PD - 2-19-2013 PR Canine Reports Process Review Report
Use this report to identify waste and update processes
Use the A3 Report when solving a specific problem
Process Title Police Canine Training Records, Police Canine Deployment Records, Police Canine Annual Report
Process Number 210.005.003, 210.005.004, 210.005.005
Date 02-05-2013
Originator Lt. William Cox
Team Members Lt. William Cox, Lt. Wayne Pruitt, Lt. Sean Morton, Aaron Carswell, Jeffrey
Vaughan, Gary Hanus, Rita Stevenson
Objective
Reduce the amount of time it takes to prepare police canine training records,
deployment reports, and annual police canine report.
Identify waste
Currently, canine handlers take detailed handwritten notes in the field as to how
their canines performed during various training exercises and during canine field
deployments. Later the canine handlers us their notes to type training reports
and field deployments reports into a database developed by the Salina Police
Department. This database does not work on the mobile computers and at times
does not work properly at the police department. At the end of each calendar year
the canine supervisor must produce a statistical report on all canine activities
during the proceeding year. The canine supervisor has to print a report for each
canine. He then organizes that data from some 350 deployments annually and
tabulates the data in order to complete the annual canine statistical report.
Make Recommendations Purchase a web based “Kanine” records keeping system that all canine records
can be entered into at the time of the event in the field. At the end of the year the
program automatically generates the needed statics. The cost of the program is
$120 annually.
XXXXXXXXXXXXXXXXX Immediate Results:
• Eliminate the need to take handwritten field notes on training exercises
• Eliminate the need to take handwritten field notes on field deployments
• All information is entered directly into the canine database from the mobile
computer
• Annual canine statistical report is generated automatically and is more
accurate
• Canine officer can remain on the street as opposed to being in the station
completing canine training and deployment reports
XXXXXXXXXXXXXXXXX Long Term Results:
• The time it takes to enter the information into the database will be reduced as
officers become more proficient
• The annual canine statistical report will be more accurate.
• Increased annual capacity
Labor and cost savings XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXX
Annual dollar savings:
None
XXXXXXXXXXXXXXXXX
Annual hours of increased capacity:
Canine Supervisor: 13.8 hours annually
Canine Handlers: 25 hours annually per handler (75 hours total for all three
handlers)
XXXXXXXXXXXXXXXXX
Use bullet points to identify customer service or employee benefits:
Increase time for patrol activities and training exercises
Increased accuracy of reports
Implementation plan
(briefly describe the implementation plan upon approval of this project)
Obtain “Kanine” program.
Provide to Computer Technology to download onto mobile data computers.
Recommended changes
in employee process
roles
None
Technologies that could
be applied to this process
“Kanine” by Code Blue Designs
Overview of workgroup’s
participation
Highlight those words which best describe this workgroup: non-participative,
uncooperative, hostile, turbulent, halfhearted, disinterested, divided,
collaborative, participating, supportive, enthusiastic
Attachments
Process Documentation Forms, Printout from Code Blue Designs
XXXXXXXXXXXXXXXXX Approval Process
See next page for approval process
Supervisor’s Review
and others in the Chain of
Command
Instructions: This form is submitted through the chain of command to the
Director.
Date: 02-13-2013
Name:Lt. Bill Cox
Comments:
Director’s Approval
Instructions: Approval authority is delegated to each Director for all
recommendations that result in $5,000 or less in annual savings, or 250 hours or
less of annual increased capacity. This form is sent to the Process Improvement
Director for his approval
Date: 02-18-2013
Name: Chief James D. Hill
Approved/Denied:
Process Improvement
Director’s Approval
Instructions: Upon approval this form is sent to the CMO Executive Assistant,
who forwards a copy to members of the Executive Support Team. They determine
how to convert hours into budgetary savings.
Date: 02/19/2013
Approved/Denied:
City Manager’s Approval
Instructions: Final sign off for all recommendations that exceed $5,000 in annual
savings, or 250 hours of annual increased functional capacity is by the City
Manager, who also signs off on any plans to convert hours to budgetary savings.
The CMO Executive Assistant converts the approved form into a pdf file that is
saved on the P drive and in Laserfiche.
Date:
Approved/Denied: