project Team surmises that the increase was related to the City becoming proportionately more residential, with growing number of newer, relatively more expensive homes than in older sections of the City, and higher household incomes. In essence, these factors have created more crime targets for criminals. Regardless, the rate of Part 1 property crimes per 1,000 population decreased by 41.6% (data also provided on line 22 of Exhibit 2.5). Exhibit 2.3: Reported Serious Crime Versus Population Part 1 Violent Crimes Versus Population Part 1 Property Crimes Versus Population 160,000 2,500 160,000 1,400 140,000 120,000 2,000 140,000 120,000 1,200 1,000 Population 100,000 80,000 60,000 1,500 1,000 Arrests Population 100,000 80,000 60,000 800 600 Arrests 40,000 20,000 500 40,000 20,000 400 200-1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 - - 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 - Population Violent Crimes Population Property Crimes Arrest Rates: Exhibit 2.4 provides a synopsis of arrest trends in the City. Again, data was available only for years 1993-2002. As charted: The volume of adult arrest increased by 37%, while the arrest rate per 1,000 population decreased by 32.8%. The volume of juvenile arrest decreased by 31.2%, and the arrest rate per 1,000 population decreased by 69.4%. Total arrest, therefore, increased by 25.4% while the total arrest rate per 1,000 population decreased by 44.3%. KGA Architecture with Daniel C. Smith and Associates Section 2 Page 3

City of North Las Vegas SECTION 2 HISTORICAL TRENDS Exhibit 2.4: Arrest Trends Adult Arrests Versus Population Juvenile Arrests Versus Population 160,000 10,000 160,000 1,400 140,000 120,000 9,000 8,000 7,000 140,000 120,000 1,200 1,000 Population 100,000 80,000 60,000 6,000 5,000 4,000 Arrests Population 100,000 80,000 60,000 800 600 Arrests 40,000 20,000 3,000 2,000 1,000 40,000 20,000 400 200-1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 - - 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 - Population Arrest Population Arrest Other Significant Trends: Exhibit 2.5 provides detailed annualized data that served as the basis for Exhibit 2.4 and for the discussion of these additional significant trends: The average call for service stack time (line 16) increased from 17.57 to 23.46 minutes. Stack time is defined as the amount of time expired from the time the call is received to the time a call is dispatched. Calls are placed on hold, or stacked until an officer is available for service. The increase in stack time is indicative of an insufficient level of officers to maintain a consistent level of service response. Recognize that the average stack time includes Priority 2, or routine calls, which comprise ap- proximately 85% of all CGCFS. The average travel time (line 17) for officers to respond to a call for service increased from 5.08 to 5.62 minutes, which most likely stems from higher traffic volumes, and an increased developed acreage within the City. The volume of traffic investigations (line 24) generally paralleled the increase in city population, increasing by 104.9% over the stated period. The volume of citations issued (line 25) also generally paralleled the increase in city population, increasing by 96.2%. Total city expenditures (line 50) outpaced those for the NLVPD, increasing by 152.5% versus 123.7%. Note that these figures have not been adjusted for inflation. Police expenditures per capita (line 51) declined substantially from $206.29 expended per capita in 1992 to $183.01 per capita in 2002. Considering these figures have not been adjusted for inflation, city spending levels per capita have declined appreciably. KGA Architecture with Daniel C. Smith and Associates Section 2 Page 4

City of North Las Vegas SECTION 2 HISTORICAL TRENDS Exhibit 2.5 NLVPD Historical Trends Detailed Data (Sheet 1 of 3) Population: Total Total % Annual 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Change Change Rate 1 NLV - Incorporated 1 54,598 61,105 68,474 75,375 80,066 88,559 94,480 101,841 115,953 125,196 137,691 83,093 152.2% 9.7% Service Area 2 Incorporated Sq. Mi. 54.10 54.10 54.10 76.50 76.50 76.50 76.50 76.50 78.60 79.50 79.50 25.40 47.0% 3.9% WORKLOAD GENERATORS AND SERVICE LEVELS Calls for Service - Volume Total Calls 3 Annual Calls 162,288 177,324 180,841 189,182 192,134 197,010 211,622 222,565 218,792 223,692 245,556 83,268 51.3% 4.2% 4 Average Per Day 445 486 495 518 526 540 580 610 599 613 673 228 51.3% 4.2% Community Generated 5 Annual Calls 80,254 81,738 85,260 88,695 87,228 90,140 89,688 91,887 96,074 99,773 112,649 32,395 40.4% 3.4% 6 Avg. Per Day 220 224 234 243 239 247 246 252 263 273 309 89 40.4% 3.4% 7 Priority 1 Calls 17,798 18,596 16,865 18,091 17,390 10,407 14,507 14,915 11,961 17,058 21,123 3,325 18.7% 1.7% 8 Priority 2 Calls 144,490 158,728 163,976 171,091 174,744 186,603 197,115 207,650 206,831 206,634 224,433 79,943 55.3% 4.5% Officer Initiated 9 Annual Calls 82,034 95,586 95,581 100,487 104,906 106,870 121,934 130,678 122,718 123,919 132,907 50,873 62.0% 4.9% 10 Avg. Per Day 225 262 262 275 287 293 334 358 336 340 364 139 62.0% 4.9% Calls for Service - Rate Per 1,000 NLV Population 11 Total Annual Calls 2,972 2,902 2,641 2,510 2,400 2,225 2,240 2,185 1,887 1,787 1,783-1,189-40.0% -5.0% 12 Community Generated 1,470 1,338 1,245 1,177 1,089 1,018 949 902 829 797 818-652 -44.3% -5.7% 13 Priority 1 326 304 246 240 217 118 154 146 103 136 153-173 -52.9% -7.3% 14 Priority 2 2,646 2,598 2,395 2,270 2,182 2,107 2,086 2,039 1,784 1,650 1,630-1,016-38.4% -4.7% 15 Officer Initiated 1,503 1,564 1,396 1,333 1,310 1,207 1,291 1,283 1,058 990 965-537 -35.8% -4.3% Calls for Service - Performance 16 Average Stack Time 17.57 18.19 17.02 19.07 15.82 23.06 26.89 25.31 25.94 28.40 23.46 5.89 33.5% 2.9% 17 Average Travel Time 5.08 5.02 5.01 5.24 5.56 5.58 5.62 5.57 5.81 5.64 5.62 0.54 10.6% 1.0% Reported Crime - Volume Part I Offenses (1993-02) 18 Violent Crimes No Data 1,519 1,682 1,618 1,368 1,367 1,241 1,197 1,193 1,353 1,300-219 -14.4% -1.7% 19 Property Crimes No Data 4,617 4,810 4,954 4,795 4,857 4,788 4,851 5,669 5,466 6,077 1,460 31.6% 3.1% 20 Total No Data 6,136 6,492 6,572 6,163 6,224 6,029 6,048 6,862 6,819 7,377 1,241 20.2% 2.1% KGA Architecture with Daniel C. Smith and Associates Section 2 Page 5

City of North Las Vegas SECTION 2 HISTORICAL TRENDS Exhibit 2.5 NLVPD Historical Trends Detailed Data (Sheet 2 of 3) Total Total % Annual 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Change Change Rate WORKLOAD GENERATORS AND SERVICE LEVELS Reported Crime - Rate Per 1,000 Population Part I Offenses (1993-02) 21 Violent Crimes No Data 24.9 24.6 21.5 17.1 15.4 13.1 11.8 10.3 10.8 9.4-15.4-62.0% -10.2% 22 Property Crimes No Data 75.6 70.2 65.7 59.9 54.8 50.7 47.6 48.9 43.7 44.1-31.4-41.6% -5.8% 23 Total No Data 100.4 94.8 87.2 77.0 70.3 63.8 59.4 59.2 54.5 53.6-46.8-46.6% -6.7% Traffic Volume and Demand: 24 Accident Investigations 1,744 1,789 2,209 2,451 2,654 2,863 2,896 2,992 3,081 3,333 3,573 1,829 104.9% 7.4% 25 Number of Citations 12,586 22,225 16,479 14,191 16,795 13,468 19,125 24,550 23,904 23,264 24,700 12,114 96.2% 7.0% Arrests - Volume (1993-02) 26 Adult No Data 5,124 5,409 5,584 5,315 5,763 6,808 7,000 6,928 6,739 7,034 1,910 37.3% 3.6% 27 Juvenile No Data 1,072 893 806 844 799 1,026 835 814 767 738-334 -31.2% -4.1% 28 Total No Data 6,196 6,302 6,390 6,159 6,562 7,834 7,835 7,742 7,506 7,772 1,576 25.4% 2.6% Arrests - Per 1,000 Population 29 Adult No Data 83.86 78.99 74.08 66.38 65.08 72.06 68.73 59.75 53.83 51.09-32.77-39.1% -5.4% 30 Juvenile No Data 17.54 13.04 10.69 10.54 9.02 10.86 8.20 7.02 6.13 5.36-12.18-69.4% -12.3% 31 Total No Data 101.40 92.03 84.78 76.92 74.10 82.92 76.93 66.77 59.95 56.45-44.95-44.3% -6.3% Other Workload Indicators 32 Total Reports Generated 16,007 17,465 18,525 19,879 19,390 20,909 21,207 22,192 24,003 28,052 29,192 13,185 82.4% 6.2% Investigations - Volume 33 Total Cases Assigned 3,248 6,458 3,595 3,089 2,823 3,279 3,592 3,035 3,132 3,302 3,493 245 7.5% 0.7% 34 Cases To Prosecution 386 1,183 1,213 1,269 1,070 1,234 1,237 1,067 1,022 1,118 1,327 941 243.8% 13.1% Investigations - Per 1,000 City Population 35 Total Cases Assigned 59.49 105.69 52.50 40.98 35.26 37.03 38.02 29.80 27.01 26.37 25.37-34.12-57.4% -8.2% 36 Cases To Prosecution 7.07 19.36 17.71 16.84 13.36 13.93 13.09 10.48 8.81 8.93 9.64 2.57 36.3% 3.1% Communications 37 Total Radio Calls 228,072 242,849 245,217 255,235 264,317 282,758 315,828 338,987 330,413 343,611 367,824 139,752 61.3% 4.9% 38 911 Calls 2 No Data 31,413 32,795 35,843 34,910 36,915 38,080 36,886 45,513 47,386 51,236 19,823 63.1% 5.6% KGA Architecture with Daniel C. Smith and Associates Section 2 Page 6

City of North Las Vegas SECTION 2 HISTORICAL TRENDS Exhibit 2.5 NLVPD Historical Trends Detailed Data (Sheet 3 of 3) Total Total % Annual 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Change Change Rate STAFFING, BUDGET, AND SERVICE LEVELS 1 2 3 Police Staffing Levels Full-Time-Equivalents 39 Sworn 114.0 126.0 133.0 134.0 159.0 181.0 181.0 184.0 195.0 212.0 218.0 104.0 91.2% 6.7% 40 Civilian 52.0 53.0 66.0 66.0 88.0 100.0 95.0 100.0 107.0 107.0 111.0 59.0 113.5% 7.9% 41 Total 166.0 179.0 199.0 200.0 247.0 281.0 276.0 284.0 302.0 319.0 329.0 163.0 98.2% 7.1% Other 42 Explorers 3 13.0 15.0 9.0 24.0 27.0 21.0 23.0 17.0 16.0 19.0 16.0 3.0 23.1% 2.1% Police Staff Versus Service Demand Generators and Workload Staff Per 1,000 City Pop. 43 Sworn 2.09 2.06 1.94 1.78 1.99 2.04 1.92 1.81 1.68 1.69 1.58-0.50-24.2% -2.7% 44 Civilian 0.95 0.87 0.96 0.88 1.10 1.13 1.01 0.98 0.92 0.85 0.81-0.15-15.4% -1.7% 45 Total 3.04 2.93 2.91 2.65 3.08 3.17 2.92 2.79 2.60 2.55 2.39-0.65-21.4% -2.4% Staffing Per City Sq. Mi. 45 Sworn 2.11 2.33 2.46 1.75 2.08 2.37 2.37 2.41 2.48 2.67 2.74 0.63 30.1% 2.7% 46 Civilian 0.96 0.98 1.22 0.86 1.15 1.31 1.24 1.31 1.36 1.35 1.40 0.44 45.3% 3.8% 47 Total 3.07 3.31 3.68 2.61 3.23 3.67 3.61 3.71 3.84 4.01 4.14 1.07 34.9% 3.0% Staffing Per 1,000 Community Initiated CFS. 48 Sworn 1.42 1.54 1.56 1.51 1.82 2.01 2.02 2.00 2.03 2.12 1.94 0.51 36.2% 3.1% 49 Civilian 0.65 0.65 0.77 0.74 1.01 1.11 1.06 1.09 1.11 1.07 0.99 0.34 52.1% 4.3% Total 2.07 2.19 2.33 2.25 2.83 3.12 3.08 3.09 3.14 3.20 2.92 0.85 41.2% 3.5% Budget and Expenditures 50 Total City Budget (M) $ 74,442 $ 69,057 $ 76,499 $ 96,200 $ 102,539 $ 115,307 $ 127,919 $ 142,971 $ 156,034 $ 154,393 $ 187,933 $ 113,491 152.5% 9.7% 51 Police Expenditures (M) $ 11,263 $ 12,735 $ 11,582 $ 13,589 $ 15,374 $ 17,956 $ 21,753 $ 21,783 $ 23,744 $ 23,229 $ 25,200 $ 13,937 123.7% 8.4% 52 Police % of City Total 15% 18% 15% 14% 15% 16% 17% 15% 15% 15% 13% -2% -11.4% -1.2% 53 Per Capita $ 206.29 $ 208.42 $ 169.14 $ 180.29 $ 192.01 $ 202.76 $ 230.24 $ 213.89 $ 204.77 $ 185.54 $ 183.01 $ (23.27) -11.3% -1.2% Data Source: The City of North Las Vegas 2003 Community Report No data available for 1992 Data for 1992-94: estimated by staff KGA Architecture with Daniel C. Smith and Associates Section 2 Page 7

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS KGA Architecture with Daniel C. Smith and Associates

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN 3.1 SECTION OVERVIEW This section documents multiple futures that will drive the need for police staff as the City increases in size. These forecast include: anticipated annexations, population growth, and community generated calls for service. 3.2 ANNEXATIONS As addressed previously, the City has expanded in geographical size from 2.5 to 79.5 square miles since 1946. Illustrated in Exhibit 3.1 are the annexations that city planners expect to occur between now and city build-out, which is anticipated to occur between 2020-25. Although conditions may change in the future, at this juncture, the City anticipates that the annexations shown, totaling 8.8 square miles will be complete by 2010, and that the boundaries shown will represent the maximum geographical area that North Las Vegas will encompass, totaling 88.3 square miles. The overwhelming majority of the areas to be annexed are zoned for commercial, industrial, and other non-residential uses. Exhibit 3.1: Anticipated City Annexations KGA Architecture with Daniel C. Smith and Associates Section 3 Page 1

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN 3.3 POPULATION FORECAST 3.3.1 Methodology and Caveats Over the previous ten years, North Las Vegas has grown at a rapid pace. City planners anticipate that this trend will continue into the future. Previous to this study, published population projections for the City have been generated simply by applying alternative historic annual growth rates to various time planning increments. Generally, compound annual growth rates in the range of 7-9% have been published in various documents. However, when planning for future police operations it is necessary to not only quantify the magnitude of population growth, but also to determine where population levels will change. Understanding where population growth will occur is essential to logically locating future Area Commands and efficiently deploying police resources. As such, the Consultants met with City Planners to confirm areas to be annexed, confirm that the Bureau of Land Management open area to the north will be developed, and to determine if any significant areas of North Las Vegas would be redeveloped in ways that would significantly change population levels. Traffic Analysis Zones (TAZ) are an industry-standard geographical unit that regional and local planning agencies use to forecast population by area. There are 151 TAZ s within North Las Vegas. For the purposes of this study, city planners have developed population projections by TAZ to aid the Project Team in determining how many Police Area Commands will be required over the long-term. City planners used the following formula, which is based on the Alliante subdivision model which assumes that 7,500 homes will be constructed on 1,905 acres. (Remaining acres of land zoned residential, per TAZ) X (3.94 homes per acre) X (3.25 persons per household). Ultimately the timing of new housing developments being permitted and constructed will dictate the pace of development within specific TAZ. Considering this factor and given the rapid pace of future projected growth, city planners have made their best estimate on when development will occur in each TAZ. Therefore, the Project Team cautions that the following forecast be monitored regularly and updated as appropriate. 3.3.2 Population Forecast Exhibit 3.2 depicts the projected city population developed by city planners using the methodology described above. The chart displays this forecast aggregated by Police District, and citywide totals. All figures are provided in five-year planning increments through year 2015 and then for build-out, which is anticipated to occur sometime between 2020-25. Total city population is forecasted to increase from the year 2000 figure of 115,953 to 454,348 persons by build-out, or by 292%. Although this rate of growth is very high, the Project Team emphasizes that the forecast resulting from this model may be conservative because it does not account for potential redevelopment or increasing densities in the downtown area. The Frank and Edwards Districts in the northern and northwestern areas of the City will experience the highest growth rates and numeric increases in population. This assumes that all of the land within the Federal Wilderness Study area will be developed. Several maps follow, which depict the Police Districts and plot forecasted population change throughout the City. KGA Architecture with Daniel C. Smith and Associates Section 3 Page 2

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN Exhibit 3.2: City of North Las Vegas Total Population Forecast Population Forecast By Police District 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000-2000 2005 2010 2015 Build-Out Adam Baker Charlie David Edward Frank Henry Other Actual Projections Net Change % Change District 2000 2005 2010 2015 Build-Out 2000-BU 2000-BU Adam 36,543 55,038 63,948 68,685 68,881 32,338 88% Baker 3,196 11,428 12,236 37,209 43,934 40,738 1275% Charlie 23,306 29,545 29,760 29,975 30,172 6,866 29% David 25,624 25,400 25,324 25,280 25,726 102 0% Edward 27,272 47,833 104,836 106,141 106,141 78,869 289% Frank 11 11 39,774 77,773 173,358 173,347 1575882% Henry 1 1 1 1 6,136 6,135 613500% Total 115,953 169,256 275,879 345,064 454,348 338,395 292% Detailed population projections by TAZ are provided in Appendix A. KGA Architecture with Daniel C. Smith and Associates Section 3 Page 3

ALLEN CLAYTON REVERE COMMERCE 5TH BRUCE LOSEE NELLIS LAMB COMMERCE BRUCE CIVIC CENTER PECOS City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN MOCASSIN ROAD FWA IRON MOUNTAIN ROAD NWA FNA NCA FEA IRON MOUNTAIN ROAD NEA City of North Las Vegas Police Districts and Neighborhoods GRAND TETON DRIVE GRAND TETON DRIVE OLA OLB OLC SPW ELKHORN RD ELKHORN RD LAS VEGAS WASH SMN ELN INF SPE CEN TENNIAL CENTENNIAL DECATUR SMC ELC INE ANN SMS ELS COUNTY ANN WASHBURN IND LONE MOUNTAIN LONE MOUNTAIN CRAIG REC RED ALEXANDER REE INC I 15 WWM CRAIG VALLEY RANCHO REA GOW AN APT SIMMONS REB CRM CHW CHEYENNE WPK HGH RGL INB PKN DTC NOP CARTIER CAN CAA LAKE MEAD MARTIN L KING CAREY INA FDP VLV CPK CHE CTP NMA CBN JBG CBW CBC LAS V EGAS CHEYENNE LAKE MEAD VGB WMS CBS ROS JDS ARA EVE CBE OW ENS Adam District Baker District Charlie District David District Edward District Frank District Henry District Police Neighborhoods W N S E This map is for display purposes onl y and is not to scale. June 2002 North Las Vegas Police Department Mark S. Paresi, Chief of Police (Represented by blue lines) NOTE: The three letter abbreviations and areas outlined in blue denote Police Neighborhoods. Section 3 Page KGA Architecture with Daniel C. Smith and Associates 4

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN City of North Las Vegas MOCASSIN ROAD Change in Population by TAZ Areas from 2000 to Build-Out IRON MOUNTAIN ROAD IRON MOUNTAIN ROAD GRAND TETON DRIVE GRAND TETON DRIVE ELKHORN RD ELKHORN RD CLAYTON NELLIS LAS VEGAS WASH CENTE NNIAL CENTE NNIAL COMMERCE DECATUR ANN ANN WASHB URN LONE MOUNTAIN LONE MOUNTAIN LAMB CRAIG CRAIG I 15 LOSEE 5TH BRUCE ALEXANDER GOW AN W N CHEYENNE CHEYENNE ALLEN VALLEY S This map is for display purposes only and is not to scale. Prepared by the NLVPD Crime Analysis Unit May 2003 E PECOS CIVIC CENTER COMMERCE REVERE MARTIN L KING SIMMONS CARTIER LAS V EGAS CAREY RANCHO LAKE MEAD LAKE MEAD BRUCE OW ENS North Las Vegas Police Department Mark S. Paresi, Chief of Police TAZ Area Change in Population: Less than 500 501 to 2000 2001 to 4000 4001 to 8000 8001 to 13000 KGA Architecture 5 with Daniel C. Smith and Associates Section 3 Page

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN 3.4 COMMUNITY GENERATED CALLS FOR SERVICE 3.4.1 Methodology Projections of community generated calls for service (CGCFS) were developed by Police District. In general, for the developed areas of the City, the CGCFS forecast was formulated by applying year the 2000 per capita CFS rate that occurred within a given district to the aforementioned population projections for that district. After significant discussion, the Project Team decided to use year 2000 data because: Population data for that year we derived directly from US Census which is more accurate than other estimating sources. The CGCFS rate for that year of 829 calls per 1,000 population is very close to the average rate of 837 CGCFS per 1,000 population that occurred between 1998 and 2002. As discussed in Section 2 of this report, by 1998, the decline in the CFS rate experienced in the early part of the decade had subsided and the CFS rate then began to correlate more closely to population change. As also mentioned, the department has a higher level of confidence in all post 1997 data. Police staff believed that year 2000 was a very normal year in terms of activity, with no outstanding events occurring that would skew annual figures. For areas yet to be developed, the Project Team selected the per capita rate of 0.52 CGCFS that the El Dorado - Central Neighborhood experienced in 2000. The Project Team selected rate from El Dorado - Central because it is one of the more established newer communities and most likely representative of future developments that will be built within the City. Additionally, the Consultants discussed the potential impact of special call generators (such as gaming districts, shopping centers, incorporation of the Las Vegas International Speedway, and the development of the Bureau of Land Management land to North), and took them into account when selecting the per capita rates below. The following per capita rates per district were used to develop the calls for service forecast. District Applied Per Capita Rate Adam District 0.74 Baker District 1.78 Charlie District 0.82 David District 1.25 Edward District* 0.52 Frank District* 0.52 Henry District 1.78 * El Dorado Central Neighborhood Rate 3.4.2 Community Generated Calls for Service Forecast Exhibit 3.3 documents the developed community generated calls for service forecast and demonstrates that total CGCFS will increase by 268%, or 257,448 additional calls between the base year 2000 actuals and city build-out. As one would expect, the Police Districts that are anticipated to encounter the largest calls for service increases are Frank, Edward, and Baker those areas which have also been forecasted to experience the largest increases in population. KGA Architecture with Daniel C. Smith and Associates Section 3 Page 6

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN Exhibit 3.3: Projected Community Generated Calls for Service Actual Projections Net Change % Change District 2000 2005 2010 2015 Build-Out 2000-BU 2000-BU Adam 26,861 40,728 47,322 50,827 50,972 24,111 90% Baker 5,698 20,342 21,780 66,232 78,203 72,505 1272% Charlie 19,012 24,227 24,403 24,580 24,741 5,729 30% David 32,017 31,750 31,655 31,600 32,158 141 0% Edward 9,328 24,873 54,515 55,193 55,193 45,865 492% Frank 38 6 20,682 40,442 90,146 90,108 237127% Henry - 2 2 2 10,922 10,922 N/A Subtotal 92,954 141,928 200,359 268,875 342,335 249,381 268% Other 1 3,120 4,764 6,725 9,025 11,490 8,370 268% TOTAL 96,074 146,691 207,084 277,900 353,825 257,751 268% 1 Calls which could not be assigned to a district The Project Team emphasizes that the increases documented in CGCFS forecast are approximately eight percent lower than the forecasted increase in population. This difference is due to the Project Team applying the relatively lower per capita rate of the El Dorado - Central Neighborhood to the Edward and Frank Districts which will experience the majority of the population growth within the City. Exhibit 3.4 illustrates the difference between the population and calls for service forecasts. Exhibit 3.4: Comparison of Population and Calls for Service Forecast Population and Calls for Service Forecast 500,000 450,000 400,000 Community Generated Calls will increase at a lower rate than population: 268% versus 292% 350,000 300,000 250,000 200,000 150,000 100,000 50,000-2000 2005 2010 2015 Build-Out CG CFS 96,074 146,691 207,084 277,900 353,522 Population 115,953 169,256 275,879 345,064 454,348 The Project Team must emphasize that this is the first time a long-range forecast of calls for service has been developed, let alone by Police District, in which the data was aggregated up from the Traffic Analysis Zone level. Therefore, future calls for service versus this CFS forecast should be tracked on an annual basis, and this forecast should be updated as necessary. A map illustrating the relative change forecasted in CGCFS follows. Detailed CFS projection data is provided in Appendix A. KGA Architecture with Daniel C. Smith and Associates Section 3 Page 7

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN City of North Las Vegas MOCASSIN ROAD Change in Service Calls by TAZ Areas from 2000 to Build-Out IRON MOUNTAIN ROAD GRAND TETON DRIVE IRON MOUNTAIN ROAD GRAND TETON DRIVE ELKHORN RD ELKHORN RD CLAYTON NELLIS LAS VEGAS WASH CENTE NNIAL CENTE NNIAL COMMERCE DECATUR ANN ANN WASHBURN LONE MOUNTAIN LAMB CRAIG LOSEE 5T H BRUCE ALEXANDER GOWAN ALLEN VALLEY W N S This map is for display purposes only and is not to scale. Prepared by the NLVPD Crime Analysis Unit May 2003 E TAZ Area LONE MOUNTAIN Projected Change in Service Calls: CRAIG Less than 500 501 to 2000 2001 to 4000 4001 to 8000 8001 to 12000 More than 12000 I 15 CHEYENNE CHEYENNE PECOS CIVIC CENTER COMMERCE REVERE MARTIN L KING SIMMONS CARTIER CAREY LAS VEGAS RANCHO LAKE MEAD LAKE MEAD BRUCE OWENS North Las Vegas Police Department Mark S. Paresi, Chief of Police KGA Architecture with Daniel C. Smith and Associates Section 3 Page 8

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN 3.5 AREA COMMAND PLAN 3.5.1 Number of Area Commands and Geographical Configuration Considerations A wide range of considerations should be addressed to determine how many Area Commands should ultimately be established in North Las Vegas. Although some of these factors can be quantified, others fall into the more gray area of City and/or Police Department policy. Primary considerations, which should be taken into account, include: The equalization of workload among Area Commands (to the degree feasible), which would promote uniform command and control structures and related staffing efficiencies. The ability to efficiently deploy patrol beats and minimize staff travel time from base to patrol beat, by accounting for natural and/or manmade barriers, as well as travel time. Establishing a reasonable distribution of Area Command facilities to provide a fixed NLVPD presence in key areas of the City. Establishing Area Command configurations which coalesce with neighborhood and/or community boundaries. Determining minimum service demand thresholds that would promulgate establishing a new Area Command. Considering the impact of the new Washburn and Allen Area Command Facility which is currently under construction. Recognize it is not essential that each Area Command be provided with facility. However, providing a dedicated facility for each Area Command is certainly desirable and largely practiced by law enforcement agencies throughout the country. 3.5.2 Area Command Plan The Consultants recommend that four Area Commands be gradually established in response to city growth. These four Area Commands would serve the needs of North Las Vegas through build-out. Each of the four Area Commands would serve unique quadrants of the City and provide the NLVPD with opportunities to generally equalize workload, by having each Area Command serve populations ranging between approximately 100,000-120,000 persons. Because of the significant population growth that is forecast, and vast vacant landtracts that have yet to be specifically planned or developed, the Consultants have refrained from depicting specific geographic boundaries for each Area Command at this juncture. However, it is envisioned that: Area Command 1 would serve the older, more established areas of the City Charlie and David Districts, and the southern portions of Adam and Baker. Area Command 2 would serve the residential Edward district and some of the northern portion of Adam, which encompass more recently developed and developing communities, that are primarily residential. Area Command 3 would serve the mostly yet to be developed Frank District, including the recently annexed Federal Bureau of Land Management tracts to the north, which are anticipated to be overwhelmingly residential in character. KGA Architecture with Daniel C. Smith and Associates Section 3 Page 9

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN Area Command 4 would generally serve the northern portion of Baker District, all of Henry District, and possibly the eastern portion of Edward. In addition to residential use, land-use in these areas includes a significant amount of commercial and industrial development. Exhibit 3.5 illustrates the recommended locational centroids for Area Commands 1, 3, and 4, and provides the specific location of Area Command 2, which was under construction at the time this document was being generated. 3.5.4 Area Command Plan Supporting Rationales The following supporting rationales were used to arrive at recommending four Area Commands. Given the construction and planned capacity of the Washburn and Allen Area Command facility that is currently underway, the City of North Las Vegas has already committed itself to a minimum of two Area Commands. However, retaining only two Area Commands over the long-term would: Prohibit the goal of equalizing workload due to the planned capacity of the Washburn and Allen facility. Result in unreasonable times to deployment (travel time between patrol beats and the Area Command facilities), as North Las Vegas continues to expand especially into the Bureau of Land Management land to the north. Result in a limited facilities presence in the community at large. It has been the Consultant s experience with two other considerably sized cities (Denver, Colorado and Boise, Idaho) that each agency has been operating and/or plans to operate under a scenario where each Area Command will serve in the range of 85,000-114,000 persons as their municipalities grow. Additionally, one of the most comparable cities, selected for this study, Mesa Arizona, had a population of 369,375 in 2000 and operated with four divisions, or, one division per 92,344 persons. In each case, these agencies believe their ratios of commands versus population are realistic and generally cost-effective. Under a four-command scenario, and assuming equal distribution, each NLVPD Area Command would serve approximately 113,500 persons. Establishing four Area Commands would provide a logical geographical distribution of coverage areas to serve the forecasted incorporated area of 88.3 square miles, at city build-out. Although specific boundaries have yet to be drawn, each Area Command would serve approximately 20-25 square miles. Therefore, excluding the eastern portion of Henry District, and assuming that each Area Command facility would be located centrally to the area it served, the maximum typical driving distance from an Area Command facility to its outer most areas should be around 6-7 miles. KGA Architecture with Daniel C. Smith and Associates Section 3 Page 10

ALLEN CLAYTON REVERE COMMERCE 5TH BRUCE LOSEE NELLIS LAMB COMMERCE BRUCE CIVIC CENTER PECOS City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN Exhibit 3.5: Area Command Locational Centroids MOCASSIN ROAD FWA IRON MOUNTAIN ROAD NWA FNA NCA FEA IRON MOUNTAIN ROAD NEA City of North Las Vegas Police Districts and Neighborhoods GRAND TETON DRIVE 3 GRAND TETON DRIVE OLA OLB OLC SPW ELKHORN RD ELKHORN RD LAS VEGAS WASH SMN ELN INF SPE DECATUR CENTENNIAL CENTENNIAL 4 SMC ELC INE ANN SMS 2 ELS COUNTY ANN WASHBURN IND LONE MOUNTAIN LONE MOUNTAIN CRAIG REC RED ALEXANDER REE INC I 15 WWM CRAIG VALLEY RANCHO REA GOW AN APT SIMMONS REB CRM CHEYENNE WPK HGH RGL INB CARTIER CAN CAA LAKE MEAD MARTIN L KING CAREY INA FDP VLV CBC CBW VGB WMS CBS ROS JDS CHW 1 CHE NOP PKN DTC CTP NMA CBN JBG LAS V EGAS CHEYENNE LAKE MEAD ARA EVE CBE CPK OW ENS Adam District Baker District Charlie District David District Edward District Frank District Henry District Police Neighborhoods W N S E This map is for display purposes onl y and is not to scale. June 2002 North Las Vegas Police Department Mark S. Paresi, Chief of Police (Represented by blue lines) NOTE: The three letter abbreviations and areas outlined in blue denote Police Neighborhoods. KGA Architecture with Daniel C. Smith and Associates Section 3 Page 11

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN 3.6 NEW AREA COMMAND FACILITIES 3.6.1 Number of Area Command Facilities - Considerations Qualitative factors to consider when determining the number of Area Command facilities include: The degree of fixed police presence desired by North Las Vegas for each community and/or neighborhoods to be served. The desired level of interaction and public interface that the Area Command Facility should provide. The amount of influence a neighborhood, or group of neighborhoods may exert or the City. How strongly North Las Vegas believes the establishment of Area Command facilities is integral to enhancing and delivering community-based policing programs. Existing plans that are currently underway. The new Area Command facility at Washburn and Allen is currently under construction and should be occupied in 2004. 3.6.2 Recommended Quantity of Area Commands and Rationale Ultimately, the Consultants recommend that each Area Command should be served by a dedicated facility. Therefore, we are recommending that North Las Vegas should develop four Area Command facilities between now and city build-out. Our recommendation is based on the following: Each of the four Area Commands would provide a fixed presence in the unique areas of the City. This increased presence is envisioned to enhance and further the implementation of community-based policing programs. This enhancement will be accomplished by situating more services and staff into specific areas of the community, thereby increasing the bonds between staff and the public they serve. Strategically locating four Area Commands would provide reasonable times to deployment throughout the City. Although five Area Command facilities would reduce time to deployment, the resulting staff to supervision ratios would not be as efficient as under the four Area Command facilities scenario. Developing four Area Command facilities (as opposed to three) would provide more opportunity to phase development in concert with city growth. Phased development of four Area Command facilities would provide North Las Vegas with the ability to locate facilities where they are needed and when they are needed, as additional patrol staff are added in response to population growth and forecasted call load. Although establishing more than four Area Commands would provide increased ability to phase development, the disproportionate increases in staff, facilities, and associated costs that would be required over the four command scenario would yield diminishing returns in terms of level of service to the community. In sum, economies-of-scale would be diminished. Exhibit 3.6 provides a comparison of the estimated net impact of staff and facilities square footage requirements based on implementing three, versus four, versus five Area Command facilities. Using the recommended four Area Command plan as a baseline, establishing only three Area Commands would result in a reduction of nine staff. The Consultants also estimate that new building construction could be reduced by approximately 2,326 gross square feet of building space, be due to economies of scale that could be achieved by constructing a lesser number of facilities. In contrast, a five-facility scenario would require an additional nine staff and 3,587 building gross square feet. KGA Architecture with Daniel C. Smith and Associates Section 3 Page 12

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN Exhibit 3.6: Comparison of Number of Area Commands (Uses four Area Commands as a baseline) Number of Area Commands Item 3 4 5 Comments Staff Comparison List only net differences from 4 AC Scenario Captain (1) - 1 Lieutenant (4) - 4 Std ratio of 1 Lt. per 16 Sgts. would not be maintained Sergeant (Detectives) (1) - 1 Office Assistant (1) - 1 Crime Analyst (1) - 1 Driver (1) - 1 Total (9) - 9 Facilities Square Footage Comparison Adjusted Square Footage for Staff 1 Captain (290) - 290 @ 290 net sq. ft. ea. Lieutenant (480) - 480 @ 120 net sq. ft. ea. Sergeant (Detectives) (64) - 64 @ 64 net square feet ea. Office Assistant (64) - 64 @ 64 net square feet ea. Crime Analyst (100) - 100 @ 100 net sq. ft. ea. Driver - - - No dedicated workstation required Subtotal - Net Square Feet (998) - 998 Net/Gross Allowance @ 0.70 0.7 0.7 0.7 Gross Sq. Ft. Adjustment (1,426) - 1,426 Adjustment for Economies-of-Scale Base Plan for Washburn and Allen 18,010 18,010 18,010 Gross Square Feet Percentage Adjustment -5% 0% 12% Adjusted Gross Square Feet (901) - 2,161 % adjustment x Washburn and Allen base plan Net Difference in Building Sq. Ft. (2,326) - 3,587 Uses four Area Command facilities as a base. If North Las Vegas chose to develop three or five Area Command facilities, as opposed to four, the design utilized for Area Command 2, which was intended to be prototypical, would have to be modified although to a minimal degree. 3.6.3 New Area Command Facilities and Police Headquarters Recommended Plan The Consultants considered several primary factors in determining when the planned new Area Commands should come on line. These factors are: a) the timing associated with the development of vacant land, especially in the Frank, Edward, and Baker Districts; b) the capacity, functionality and physical condition of existing facility resources; and, c) existing plans which are currently underway. Given that each Area Command would hypothetically equally serve approximately 113,000 persons, the Consultants have linked the facilities development phasing to when the combined areas to be served by a command cross the 50,000 persons threshold. Exhibit 3.7 provides the anticipated timeframes for needed development. The Consultants emphasize that the development timeframes shown below represent a statement of need, and do not account for the City s ability to fund these projects. KGA Architecture with Daniel C. Smith and Associates Section 3 Page 13

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN Exhibit 3.7 Facility Development Timeframes Build Facility 2003 2004 2005 2006 2007 2008 2009 2010 2015 Out Hdqtrs./ All Commands (existing) New Area Command 1 Area Command 2 Area Command 3 Area Command 4 New Headquarters Facility LEGEND Funded Project In Construction Required Timeframe Occupancy of Facility Area Command 1: The Consultants recommend that a new Area Command 1 facility be developed at the earliest possible date. As shown in Exhibit 3.5, this facility should be located as close as possible to Cheyenne and Civic Center drive. The Consultants are recommending that this facility be established prior to Area Commands 3 and 4, largely because: The population forecast for those areas that would be served by AC-3 and AC-4 will not see significant population increases until around year 2010. The existing Headquarters (which currently houses all Area Commands) has significant functional deficiencies, poor physical condition, and considerable overcrowding. Even considering the partial decentralization of Patrol to the new Area Command 2 facility, Headquarters will continue to be overcrowded, and become more so as both Area Command and Non-Area Command staff continue to increase. Additionally, the existing building s poor functionality will become even more pronounced as staff continues to increase. Further, higher building usage levels caused by the increase in staff will place further demand on existing building systems, which are already strained and in poor condition. Separating Area Command 1 from Headquarters will provide five major police facilities dispersed throughout the North Las Vegas, as opposed to four, if the two were collocated. This scenario would result in an increased fixed police presence in North Las Vegas, and improve opportunities for interaction between the NVLPD and public. If however, development occurs sooner than expected in the Frank District, the City should consider developing Area Command 3 prior to a new Area Command 1 facility, if necessary. Area Command 2: The new Area Command facility at Washburn and Allen is currently under construction and should be occupied sometime in the fourth quarter of 2004. It is being established to service the on-going development in Edward District and to provide much needed space to alleviate the existing overcrowded facilities at headquarters. Area Command 3: Area Command 3 is envisioned to come on line somewhere between 2010 and 2015, as the population of Frank is projected to cross approximately 50,000 persons (reference Exhibit 3.2, Page 3-3). KGA Architecture with Daniel C. Smith and Associates Section 3 Page 14

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN Plan - Area Command 4: Area Command 4 is envisioned to come on line between 2015 and build-out, as the population of Frank and Baker continues to increase, and Henry adds population (ref. Exhibit 3.2, Page 3-3.). Headquarters: The Consultants recommend that a new Headquarters facility be developed as soon as feasible, largely for the reasons stated in the second sub-paragraph under Area Command 1. At this point, the timelines shown in Exhibit 3.7 demonstrate an immediate need. However, this need will become imperative at the latest by 2006, if projected staff projections are realized and Headquarters staff are to be reasonably housed. The only other options would be for the City to either lease space, or house a portion of Headquarters (e.g. Investigations) in another facility. 3.6.4 Area Command and Headquarters Facilities Development Alternatives Alternative 1: Another alternative, though less preferred, is to develop a new Area Command 1 facility as part of a combined Police Headquarters/Area Command 1 building. If Area Command 1 and Headquarters facilities were combined, significant building and site economies of scale could be achieved. This co-development could be achieved under two scenarios. a) Alternative 1A: Develop a combined Area Command 1/Headquarters facility in a single phase on a single site. However, this would require a significant City capital outlay at an early date. b) Alternative 1B: If due to financial, or other unforeseen constraints North Las Vegas cannot pursue comprehensive development of the site in a single phase, then the site could be developed in two phases. Area Command 1 would be developed first and the Headquarters facility at a later date. Either way, collocating both facilities on a single site would still achieve site economies of-scale and simplify City land acquisition. Alternative 2: Although the Consultant Team does not recommend this option, the Headquarters facility could also be collocated with Area Command 3 and developed at a late date. Advantages associated with this plan are: The new Headquarters would be located centrally to where most of the population growth will occur. The new Headquarters facility would still be conveniently accessed by freeway (Centennial Parkway). Acquisition of a site that is ideally sized, configured, and located may be easier. Disadvantages associated with this plan are: The new Headquarters facility would be located at a considerable distance from the more established areas of North Las Vegas, which are more in need of having a fixed police presence. A significant number of people requiring access to Headquarters have limited transportation options. Those persons in the southern portion of the City would most likely have more difficulty in accessing a Headquarters that is located far to the North. 3.6.5 Locations and Potential for Collocation with Other City Facilities Although it was not within the scope of this study to provide specific sites for the locations of new Area Command facilities, the new Area Command facilities should be located as close as possible to the centroids illustrated on the map provided in Exhibit 3.5. Further, in an effort to reduce the number and size of new site acquisitions, many municipalities collocate like-types of facilities on a single site. The collocation of future KGA Architecture with Daniel C. Smith and Associates Section 3 Page 15

City of North Las Vegas SECTION 3 SERVICE DEMAND PROJECTIONS AND AREA COMMAND PLAN public safety agency facilities (fire and police) could yield economies-of-scale benefits. Provided there is ample acreage, site functionality, and the site location is appropriate, North Las Vegas should consider collocating future facilities, including police Area Commands whenever possible. Regardless, the Police Department desires that the new Headquarters facility should be located within a few blocks of the existing Headquarters on Bruce Street. 3.7 FACILITIES SPACE PROJECTIONS Exhibit 3.8 provides a macro-level projection of building square footage requirements that would be associated with implementing this plan. Gross square footage requirements for Area Commands 1, 2, 3, and 4 are based on the prototypical design for Area Command 2. Space requirements for the Headquarters facility were calculated by applying an average of 390 gross square feet per person to forecasted staff increases. Recognize that the average figure of 390 gross square feet per person includes: a) all support spaces such as conference rooms and storage areas; and, b) all building core elements (elevators, stairwells, mechanical spaces, etc.) Exhibit 3.8: NLVPD Facilities Space Projections Build Facility 2003 2004 2005 2006 2007 2008 2009 2010 2015 Out Hdqtrs./ All Commands (existing) 68,000 68,000 68,000 68,000 New Area Command 1 18,088 18,088 18,088 18,088 18,088 18,088 18,088 Area Command 2 18,088 18,088 18,088 18,088 18,088 18,088 18,088 18,088 Area Command 3 18,088 18,088 18,088 Area Command 4 18,088 18,088 New Headquarters Facility 136,500 141,180 145,860 150,540 188,370 232,830 Total Gross Square Footage 68,000 68,000 86,088 104,176 172,676 177,356 182,036 204,804 260,722 305,182 LEGEND Funded Project In Construction Required Timeframe Occupancy of Facility KGA Architecture with Daniel C. Smith and Associates Section 3 Page 16

City of North Las Vegas SECTION 4 STAFF PROJECTIONS KGA Architecture with Daniel C. Smith and Associates

City of North Las Vegas SECTION 4 STAFF PROJECTIONS 4.1 SECTION OVERVIEW The focus of this section is to document the long-term staff projections and plans developed by the Project Team. Specifically, this section will: Provide a discussion of the methodology and rationales used to develop the staffing forecast. Furnish an analysis of police staffing levels of cities that have already attained population levels expected for North Las Vegas at build-out. Discuss expected changes in the organizational structure of the NLVPD as it increases in size. Document detailed staffing plans by Command, Division, and Bureau. Provide specific staffing plans for the anticipated new Area Commands. 4.2 METHODOLOGY General Methodology The Project Team used a multi-faceted process to arrive at a specific staffing forecast and plan for the NLVPD. This process entailed both macro-level and micro-level approaches. On the macro-level, a variety of historical staff per capita and staff per calls for service rates (documented in Section 2) were applied to the projected increases in population and CGCFS (as developed in Section 3). In a sense, the resulting futures essentially yielded a set of business-as-usual futures, by inherently assuming no significant changes in police operations, degree of organizational complexity, number of Area Commands, possible changes in command and control structure, or other factors. These macro-level alternative futures were also compared to the overall staffing levels of cities that had already reached population levels for which North Las Vegas is expected to attain by city build-out. Almost certainly, any definitive forecast that the Project Team developed should fall within these macro-level parameters. The second approach employed by the Project Team entailed developing a from the ground up forecast. This approach entailed: Evaluating the suitability of the existing NLVPD s organizational structure to accommodate expected significant increases in staff. Using the patrol staffing determination model developed and promoted by the Northwestern University of Public Safety now widely recognized to be the most accurate patrol-staffing model available. Determining how many Area Commands would be required to serve the build-out population and additional areas to be annexed by the City. Utilizing industry standard ratios of supervisory versus line-staff. Comparing resulting staffing levels for specific bureaus to other comparable cities, as a means of validation. KGA Architecture with Daniel C. Smith and Associates Section 4 Page 1

City of North Las Vegas SECTION 4 STAFF PROJECTIONS 4.3 ANALYSIS OF COMPARATIVE CITIES POLICE STAFFING, WORKLOAD AND BUDGETS 4.3.1 Purpose This section documents how substantial growth in North Las Vegas will likely impact the NLVPD, by drawing comparisons to other cities that have already attained approximate population levels to that which are projected for North Las Vegas at build-out. 4.3.2 City Population Aggregates Where will North Las Vegas Rank? As discussed previously, North Las Vegas Development Services Department has projected the City s burgeoning population to continue expanding rapidly through City build-out from the year 2000 figure of 115,953 to 454,348 total residents by build-out. This rate of growth rate equates a total increase of 292%, or a net expansion of 338,395 persons over the stated timeframe. The Project Team expects build-out to occur sometime between 2020 and 2025. As demonstrated in Exhibit 4.1, when this forecast is attained, the NLVPD would serve a population base that would currently rank within the largest 65 municipal law enforcement service bases in the country. 1 Exhibit 4.1: Quantity of U.S. Municipalities by Population Aggregate Population Group All Cities Population 2,500 & over Population 5,000 & over Population 10,000 & over Population 25,000 & over Population 50,000 & over Population 100,000 & over Population 250,000 & over Population 500,000 & over Population over 1,000,000 Over 1,000,000 10 10 10 10 10 10 10 10 10 10 500,000 1,000,000 17 17 17 17 17 17 17 17 17 250,000 499,999 38 38 38 38 38 38 38 38 100,000 249,999 140 140 140 140 140 140 140 50,000 99,999 354 354 354 354 354 354 25,000 49,999 688 688 688 688 688 10,000 24,999 1,655 1,655 1,655 1,655 5,000 9,999 1,854 1,854 1,854 2,500 4,999 2,106 2,106 Under 2,500 953 Data Source: International City/County Management Association: The Municipal Yearbook: 2001 North Las Vegas Build-Out Range 4.3.3 General Impacts of Increased City Population Multiple analyses by a wide range of professionals and agencies have demonstrated a clear correlation between expanding population, demand for law enforcement services, and in turn police staffing levels. Perhaps as important, statistics support the presumption that as law enforcement organizations increase in size, their organizational structures evolve to include more specialization in a variety of disciplines and additional management staff. These two phenomena ultimately lead to increased staff versus population levels, as illustrated in the Exhibit 4.2. Indeed, the Consultants analysis of multiple police department organization charts from a number of selected comparative cities (identified later in this section) has verified this supposition. 1 Determined by adding top three rows of population groups shown in column titled Population 250,000 & over. KGA Architecture with Daniel C. Smith and Associates Section 4 Page 2

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.2: Comparison of Staffing Rates Per Population by City Size Total Staff Sworn Staff Population Aggregates per 1,000 Pop. per 1,000 Pop. Over 1,000,000 3.47 2.78 500,000-1,000,000 3.03 2.38 250,000-499,999 3.13 2.40 100,000-249,999 2.67 1.96 50,000-99,999 2.50 1.90 North Las Vegas Build-Out Range Data Source: International City/County Management Association: The Municipal Yearbook: 2001 4.3.4 Selected Comparative Cities and Explanation of Data In an effort to further understand the potential impacts of population growth on the NLVPD, the Consultants conducted a more detailed analysis of cities that fell within the population range that NLV will attain by city build-out. All data documented in this discussion was obtained from Police Departments in Large Cities; 1990-2000, as published by the United States Department of Justice, Office of Justice Programs, Bureau of Justice Statistics. All comparative municipalities data are calendar year 2000 figures. As shown in Exhibits 4.3, 4.4, and 4.5, fifteen cities fell within a population range of 350,000 500,000 persons. For these cities the following data was collected, generated, and analyzed: Population Median income Uniform Crime Reporting Index Offenses Police department annual operating budgets Police staffing levels (total, sworn, and non-sworn) Corresponding rates of staff per 1,000 population Staff versus Uniform Crime Reporting (UCR) Index Offenses Annual operating budgets per total and sworn staff Combined median and average figures for the comparative cities and those for North Las Vegas are provided at the bottom of each table. 4.3.5 Findings As North Las Vegas population increases to 350,000 and beyond, its fundamental character will be unique relative to the comparative cities listed. Nearly all the cities falling within the established population range of 350,000 500,000 persons are regional population and/or commerce centers, with the exception of Mesa, Arizona. In contrast, North Las Vegas is fundamentally one of a number of suburbs in Clark County, that will increasingly become more of a bedroom community in nature. Considering the differences between North Las Vegas and the selected cities, the Consultants explored expanding the population range of the comparative cities to include those between 250,000 and 350,000 persons. Fourteen additional cities fell within this range. Of those, only two were not regional population or commerce centers. These cities were Santa Ana, California and Anaheim California, which are considerably smaller in KGA Architecture with Daniel C. Smith and Associates Section 4 Page 3

City of North Las Vegas SECTION 4 STAFF PROJECTIONS population size than what North Las Vegas will attain by build-out. Therefore, the Consultants limited the comparative analysis to that initial selection of cities ranging in population size from 350,000 to 500,000 persons. Synopsis of Data Presented in Exhibits 4.3, 4.4, and 4.5: The selected cities average police department annual operating budget per capita was significantly higher than that of North Las Vegas, $229 versus $183 respectively. The average total staff per 1,000 population for the selected cities was also significantly higher, 3.20 versus 2.39 for the NLVPD. Correspondingly, average sworn staff per 1,000 population for the selected cities was substantially higher than that of North Las Vegas, 2.32 staff versus 1.58 respectively. UCR violent crime offenses per 1,000 population averaged 11.2 for the selected cities versus 9.4 for North Las Vegas. UCR property offenses per 1,000 population averaged 64.6 offenses for the selected cities versus 44.1 for North Las Vegas. Exhibit 4.3: Comparison of Staffing Levels Versus Population Total Resident STAFFING LEVELS Full Time Staff STAFFING VERSUS POPULATION Staff Per 1,000 Population City Population Total Sworn Civilian % Sworn Total Sworn Civilian Tucson (AZ) 486,699 1,253 928 325 74% 2.57 1.91 0.67 New Orleans (LA) 484,674 2,050 1,664 386 81% 4.23 3.43 0.80 Cleveland (OH) 478,403 2,386 1,822 564 76% 4.99 3.81 1.18 Long Beach (CA) 461,522 1,363 881 482 65% 2.95 1.91 1.04 Albuquerque (NM) 448,607 1,236 859 377 69% 2.76 1.91 0.84 Kansas City (MO) 441,545 1,848 1,253 595 68% 4.19 2.84 1.35 Fresno (CA) 427,652 1,011 683 328 68% 2.36 1.60 0.77 Atlanta (GA) 416,474 1,984 1,474 510 74% 4.76 3.54 1.22 Sacramento (CA) 407,018 1,008 650 358 64% 2.48 1.60 0.88 Oakland (CA) 399,484 1,088 710 378 65% 2.72 1.78 0.95 Mesa (AZ) 369,375 1,132 717 415 63% 3.06 1.94 1.12 Tulsa (OK) 393,049 977 819 158 84% 2.49 2.08 0.40 Omaha (NE) 390,007 933 750 183 80% 2.39 1.92 0.47 Minneapolis (MN) 382,618 1,163 902 261 78% 3.04 2.36 0.68 Colorado Springs 360,890 873 586 287 67% 2.42 1.62 0.80 Totals 6,348,017 20,305 14,698 5,607 72% Median 1,163 859 377 69% 2.76 1.92 0.84 Average 1,354 980 374 72% 3.20 2.32 0.88 North Las Vegas - (Yr. 2002 137,691 329 218 111 66% 2.39 1.58 0.81 KGA Architecture with Daniel C. Smith and Associates Section 4 Page 4

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.4: Comparison of Police Operating Budgets Total Median OPERATING BUDGET Resident Household Annual Budget Per Budget Per Budget Per City Population Income Budget Capita Total Staff Sworn Staff Tucson (AZ) 486,699 $30,981 $88,406,720 $182 $70,556 $95,266 New Orleans (LA) 484,674 $27,133 $102,000,000 $210 $49,756 $61,298 Cleveland (OH) 478,403 $25,928 $152,000,000 $318 $63,705 $83,425 Long Beach (CA) 461,522 $37,270 $135,574,459 $294 $99,468 $153,887 Albuquerque (NM) 448,607 $38,272 $76,068,000 $170 $61,544 $88,554 Kansas City (MO) 441,545 $37,198 $134,445,917 $304 $72,752 $107,299 Fresno (CA) 427,652 $32,236 $75,786,100 $177 $74,962 $110,961 Atlanta (GA) 416,474 $34,770 $119,407,023 $287 $60,185 $81,009 Sacramento (CA) 407,018 $37,049 $75,721,000 $186 $75,120 $116,494 Oakland (CA) 399,484 $40,055 $127,724,062 $320 $117,393 $179,893 Mesa (AZ) 369,375 $42,817 $90,261,296 $244 $79,736 $125,887 Tulsa (OK) 393,049 $35,316 $63,359,000 $161 $64,851 $77,361 Omaha (NE) 390,007 $40,006 $63,943,172 $164 $68,535 $85,258 Minneapolis (MN) 382,618 $37,974 $91,481,322 $239 $78,660 $101,421 Colorado Springs 360,890 $45,081 $56,182,134 $156 $64,355 $95,874 Totals 6,348,017 $1,452,360,205 Median $37,198 $90,261,296 $210 $70,556 $95,874 Average $36,139 $96,824,014 $229 $71,527 $98,813 North Las Vegas - (Yr. 2002 137,691 Unknown $ 25,200,000 $183 $76,596 $ 115,596 Year 2000 $46,057 * Year 2000 North Las Vegas household median income source: US Census Bureau; Census 2000 Table DP-3 Exhibit 4.5: Comparison of UCR Index Offenses Per Capita and Police Staff Per Index Offenses Total UCR INDEX OFFENSES STAFFING VS. UCR INDEX Resident Violent Crime Property Crime Offenses Per Sworn Staff City Population Volume Per 1,000 Pop Volume Per 1,000 Pop. Violent Property Tucson (AZ) 486,699 4,542 9.3 39,983 82.2 4.89 43.09 New Orleans (LA) 484,674 5,330 11.0 28,671 59.2 3.20 17.23 Cleveland (OH) 478,403 6,041 12.6 26,543 55.5 3.32 14.57 Long Beach (CA) 461,522 3,216 7.0 14,451 31.3 3.65 16.40 Albuquerque (NM) 448,607 5,136 11.4 34,311 76.5 5.98 39.94 Kansas City (MO) 441,545 7,179 16.3 39,944 90.5 5.73 31.88 Fresno (CA) 427,652 3,843 9.0 29,025 67.9 5.63 42.50 Atlanta (GA) 416,474 11,583 27.8 43,885 105.4 7.86 29.77 Sacramento (CA) 407,018 3,117 7.7 24,221 59.5 4.80 37.26 Oakland (CA) 399,484 5,038 12.6 20,022 50.1 7.10 28.20 Mesa (AZ) 369,375 2,393 6.5 23,123 62.6 3.34 32.25 Tulsa (OK) 393,049 4,411 11.2 22,442 57.1 5.39 27.40 Omaha (NE) 390,007 3,164 8.1 23,655 60.7 4.22 31.54 Minneapolis (MN) 382,618 4,404 11.5 23,085 60.3 4.88 25.59 Colorado Springs 360,890 1,716 4.8 16,968 47.0 2.93 28.96 Totals 6,348,017 71,113 410,329 Median 11.0 60.3 4.88 29.77 Average 11.2 64.6 4.84 27.92 North Las Vegas - (Yr. 2002 137,691 1,300 9.4 6,077 44.1 5.96 27.88 KGA Architecture with Daniel C. Smith and Associates Section 4 Page 5

City of North Las Vegas SECTION 4 STAFF PROJECTIONS 4.3.6 Comparison of North Las Vegas at Build-Out to Mesa, Arizona Today Out of comparative municipalities listed, the City of Mesa most closely mirrors the basic character of North Las Vegas, for the following reasons: As North Las Vegas can be generally considered a suburb of Las Vegas, Mesa is a suburb of Phoenix, a major regional commercial center. Mesa s median income (compared to other selected cities) is close to that of North Las Vegas. Mesa is a desert community located in the Southwest. In terms of city resident occupations, 76% of Mesa residents are employed in essentially management, service, or office related occupations, versus 71% in North Las Vegas. Although the percentage of Mesa residents with a retirement income is somewhat higher than North Las Vegas (17% versus 14%), it is possible that the percentage of retired persons in North Las Vegas will increase as new master planned communities are developed. Further, the Project Team believes median income will increase due to an increasing percentage of higher end homes that will be constructed in yet to be developed areas. However, population aggregated by race varies considerably between the two municipalities, with whites comprising 37% of North Las Vegas population, versus 73.2% for the City of Mesa. Exhibit 4.6 documents City of Mesa data extracted from the previously shown exhibits. Exhibit 4.6: Comparison of North Las Vegas to Mesa, Arizona Staffing Total Full Time Equivalents Staff Per 1,000 Population Population Total Sworn Civilian % Sworn Total Sworn Civilian Mesa, Arizona 369,375 1,132 717 415 63% 3.06 1.94 1.12 North Las Vegas (2002) 137,691 329 218 111 66% 2.39 1.58 0.81 Budgets and Expenditures Total Median Police Department Operating Budget Data Resident Household Annual Budget Per Budget Per Budget Per Population Income Budget Capita Total Staff Sworn Staff Mesa, Arizona 369,375 $ 42,817 $ 90,261,296 $ 244 $ 79,736 $ 125,887 North Las Vegas (2002) 137,691 Unknown $ 25,200,000 $ 183 $ 76,596 $ 115,596 Year 2000 $ 46,057 UCR Crime Data Total UCR Index Offenses Staffing Versus UCR Index Resident Violent Crime Property Crime Offenses Per Sworn Staff Population Volume /1,000 Pop Volume /1,000 Pop. Violent Property Mesa, Arizona 369,375 2,393 6.5 23,123 62.6 3.34 32.25 North Las Vegas (2002) 137,691 1,300 10.1 6,077 47.1 5.96 27.88 KGA Architecture with Daniel C. Smith and Associates Section 4 Page 6

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.6 demonstrates that, similar to the multi-city comparison previously discussed: NLVPD total staff and sworn staff versus population are significantly lower than the City of Mesa s. The police operating budget per capita of the NLVPD is significantly lower than the City of Mesa s. Although the UCR Crime Index data varies considerably between the two cities, the Consultants anticipate that these differences will be mitigated as the ratio of newer, more expensive housing stock increases relative to older, less expensive housing. 4.3.7 Conclusions Although it often is difficult to achieve true apples-to-apples comparisons, the collective information provided above when added to other information and analysis provided in the document, indicates that as North Las Vegas grows, the NLVPD will encounter increases in staff versus population and law enforcement spending per capita. 4.4 ORGANIZATIONAL EVOLVEMENT As part of the comparable cities analysis, the Consultants examined multiple organization charts for a number of those cities. This evaluation, when combined with the Consultants knowledge of the organizational structures of numerous other police departments which have been previous clients, demonstrated undeniably that: as police departments increase in size, their organizational structure becomes more complex, enveloping more specialized functions, and requiring increased layers of management. Considering this issue, the Consultants conducted a workshop in which the current functions and organizational structure of the NLVPD were evaluated and the need for potential new functions were considered, based on the assumption the department would eventually serve a city of over 450,000 residents. Exhibit 4.7 lists the existing functions within the NLVPD, those new dedicated functions that the Project Team anticipates to be added, and several organizational changes. Recognize that a number of these new functions are being currently performed by NLVPD staff, but not on a dedicated basis. As a result of the workshop, the Project Team envisions these significant organizational changes: Strategic Planning Division: This function would report to the Assistant Chief of Police and would include: a) an expanded Crime Analysis function, with one crime analyst being assigned to each Area Command; and, b) a new Research, Planning, and Development function. Information Technology Division: This function would include a department-dedicated programmer function, a hardware technician, a network analyst that would be relocated from records, and a supervisory position. Note that these functions currently exist within the City, but will have to be expanded regardless of whether a dedicated function is provided within the NLVPD. Domestic Violence, Child Abuse, and Sex Crimes Division: These crimes are typically interrelated. Given the increasingly residential character of the City and the considerable increase in forecasted population, this unit will constitute an essential function that is typical of larger cities throughout the nation. The City of Mesa for example, has an integrated Center Against Family Violence, which not only includes the standard investigative functions, but also coordinates police, social workers, prosecuting attorneys, and on-site physicians to work together to, in the words of the Mesa PD, reduce the trauma of physical and sexual abuse, where victimization is transformed into empowerment. KGA Architecture with Daniel C. Smith and Associates Section 4 Page 7

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Crime Lab: Comprehensive Crime Labs are typical for larger Police organizations. Computer Crime Unit: The wave of new crime with advent of the Internet is just beginning. Human Resources Division: As the department grows significantly in size, it will become more specialized. Although the following functions currently exist, the following dedicated positions envisioned: recruiting, personnel, career development, off-duty coordinator, and volunteer coordinator. Although these functions could be handled by North Las Vegas general Human Resources function, the Consultants emphasize that due to the specialized nature of public safety agencies, these functions typically fall within public safety agencies. Exhibit 4.7: Existing and Future NLVPD Organizational Components (Sheet 1 of 3) Office of the Chief Existing Chief X X X X X Internal Affairs X X X X X Professional Standards X X X X X Public Information Office X X X X X Legal Advisor X X X X X N Risk Management Specialist X X X X Special Projects X X X X X Assistant Chief Of Police Assistant Chief of Police X X X X X N Communications Division X X X X X Communications/Dispatch X X X X X Communications Systems X X X X X N Strategic Planning Division X X X X R Crime Analysis X X X X X N Research, Planning and Development X X X X Chaplin Moved to Human Resources Operations Command Patrol Division Area Command 1 X X X X X N Area Command 2 X X X X N Area Command 3 X X X X X N Area Command 4 X X X X X Community Support Division R Canine Bureau X X X X X R Community Problem Solving X X X X X Traffic Division Operations X X X X X N Abandoned Vehicles X X X Crossing Guards X X X X X N Investigations X X X X Administration Division (move to Support Services) Community Problem Solving Canine Crime Analyst Fleet Legend: N R Driver/Messenger New dedicated function Reorganized function Function Planned 2005 2010 2015 Moved to Operations Command Moved to Patrol Command Moved to Strategic Planning Division Moved to Services Command Moved to Services Command Build Out KGA Architecture with Daniel C. Smith and Associates Section 4 Page 8

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.7: Existing and Future NLVPD Organizational Component (Sheet 2 of 3) Planned Function Existing 2005 2010 2015 Build Out Investigative Command Command/Administration X X X X X Special Operations Division Administrative Staff X X X X X Street Narcotics X X X X X Gang Unit X X X X X Domestic Violence, Child Abuse, Sex Crimes N Child Abuse X X X X N Domestic Violence X X X X N Sex Crimes; Sex Offender Registry X X X X Victim Assistance Advocate X X X X X Narcotics Division Administrative X X X X X Operations X X X X X Investigative Division Crimes Persons Bureau X X X X X Crimes Property Bureau X X X X X Crime Scene Investigations X X X X X N Computer Crimes Unit X X X X Evidence/Property Unit X X X X X N Crime Lab X X X Services Command Community Services Division Administrative X X X X X Youth Programs X X X X X Crime Prevention X X X X X Records Division Records Clerks X X X X X Fingerprint Unit X X X X X N Information Technology Division X X X X N Programming X X X N Hardware O&M; Software Engineering; GIS Systems X X X R Network Analyst X X X X X Fiscal Affairs Payroll X X X X X Purchasing/Supply X X X X X R Fleet Services X X X X X N Capital Projects X X X X N Facilities Management X X X X N Human Resources: X X X X Recruiting (commissioned and civilian) X X X X Personnel X X X X R Counseling Services/Chaplin X X X X X Legend: N R Career Development X X X X Off-Duty Coordinator X X X X Volunteer Coordinator X X X X New dedicated function Reorganized function KGA Architecture with Daniel C. Smith and Associates Section 4 Page 9

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.7: Existing and Future NLVPD Organizational Component (Sheet 3 of 3) Services Command (continued) Training Division Planned Function Existing 2005 2010 2015 Build Out Coordinator/Administrative X X X X X Firearms X X X X X DTO/TAC Officers X X X X X Animal Control Legend: N R Officers X X X X X Other? X X X X X New dedicated function Reorganized function Exhibit 4.8 depicts the existing NLVPD organization on a macro level basis, showing all commands, divisions, bureaus, and major units. Specific functions performed by a single person (e.g. Public Information Officer, Fleet Liaison, Chaplin) are not shown. Exhibit 4.9 provides a hypothetical illustration of what the NLVPD organization could look like at City build-out. Added formal organizations are denoted in dark blue. The reader should be aware that law enforcement organizations organizational structures change frequently, as staff (and their expertise) transfer within the organization. In summary, as the NLVPD grows in size, it will: Become a more complex organization. Become increasingly decentralized with four Area Commands. Experience more specialization in staff classifications. Encounter increases in staff versus population and law enforcement spending per capita. KGA Architecture with Daniel C. Smith and Associates Section 4 Page 10

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.8: Existing Macro-Level Organizational Structure Chief of Police Internal Affairs Division Professional Standards Div. Communications Division Radio Systems Division Assistant Chief of Police Operations Command Investigative Command Services Command Patrol Division Day Shift Traffic Division Operations Administrative Division Special Operations Division Narcotics Division Investigative Division Community Services Division Records Division Fiscal Affairs Division Training Division Animal Control Division Patrol Division Swing Shift A Crossing Guards Community Problem Solving Bureau Street Narcotics Bureau Narcotics Bureau Crimes Persons Bureau Records Unit Payroll Bureau Training Bureau Patrol Division Swing Shift B Patrol Division Graveyard Shift Canine Bureau Fleet Liaison Gangs Bureau Crimes Property Bureau Crime Scene Investigation Bureau Evidence and Property Unit Work Card Fingerprint Unit Purchasing and Inventory Bureau Recruitment Bureau KGA Architecture with Daniel C. Smith and Associates Section 4 Page 11

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.9: Macro-Level Organizational Structure at City Build-out Chief of Police Risk Mgmt./ Legal Section Internal Affairs Division Professional Standards Div. Assistant Chief of Police Strategic Planning Div. Communications Division Radio Systems Operations Command Investigative Command Services Command Patrol Div. Area Command 1 Traffic Division Operations Administrative Division Special Operations Division Narcotics Division Investigative Division Community Services Division Information Technology Division Records Division Fiscal Affairs Division Training Division Animal Control Division Day Shift Swing Shift A Swing Shift B Graveyard Shift Patrol Div, Area Command 2 Day Shift Swing Shift A Crossing Guards Community Problem Solving Bureau Canine Bureau Fleet Liaison Street Narcotics Bureau Gangs Bureau Narcotics Bureau Crimes Persons Bureau Dom. Violence/ Child Abuse/Sex Crimes Unit Crimes Property Bureau Records Unit Work Card Fingerprint Unit Payroll Bureau Purchasing and Inventory Bureau Facilities/Fleet Management Unit Training Bureau Recruitment Bureau Swing Shift B Graveyard Shift Patrol Div. Area Command 3 Computer Crimes Unit Crime Scene Investigation Bureau Human Resources Bureau Day Shift Swing Shift A Evidence and Property Unit Swing Shift B Graveyard Shift Crime Lab Bureau Patrol Div. Area Command 1 Forensic Science Unit Day Shift Swing Shift A Swing Shift B Graveyard Shift KGA Architecture with Daniel C. Smith and Associates Section 4 Page 12

City of North Las Vegas SECTION 4 STAFF PROJECTIONS 4.5 DETERMINATION OF PATROL STAFF REQUIREMENTS 4.5.1 Methodology As previously mentioned, the most accurate method of determining appropriate levels of patrol staff has been developed by the Northwestern Public Safety Institute. In general, this most empirical model determines the actual level of staffing required by taking into account: a) the amount of reactive time that an officer must spend to respond to community generated calls for service; b) the desired percentage of officer time that should be spent on proactive policing tasks (unobligated time), which is established by department policy; and, c) the daily operational mode of the department in terms of the number of shifts and length of each shift. The patrol staffing requirements that result from employing this model are provided in Exhibit 4.10. Actual data has been provided for years 2000-2002. Forecasted population and community generated calls for service have been extracted from the forecast provided in Section 3 of this document. Specifically, the model includes these steps: Line 1 indicates that an average of 38.44 minutes of officer time per call were expended in 2002. Line 2 figures are derived by multiplying the number of actual and projected CGCFS by the average number of minutes expended per call. Line 3 simply divides line two by 60 minutes to arrive at the total annual hours of patrol time required. Line 4 accounts for the percentage of time desired for patrol officers to spend on proactive activities. In this case, the department s goal is 20 minutes per hour 33% of an officer s time. Line 5 simply multiples the unobligated time factor (line four) by the total annual hours of patrol time shown on line 3, to arrive at the total amount of hours that should be staffed. Line 6 establishes the number of unit shifts per day by dividing the number one by the number of hours in shift (in this case 10 hours), multiplied by total patrol time divided by 365 days. Line 7 provides the staffing relief factor. Relief factors are used for any function which must be staffed on a 24-hour basis. The relief factor is calculated by determining the dividing 365 days by the total number days that a person is available per work, in a given year. Line 8 provides the total number of on-duty officers required and is derived by simply multiplying the number of unit shifts by the relief factor. Line 10 finally provides the total number of required officers which is determined by multiplying the number of on-duty officers by the number of squads, shown on line 9. KGA Architecture with Daniel C. Smith and Associates Section 4 Page 13

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.10: Patrol Staff Projections Northwestern Model Actuals/Estimates Projections 2000 2001 2002 2003 2004 2005 2010 2015 Build-Out Service Demand Projected Population 115,953 125,196 137,691 148,213 158,734 169,256 275,879 345,064 454,348 Community Generated Calls for Service 96,074 99,773 112,649 123,014 134,332 146,691 207,084 277,900 353,825 Required Patrol Officer Position Calculations 1 Average Minutes Per Call 38.44 38.44 38.44 38.44 38.44 38.44 38.44 38.44 38.44 2 Annual Minutes of Patrol Time 3,693,085 3,835,274 4,330,228 4,728,642 5,163,713 5,638,814 7,960,302 10,682,487 13,601,034 3 Annual Hours of Patrol Time 61,551 63,921 72,170 78,811 86,062 93,980 132,672 178,041 226,684 4 Unobligated Time Factor (20 min/hour) 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 5 Annual Patrol + Unobligated Time 92,327 95,882 108,256 118,216 129,093 140,970 199,008 267,062 340,026 6 Unit Shifts Per Day 25 26 30 32 35 39 55 73 93 7 Relief Factor 2.121 2.121 2.121 2.121 2.121 2.121 2.121 2.121 2.121 8 Total On-Duty Police Officers 54 56 63 69 75 82 116 155 198 9 Number of Squads 2 2 2 2 2 2 2 2 2 10 Total Required Patrol Force 107 111 126 137 150 164 231 310 395 11 FY 2002-03 Authorized Positions 92 102 103 103 103 103 103 103 103 12 Net Requirement Over Existing 15 9 23 34 47 61 128 207 292 13 Percent Increase Over 2003 Authorized Level 22% 33% 46% 59% 125% 201% 284% 4.5.2 Patrol Staff Projections Under this mode, as displayed on line 10, 126 patrol officers would be required to meet year 2002 CGCFS workload while having 33% of unobligated time available for proactive tasks. Given the actual number of authorized positions for 2002 was 103 officers, the NLVPD was understaffed by 23 patrol officers last year. Overall, the forecast calls for patrol staff to increase to 365 positions by City build-out, equaling a total increase of 283% over existing staffing levels. This increase essentially combines the forecasted 263% rise in CGCFS plus the existing staff level deficiency. As a result, the City would have to add 292 additional patrol officers by city build-out to meet the service levels established by this model. 4.6 AREA COMMAND STAFFING PLAN Considering the immense population growth, the additional land area that will be annexed into the City, and the corresponding projected increases in patrol staff, the Project Team evaluated various alternatives in terms of the number of Area Commands, and command and control structure effectiveness and efficiencies. In general, larger Police organizations typically establish Area Commands (often called, District Stations, or Precinct Stations) at a minimum rate of one per 100,000 population served. The Consultants experience has found this to be the industry standard. NLVPD management has chosen to follow this norm, and therefore envisions establishing our Area Commands by build-out. At full staffing levels the typical Area Command will house the following staffing contingent shown in Exhibit 4.11, while the Headquarters Area Command would have 125 officers and 21 sergeants. These staffing levels allow for a ratio of essentially one sergeant per six officers a ratio which nationwide is considered an effective supervisory to staff ratio for patrol functions. Note that this staffing plan calls for lesser property crimes investigations and crime analysis to be decentralized to the Area Commands as they are developed. KGA Architecture with Daniel C. Smith and Associates Section 4 Page 14

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.11: Prototypical Area Command Staffing Plan at City Build-out Function/Position Qty. Comments Management Captain 1 Office Assistant 1 Patrol: Lieutenant 4 One per shift Sergeant 15 One per 6 officers Officer 90 Community Services Officer 10 Investigations - Crimes Property - Sergeant 1 Investigator 5 Office Assistant 1 Area Command Support Office Assistant 1 Crime Analyst 1 Driver 1 Records Clerk 4 Total 135 As designed, the Washburn Community Police Facility has the capacity to accommodate this staffing plan. Detailed, phased staffing plans for the Area Commands are provided in Appendix B. 4.7 DEPARTMENT-WIDE STAFF PROJECTIONS AND SPECIFIC PLAN 4.7.1 Forecast and Plan: Exhibit 4.12 provides a synopsis of the comprehensive and detailed staffing plan developed by the Project Team. As shown, if the City adopted this plan and the allocated funding levels required to implement it, NLVPD staff would increase from the year 2002 level of 331 authorized positions, to 1,178 authorized positions by build-out, equaling a total rise of 256%. This plan would result in a total staff per 1,000 population of 2.59 and a sworn staff to population rate of 1.82. Appendix C provides a more specific multi-page plan, which list staffing figures on a bureau-by-bureau, position-by-position basis and accompanying rationales for any significant changes in staffing levels. Appendix D provides further comparisons and substantiating data. KGA Architecture with Daniel C. Smith and Associates Section 4 Page 15

City of North Las Vegas SECTION 4 STAFF PROJECTIONS Exhibit 4.12: Staffing Plan Synopsis Command Authorized Projected Need Net Percent 2002-03 2003-04 2005 2010 2015Build-Out Increase Increase Office of the Chief 13 13 14 17 18 20 7 54% Assistant Office of the Chief 42 42 56 74 92 113 71 170% Operations 154 184 274 404 522 682 528 343% Investigations Command 63 64 87 128 163 205 142 225% Services Command 59 60 74 110 131 158 99 168% Total 331 363 504 732 927 1,178 847 256% Net Forecasted Change From Existing - 32 173 401 596 847 Sworn Staff 214 231 337 496 638 825 611 285% Civilian 117 132 167 236 289 353 236 202% Sworn Staff Per 1,000 Population 1.44 1.46 1.99 1.80 1.85 1.82 0.37 26% Total Staff Per 1,000 Population 2.23 2.29 2.98 2.65 2.69 2.59 0.36 16% Staffing Plan Projections Summary 1,400 Total projected staff increase: 256% 1,200 1,000 800 600 400 2002 Level 200-2003 2004 2005 2010 2015 Build-Out KGA Architecture with Daniel C. Smith and Associates Section 4 Page 16