City of Las Vegas Public Safety Annual Report 24

FFICER O

DEPARTMENT OF

PUBLIC SAFETY ANNUAL REPORT | 2024

FFICER O

ES

T. 1982

ACKNOWLEDGEMENTS We would like to thank the following for their support in 2024:

OUR COMMUNITY Mayor Shelley Berkley Mayor Pro Tem Brian Knudsen Ward 2 Councilwoman Victoria Seaman Ward 3 Councilwoman Olivia Diaz Ward 4 Councilwoman Francis Allen-Palenske Ward 5 Councilwoman Shondra Summers-Armstrong Ward 6 Councilwoman Nancy Brune

OUR CITY MANAGER’S OFFICE City Manager Mike Janssen Deputy City Manager Tim Hacker Deputy City Manager Steve Ford Deputy City Manager Sabra Newby Chief Financial Officer Susan Heltsley

We wouldn’t have achieved anything without our Department of Public Safety family, so we want to express our deepest gratitude to every single one of our staff members!

MESSAGE FROM CHIEF JASON POTTS In 2024, the city of Las Vegas Department of Public Safety (DPS) built upon its foundation of innovation, strategic partnerships, and deepened community engagement. These efforts enhanced public safety, strengthened community trust, and reinforced the legitimacy of our agency.

As a distinctive law enforcement agency in Nevada, we remain committed to effective, just, and empathetic policing. Our data-driven strategies and technology enhancements—such as Flock Safety cameras and drones—reflect our innovative approach. By embracing continuous learning and proactive engagement, we will continue to strive to meet the evolving needs of our community and partner agencies while doing our part to contribute to public safety with Las Vegas Metropolitan Police Department (LVMPD) and others.

We also recognize that the well-being of our personnel is essential to our mission. In 2024, we prioritized health and wellness initiatives to support those dedicated to reducing crime and disorder in Las Vegas, with the end goal of reducing harms and fewer victims.

RENOVATIONS AND UPGRADES This year marked significant facility improvements. We renovated units 5 and 6 at the city jail, created a ‘Zen Den’ for detention staff, and upgraded our Northwest Office to support Marshals and the Criminal Investigations Section. We established a problem-oriented policing office at Healing Garden Park and installed a reality-based training system at our former armory. We are also well on our way this year to renovating our Detention Center Control Room..

FREMONT STREET SAFETY INITIATIVES Safety on Fremont Street remains a top priority – and K-9 Scarlett played a vital role in improved perceptions of safety. In collaboration with LVMPD Downtown Area Command and the Fremont Street Experience Security Team, our officers seized over 100 firearms from city parks and the Fremont Street area, contributing to a 35 percent decrease in violent crime at the pedestrian mall. We remain committed to addressing quality-of-life concerns by targeting busker violations and fraudulent activities to ensure a safer environment for all.

JAIL OPERATIONS AND TRAINING Our Detention Special Emergency Response Team (SERT) provided critical support to the Nevada Department of Corrections and other agencies for high-risk inmate transports. We remain dedicated to equipping personnel with the training, tools, and time necessary to perform their duties, resulting in increased training hours over the past three years.

In a department first, a correctional officer was selected to join the LVMPD Fusion Center, strengthening regional collaboration. Our inmate rehabilitation programs also thrived, with over 515 participants earning janitorial and food-handling certifications, leading to a recidivism rate below 18 percent.

IMPROVING ANIMAL WELFARE Our Animal Protection Service (APS) and Flex Teams addressed illegal backyard breeding and unlicensed animal sales, issuing 35 citations, rescuing 16 puppies, recovering four firearms (including a stolen AR-15), and making two arrests. Notably, illegal online puppy listings declined. APS responded to more than 25,000 service calls, focusing on reuniting lost pets with owners, spay and neuter education and microchipping awareness.

Community engagement efforts included a youth-led #spayandneuter art campaign, reinforcing our dedication to animal welfare.

COMMUNITY AND OPERATIONAL INNOVATIONS The Problem-Oriented Policing (POP) Unit added two officers, expanding patrols into the Arts District. Utilizing the SARA framework, the team strengthened ties with local businesses, employees, and residents. Our policy team made notable progress toward CALEA accreditation while advancing Lexipol policy completion.

The Conditions Team—comprising seven officers, a sergeant, and a lieutenant—demonstrated commitment to public health by compassionately clearing approximately 50 unhoused encampments monthly and removing over 1,300 tons of debris in partnership with the Public Works Department’s Rapid Response Team.

STRENGTHENING COMMUNITY TRUST – STRATEGIC PLAN We enhanced community engagement through initiatives like the department’s first Citizen Advisory Committee, an expanded Citizen’s Police Academy (CPA), and the distribution of our children’s book featuring Marshals to all city wards. Our finalized strategic plan emphasizes safety, wellness and culture, aiming to reduce crime, hold offenders accountable, and fostering trust and community well-being.

OPERATIONAL INNOVATIONS This year, our professional staff was instrumental in driving operational excellence across the department.

The completion of the Lexipol Law Enforcement (LE) policy review ensures our policies are current, effective, and aligned with best practices. Collaborating with IT and Motorola, we enhanced data collection capabilities, providing more accurate and timely information to support informed decision-making.

We also streamlined purchasing processes, significantly improving efficiency and maximizing departmental resources. Notably, the approval of the Critical Labor Shortage designation and the implementation of a hiring bonus program represent key milestones in expanding our operational capacity and addressing staffing needs with our new SharePoint dashboard. Because of the efforts of our recruiting team and Professional Standards Unit, we cut our vacancy rate from 13 percent to 9 percent for both field services and detention.

These achievements demonstrate our staff’s commitment to innovation, resource optimization and excellence in public safety services.

LOOKING AHEAD In 2025, we will build on this year’s successes, focusing on operational efficiency and community wellness.

Planned employee health initiatives include chaplain services, therapy dog visits and educational programs on financial literacy, equine therapy, sleep, and yoga. Our collaboration with CLV TV produced an internal wellness video reinforcing the message that no one fights alone. We also look forward to launching our volunteer program.

We deeply appreciate our officers, personnel, community partners, city leadership, our elected officials, allied agencies, CPA ambassadors and the residents of Las Vegas for their continued support. As you explore this year’s annual report, we welcome your feedback and engagement—together, we are stronger.

In partnership,

Jason Potts Chief of Public Safety City of Las Vegas

CONTENTS

DEPARTMENT OVERVIEW....................................................................................................................................................... 1 BUILDING FOR THE FUTURE.................................................................................................................................................2 EMPOWERING OUR COMMUNITY....................................................................................................................................... 3 FINANCIAL STATISTICS........................................................................................................................................................... 4 AREAS SERVICED......................................................................................................................................................................5 ORGANIZATIONAL CHART.....................................................................................................................................................6 PERSONNEL AND DIVERSITY............................................................................................................................................... 7 STRENGTHENING OUR RANKS............................................................................................................................................8 PROFESSIONAL STAFF STATISTICS...................................................................................................................................9 MAXIMIZING RESOURCES FOR PUBLIC SAFETY......................................................................................................... 10 RETIREE ENGAGEMENT..........................................................................................................................................................11 INTERNAL AFFAIRS & USE OF FORCE............................................................................................................................. 12 ENHANCING LAW ENFORCEMENT TRAINING...............................................................................................................13

ANIMAL PROTECTION SERVICES (APS)............................................................................................................................14 OPERATION PAWSITIVE CHANGE..................................................................................................................................... 15 APS PRIORITY CALLS............................................................................................................................................................. 16 ENHANCING ANIMAL PROTECTION SERVICES THROUGH STRATEGIC PARTNERSHIPS AND SAFETY INITIATIVES.......................................................................17 DETENTION SERVICES...........................................................................................................................................................18 REVITALIZING THE FUTURE................................................................................................................................................. 19 PRIORITIZING SAFETY.......................................................................................................................................................... 20 PROGRAMS, SERT AND GANGS....................................................................................................................................... 22 DEPUTY CITY MARSHAL...................................................................................................................................................... 23 ENHANCING PUBLIC SAFETY WITH FLOCK ALPR..................................................................................................... 24 WELCOMING K9 SCARLETT............................................................................................................................................... 25 PRIORITY 1 (P1).......................................................................................................................................................................... 26 CALLS FOR SERVICE (CFS)................................................................................................................................................. 26 ARRESTS AND CITATIONS...................................................................................................................................................27 STRENGTHENING PUBLIC SAFETY THROUGH STRATEGIC PARTNERSHIPS.................................................. 28 PARK AND FACILITY ACTIVITY........................................................................................................................................... 30 THE PROBLEM-ORIENTED POLICING (POP) TEAM......................................................................................................31 DCM SPECIALTY TEAMS...................................................................................................................................................... 32 WARD 1 & 2.................................................................................................................................................................................33 WARD 3 & 5................................................................................................................................................................................34 WARD 4 & 6............................................................................................................................................................................... 35

DEPARTMENT OVERVIEW

Professional Standards finished reviewing all Law Enforcement Lexipol policies DPS was awarded more than $800,000 in grants Implemented a new digital PA system, enhancing purchase processing time Successfully completed two internal audits from our city auditor and two FBI audits Renovated the administration building conference room Created and filled a new control room manager position and a community outreach coordinator Finalized the purchase of the VirTra training system Launched the first wellness video emphasizing the importance of mental health

1

BUILDING FOR THE FUTURE:

Modernizing Department Facilities to Better Serve the Community

Investing in infrastructure is essential to ensuring our department operates efficiently and remains connected to the communities we serve. With that in mind, we have made significant strides in upgrading and expanding our facilities, creating more functional and modern spaces that provide our staff with the tools they need to perform at their best. These improvements not only enhance our operational capabilities but also strengthen our engagement with the community.

One of the most impactful projects is the long-overdue renovation of the Northwest Substation, which had not been remodeled in decades. This facility houses our Criminal Investigations Unit and Task Force Officers, serving as a vital hub for critical operations. The upgrades have transformed an outdated space into a modern, well-equipped environment that enhances efficiency and functionality. Beyond its operational improvements, the newly updated substation will also feature a dedicated space for community events, fostering stronger relationships between law enforcement and the residents we serve. We are well on our way to completing the renovations of units 5 and 6 with breakrooms and a Zen-Den for our officers as well as placing pleasant aromas into some of our units and intake area.

In addition to the substation renovation, we have completed a much-needed remodel of our Administrative Conference Room—the site of many important department events. This upgrade included enhanced technology to improve presentations and meetings, as well as aesthetic improvements to create a more welcoming and professional atmosphere. By modernizing this space, we have ensured that staff has access to the necessary resources to conduct meetings, training sessions, and collaborative discussions more effectively.

Another exciting development is the acquisition of a new space in the Arts District for our Problem-Oriented Policing (POP) Team. As the city continues to grow and evolve, it is critical that our officers have a designated hub within the areas they serve. This new facility will act as an operational base for officers patrolling the district, providing them with a centralized location to coordinate efforts, engage with local businesses and residents, and enhance overall public safety in one of the city’s most vibrant cultural areas.

To further improve efficiency, we have also completed the evidence room at the FSE Substation, allowing officers to process and store evidence more quickly and effectively. This enhancement significantly reduces the time officers spend handling evidence-related tasks, allowing them to return to patrol duties faster and spend more time serving the community.

Additionally, through collaboration with LVMPD, we have created an additional office space for a Sergeant and a dedicated workspace for the FLEX Sergeant and the department’s K9, Scarlett. These improvements ensure that our personnel have the space they need to work effectively while also enhancing coordination between units.

As part of our ongoing modernization, we have also relocated the department’s armory to optimize both space and efficiency. This relocation not only made room for our new virtual reality training equipment, but also streamlined the process of accessing supplies. By bringing equipment closer to the personnel who need it most, we’ve made it easier for staff to access essential tools and resources, further improving operational efficiency.

These construction and renovation projects reflect our commitment to creating modern, functional, and community-focused spaces that support both our officers and the public. By redesigning outdated facilities and ensuring our staff has the tools they need to succeed, we are investing in a future where our department can operate with greater efficiency, innovation, and collaboration to better serve our community.

2

EMPOWERING OUR COMMUNITY:

The Impact of the Citizens Police Academy and DPS Volunteer Program

The city of Las Vegas Department of Public Safety proudly celebrated the graduation of its third Citizens Police Academy at the conclusion of 2024. A Citizens Police Academy is a community outreach program designed to foster trust, transparency and collaboration between law enforcement agencies and the public. By providing an inside look at police operations, these academies help bridge the gap between officers and the communities they serve, equipping participants with a deeper understanding of law enforcement practices and the challenges faced by public safety professionals.

Over the course of 12 weeks, 20 dedicated students participated in weekly evening sessions, gaining valuable insights into the various facets of our department. This cohort was notably diverse, comprising individuals from varied backgrounds, including wildland firefighters, teachers, cosmetologists, and a former LVMPD employee, as well as a couple married for 40 years.

Participants engaged in a range of educational experiences, including a tour of the Detention Center, interactions with K9 Scarlett, and demonstrations of cutting-edge technologies, such as drones, that enhance our law enforcement capabilities. Additionally, they explored how case law shapes the operational framework of the criminal justice system. At the conclusion of the academy, two students were recognized for their exceptional contributions to this program. One student was acknowledged for dedicating additional hours outside of class to learning about the program and volunteering with our staff. Another student was praised for relaying information about this academy to Oakland Police Department, allowing them to begin creating their own Citizen’s Police Academy.

The lasting impacts of these classes will continue to influence our community and the ambassadors who completed this program. Many students left the academy interested in becoming volunteers, while a few students were hand selected to participate in the Citizen’s Advisory Board to share their insights with our leadership. Currently, two students are in the process of testing for the Department: both are preparing for the physical fitness test to become corrections officers.

We extend our gratitude to the staff members who contributed to revitalizing this program, and we eagerly anticipate welcoming a new class in February 2025.

3

FINANCIAL STATISTICS FY FY2024 2024BUDGET BUDGET SERVICE SERVICE&& SUPPLIES SUPPLIES $27,440,090 $27,440,090 27.4% 27.4%

FY FY2025 2025BUDGET BUDGET

CAPITAL CAPITALOUTLAY OUTLAY $213,000 $213,000 0.2% 0.2%

SERVICE SERVICE&&SUPPLIES SUPPLIES $29,587,033 $29,587,033 28.0% 28.0%

SALARIES SALARIES&& BENEFITS BENEFITS $72,352,907 $72,352,907 72.3% 72.3%

BUDGETED POSITIONS

CAPITAL CAPITALOUTLAY OUTLAY $52,000 $52,000 0.0% 0.0%

SALARIES SALARIES&& BENEFITS BENEFITS $76,050,111 $76,050,111 72.0% 72.0%

FY24 OVERTIME BUDGET TO ACTUAL* $5,800,000 $5,600,000

468

$5,400,000 $5,200,000 $5,000,000 $5,647,082

$4,800,000 $4,600,000 460

$4,400,000

$5,084,120

$4,200,000 $4,000,000 FY25

4

FY24

BUDGET

*Actual Overtime includes all retros and year end accruals

ACTUAL

AREAS SERVICED The city of Las Vegas is committed to strengthening trust and partnerships with the community in order to achieve a safer city.

As part of this commitment a Department of Public Safety Lieutenant has been assigned to cover each city ward.

WARD 6

ADMINISTRATIVE OPERATIONS LIEUTENANT

WARDS 4 & 6

John Guillen

LIEUTENANT

JGuillen@LasVegasNevada.gov

Cheryl Manning

CManning@LasVegasNevada.gov

WARD 4 WARD 5 LIEUTENANT

Charles Shepherd

WARD 2 LIEUTENANT

Paul Hartz

PHartz@LasVegasNevada.gov

CShepherd@LasVegasNevada.gov

WARD 5 WARD 1 & 3

WARD 2

LIEUTENANT

Sendy Lopez

WARD 1

SLopez@LasVegasNevada.gov

TOURIST CORRIDOR LIEUTENANT

WARD 3

Tim Mullins

TMullins@LasVegasNevada.gov

Each Lieutenant will be focused on problem-solving within city facilities, 630,000+ Residents 130 Facilities on parks and trails, while addressing quality-of-life concerns and other issues.

142-square-miles

TTY 711

200+ Parks and Properties

Please contact the Lieutenant in your service area with your non-emergency

Parks, Plazas and Trailheads 3,400+ public safety issues or concerns. Continue to use 911 Employees for emergency calls.

62.2 Miles of Trails

PS-11623-02-25

5

ORGANIZATIONAL CHART

Rob Straube Assistant Chief Deputy City Marshals

Sendy Lopez Lieutenant Explorers, Recruiting, Honor Guard, AED, 30x30, LGBTQ, Hispanic Liaison Ward 3 – DAY A

Paul Hartz Lieutenant Motors, Bikes, FTO Ward 2 – DAY B

VACANT Lieutenant

Charles Shepherd Lieutenant MORE, Conditions, SRT Dignitary, Secondary COP DAYS Ward 5 – MON-THU

Tim Mullins Lieutenant FLEX, FSE, Operation SAFER, POP, Art’s District Tourist Corridor TUE-FRI

Cheryl Manning Lieutenant DUI Bitz/ParkS & Rec Ward 4/6 – SWING B

Sergeants Patrol

Sergeants Patrol

Sergeants Patrol

Brandon Lipschitz Sergeant Conditions Team

Jeff Belcher Sergeant FLEX/FSE

Sarkis Jopalian Sergeant POP

Jorge Carrillo Sergeant FSE

Sergeants Patrol

Kyle Ward Deputy Chief Support Services

John Guillen Lieutenant

Administrat ive - OJ, Staffing, Special Events, CAO, City Hall, U-Visa, Policy/ POST Dir/Unit Guidelines, COP,FLOCK, Drones MON-THU

Joshua Loper Sergeant Training

Brian Griffith Sergeant Internal Affairs

Jeffery Alamo Locksmith Supervisor

Zach McCoy Sergeant Academy

Anthony Bruno Control Room Manager

Jaclyn Archambault Management Analyst II CPA/Volunteers

VACANT Evidence/Asset Management

Michael Ukauka Lieutenant DAY

Charles Smith Lieutenant NIGHT

Thomas Orlando Lieutenant NIGHT

Frank Dent Lieutenant Administrative - NEC, Janitorial, Operations, Property, Telestaff, Staffing, Securus, Culinary, Maintenance, Pigeonly

Tiffany Dent Lieutenant Administrative – Medical, Classification, Programs, LEST, Programs, PREA, Muni Court, FTEP, Offendertrak

Matthew Triplett Deputy Chief Detention Services

Jason Potts Chief

John Arvanites Sergeant Criminal Inv., Fusion, Task Force

Cody McCrimon Administrative Sergeant Training/CPA/Volunteers

Control Room Supervisors

Lawrence Price Lieutenant DAY

Luz Vargas Management Analyst I Assistant to the Chief

Yamile Landrian Behavioral Health Administrator

Rudy Tovar DPS Manager Animal Protection Services

Kristin Watkins Supervisor Animal Protection Services

Darren Cook Classification Sergeant Gang Intelligence

LEST Supervisors LEST

Brandi Fusch Supervisor Animal Protection Services

Gissel Rodriguez Administrative Support Asst.

Animal Protection Services

Jeffrey Schroyer Sergeant Property

Gilbert Orozco Maintenance

Sergeants NIGHT

Sergeants NIGHT

Sergeants DAY

Jim Bledsoe SERT Sergeant

Sergeants DAY

PEER Support and Chaplains

Evelyn Hamilton Budget Analyst

Rhonda Knightly Administrative Officer CALEA & Policy

Brianna Ramirez Management Analyst II Data & Analytics

Business Office

Paula Cioli Sr. Management Analyst CALEA

Jeanifer Gallego Administrative Section Manager

Adrienne Morency Sr. Management Analyst Data & Analysis

Karla Limon Management Analyst II HR Liaison

Valerie Davis Electronic Records Specialist Records

Lexi Demoleas Administrative Support Asst.

Records

Updated as of 03/24/25

6

PERSONNEL AND DIVERSITY American Indian or Alaskan Native 1%

Boomer II 3% Asian 6%

White 40%

Black or African American 23%

ETHNICITY

Milennials 54%

GENERATION

Two or More Races 4% Native Hawaiian or Other Pacific 1%

Hispanic or Latino of any race 25%

Generation Z 6%

Female 17%

Non-Sworn 25%

SWORN STAFF Male 83%

Generation X 37%

SWORN VS NON-SWORN Sworn 75%

17% of our sworn staff is female 7

STRENGTHENING OUR RANKS:

Innovative Recruitment Efforts to Build a Stronger Department

Recruiting top talent in law enforcement is more challenging than ever, but our department has risen to the occasion with a dynamic and multifaceted strategy. Recognizing the need to attract qualified candidates who are committed to public safety, together with the city’s Communications Department, we launched a comprehensive recruitment marketing campaign designed to expand our reach, enhance visibility, and bring in the best candidates for the job.

A key component of this effort was increasing our presence in high-traffic areas. We implemented an advertising campaign featuring billboards along major highways, utilized all available city billboards and secured placements in key publications. These efforts ensured that our message reached a broad audience, highlighting the benefits of joining our department and emphasizing the rewarding career opportunities we offer.

Understanding that direct engagement is critical, we also expanded our participation in job fairs, attending more hiring events than ever before. This included key recruitment opportunities such as the National Latino Peace Officers Association (NLPOA) Conference and the Boulevard Mall job fairs. These events allowed us to connect with potential recruits face-to-face, answer questions, discuss career paths, and inspire individuals who are passionate about public service.

Recognizing the urgency of staffing needs, we also launched the Critical Labor Shortage Program in May. This classification permits agencies to rehire retired officers who are currently collecting an NVPERS pension, providing an opportunity to bring experienced personnel back into the workforce. To further attract experienced professionals, we introduced a sign-on bonus for Deputy City Marshal laterals and for Deputy City Marshals hired under the Critical Labor Shortage program. These incentives were designed to encourage skilled officers to join our ranks and immediately contribute to our mission.

Recruiting and retaining top talent remains a priority, and we will continue exploring innovative ways to attract skilled individuals to our department. Through targeted marketing, increased community engagement and strategic hiring initiatives, we are committed to building a strong and diverse workforce that is prepared to serve and protect. Our efforts are making a difference, and we will remain focused on ensuring our department is staffed with the best and brightest professionals dedicated to keeping our community safe. We have cut our vacancy rate for Deputy City Marshals from 26 percent to 13 percent.

58 new hires!

Over 30 DCM ride alongs completed

Nearly 500 hours dedicated to recruitment!

Over 15 job fairs attended!

8

37 P sessioTns

PROFESSIONAL STAFF STATISTICS 2024 vs. 2023 VAR%

Professional Staff Statistics

2024

2023

2022

Dispatch Answered Calls - Deputy City Marshals

10,147

10,922

10,121

(775)

(7.1%)

Dispatch Answered Calls - Animal Protection Services

41,815

45,802

41,000

(3,987)

(8.7%)

Dispatch Answered Calls - Detention

41,238

41,638

40,549

(400)

(1.0%)

329

410

480

(81)

(19.8%)

8,278

7,227

8,000

1,051

14.5%

Letters of Incarceration Produced

627

445

539

182

40.9%

Fingerprints Processed (non-defendant)

261

334

286

(73)

(21.9%)

Polygraph Tests Conducted

127

157

125

(30)

(19.1%)

Record Requests Processed

1,133

554

513

579

104.5%

Audio Visual Requests - Internal Affairs

50

70

145

(20)

(28.6%)

Audio Visual Requests - Records

24

62

0

(38)

n/a

Seal Orders Completed

2,188

1,330

1,078

858

64.5%

Files Digitized, Verified, and Indexed

8,477

7,492

11,207

985

13.1%

Evidence Processed

1,681

1,915

1,118

(234)

(12.2%)

Animal Protection Community Events

27

21

24

6

28.6%

DCM and SERT Community Oriented Policing Events

110

108

73

2

1.9%

Facilities Work Orders

2,328

3,214

3,628

(886)

(27.6%)

Department Tracked Training Hours

23,586

27,497

35,354

(3,911)

(14.2%)

Lockshop Work Orders

3,824

3,513

4,027

311

8.9%

Dispatch Answered Calls - Municipal Court Dispatch Answered Calls - MORE Team

Standards Professionaalll of the DCM reviewed policies and Lexipol policy review initiated CO

9

MAXIMIZING RESOURCES FOR PUBLIC SAFETY: How Grants Enhanced DPS

Grants play a vital role in strengthening law enforcement agencies by providing the necessary funding to enhance public safety, implement innovative policing strategies and acquire critical equipment and training resources.

As municipalities face increasing fiscal constraints, securing external funding allows agencies to expand their capabilities without placing additional strain on local budgets. Competitive grant programs also encourage agencies to adopt evidence-based approaches, collaborate with research institutions, and integrate advanced technologies that improve both operational efficiency and community trust.

In 2024, the city of Las Vegas Department of Public Safety (DPS) successfully leveraged multiple grant opportunities to enhance its services and invest in forward-thinking initiatives. These grants have funded essential programs ranging from data-driven policing assessments to officer training enhancements and traffic safety campaigns. By strategically pursuing and managing these resources, DPS continues to advance its mission of protecting and serving the Las Vegas community while optimizing available financial resources.

Securing an $800,000 Smart Policing Initiative (SPI) grant was a significant milestone for the department, providing critical support for the implementation of the Sound, Accountable, Just, and Effective (SAJE) Policing Assessment tool. Launched in the fourth quarter of 2023, this initiative is currently being evaluated by researchers from the University of Nevada, Las Vegas (UNLV) and New York University (NYU) to assess its impact on policing strategies and community outcomes.

In addition to advancing data-driven policing, the department received an $18,300 Joining Forces (JF) grant to support a comprehensive traffic safety campaign running through September 2025. A portion of this funding—$3,300—will be allocated for the purchase of essential radar equipment, further enhancing the department’s efforts to improve road safety.

Further strengthening officer preparedness, DPS also secured a $100,000 Justice Assistance Grant (JAG) in 2023, overcoming legal and logistical challenges to ensure its implementation in 2024. This grant will fund the installation of advanced virtual reality de-escalation training equipment, scheduled for deployment in January 2025. These cutting-edge training tools will enhance officers’ ability to respond effectively to high-stress situations, ultimately improving public safety.

In addition to these targeted grants, DPS maximized its use of American Rescue Plan Act (ARPA) funds, which will be available through July 2025, and fully utilized previous cycle funds from the State Criminal Alien Assistance Program (SCAAP) to acquire critical radios for the Detention Center. Further supporting future operations, the department was also approved to apply for surplus equipment through the State’s Law Enforcement Support Office (LESO) program for the 2025 cycle, which will bolster its law enforcement capabilities while optimizing its budgetary resources.

The DPS grant team continues to actively pursue additional opportunities for securing equipment and resources, a vital effort given current fiscal constraints. These initiatives underscore the department’s ongoing commitment to leveraging cutting-edge technology and securing resources to improve both policing operations and the safety of the Las Vegas community.

10

RETIREE ENGAGEMENT:

Strengthening DPS’s Legacy through Continued Connection

The Department of Public Safety (DPS) has established the Retiree Engagement Program to ensure a continued connection with its retired personnel, recognizing the invaluable contributions they have made and reinforcing the strength of the department’s bond with those who have served. This program is not just about honoring the past; it’s about ensuring that the knowledge and experience of retirees continue to play an active role in shaping the future of the department.

The initiative was launched with a Retiree Appreciation Breakfast, offering retired officers an opportunity to reconnect, share insights, and celebrate their careers. This event underscored DPS’s ongoing commitment to its personnel, not just during their active service, but well into retirement.

Looking ahead, DPS will host a ribbon-cutting ceremony for the Zen Den and Units 5 & 6, spaces specifically designed to support the wellness of officers. Retirees will be invited to participate in this important event, symbolizing the continued involvement of those who have moved on from active service, yet remain integral to the department’s culture. The inclusion of retirees in these events reinforces DPS’s belief in fostering strong, enduring relationships across all stages of an officer’s career.

Since the program’s inception, retirees have returned to the department in various capacities—speaking at retirement ceremonies, hosting workshops, and mentoring current officers. These engagements have bridged generational gaps and emphasized the importance of mentorship within the organization. Retirees have shared their valuable experiences, strengthening the department’s culture and ensuring that the next generation of officers understands the critical role they play in the department’s legacy.

The Retiree Engagement Program is supported by a committee of both current and retired DPS employees, ensuring that the program remains relevant, impactful and aligned with the department’s evolving needs. The collaboration between current and retired personnel guarantees that both groups are actively shaping the future of the department, drawing from a diverse pool of experiences and perspectives.

Retirees have consistently provided positive feedback on the current state of the department, expressing deep appreciation for the ongoing recognition of their service and the welcoming atmosphere of the organization. The department’s commitment to honoring retirements and maintaining a connection with its retirees has reinforced a sense of pride and respect within the retired ranks, ensuring that officers feel valued even after they’ve hung up their uniforms.

In addition to the Retiree Engagement Program, DPS has placed significant emphasis on the mental and emotional health of its workforce. The Behavioral Health Administrator (BHA), Peer Support Team and chaplains are integral to the department’s wellness initiatives, offering crucial support to officers dealing with the demands of their work. These programs are designed to address the psychological, emotional, and spiritual needs of officers, ensuring that they have the resources necessary to navigate the challenges of law enforcement. By continuously expanding and improving wellness initiatives, DPS demonstrates its commitment to the well-being of its officers.

Through these ongoing initiatives, DPS is laying the groundwork for a robust and enduring relationship between active and retired personnel. The department’s commitment to wellness, mentorship, and recognition extends far beyond retirement, ensuring that the legacy of its officers continues to influence the department for years to come.

11

INTERNAL AFFAIRS & USE OF FORCE INTERNAL AFFAIRS POLICY VIOLATION FINDINGS Not Sustained 15%

Exonerated 5%

Unfounded 2%

Sustained 78%

DETENTION USE OF FORCE

2024

2023

2022

2024 vs. 2023

VAR%

UOF Incidents

170

121

194

49

40.5%

Average Daily Population

479

377

393

102

27.1%

Average Use of Force Rate

2.58

2.68

4.11

(0)

(3.7%)

*Use of force rate is the average use of force incidents per 100 offenders

DEPUTY CITY MARSHALS

12

USE OF FORCE

2024

2023

2022

2024 vs. 2023

VAR%

UOF Incidents

51

46

34

5

10.9%

Arrest

2,906

2,173

1,747

733

33.7%

Citation

6,042

3,557

1,971

2,485

69.9%

ENHANCING LAW ENFORCEMENT TRAINING: The Integration of VirTra Simulation and Advanced Preparedness

The Department of Public Safety (DPS) recognizes that effective training is the cornerstone of law enforcement readiness and safety. A dedicated Training Department plays a critical role in equipping officers with the necessary skills, knowledge, and tools to perform their duties safely and effectively. In 2024, the Training Department made significant strides in enhancing officer preparedness through a comprehensive series of training programs that spanned various platforms and specialized courses. These efforts are not only vital to the development of internal staff but also contribute to the broader law enforcement community by providing advanced training to external agencies. As law enforcement challenges evolve, ongoing professional development ensures officers are ready to meet any situation with confidence and competence.

In 2024, the Training Department made significant strides in enhancing law enforcement preparedness with a comprehensive series of Taser user trainings across all platforms, including the X26P, TASER 7 and TASER 10. These trainings weren’t limited to internal staff—they also included multiple courses for TASER instructors, extending to external agencies as well. Notably, Training Officers Bradford and Lane completed the prestigious Master TASER Instructor course, further elevating the department’s expertise. Additionally, TASER training was integrated into the department’s In-Service Training, reinforcing critical skills year-round.

A key highlight for 2024 was the anticipated installation of the VirTra simulation system, an immersive training tool designed to deepen officers’ understanding of use-of-force scenarios. Officers Phillips, Farmer, Sgt. Loper, and Sgt. Burdette completed the VirTra user course, preparing them to utilize the system’s capabilities in real-world situations. VirTra offers a dynamic training environment that covers a wide range of situations—from less-lethal options like TASER use to managing mental health crises and medical emergencies. With over 490 scenarios and 93 certified POST classes, the system provides invaluable hands-on experience. The ability to integrate lesslethal tactics in training is crucial for ensuring officers can respond to incidents in a manner that minimizes harm while maintaining safety. Moving forward, the department plans to have all marshal squads go through regular, monthly simulations to enhance their decision-making and tactical responses.

Looking ahead, 2025 promises even more growth. In collaboration with the Fire Department, the Training Department will introduce In-Service Training focused on tactical medicine (Tac Med). This training will equip officers with essential skills to handle emergency situations, with a basic Tac Med course planned for the year.

Later in 2025, an advanced Tac Med class will offer officers in-depth knowledge of life-saving techniques. The integration of both less-lethal and life-saving training ensures a comprehensive approach to officer preparedness, emphasizing the safety of both officers and the public.

The department is also committed to maintaining high standards of proficiency with plans to recertify all marshal personnel in less-lethal shotgun and 40MM training in 2025. Reflecting on a successful 2024, the Training Department is gearing up for an even stronger year ahead, ensuring that every officer is prepared to respond to any challenge with confidence and expertise.

13

ANIMAL PROTECTION SERVICES (APS)

Collaborated with Deputy City Marshals on undercover operations to disrupt criminal activity Partnered with local clinics to offer microchipping, spaying/neutering and vaccinations Boosted accountability with The Animal Foundation through strategic oversight Jail residents assisted The Animal Foundation with kennel cleaning and maintenance Participated in a creative spay and neuter campaign with YDSI and PRCA to raise more awareness to importance of spay and neutering.

Deployed body-worn cameras, ballistic vests and tasers to enhance accountability, improve transparency and strengthen officer safety Successfully facilitated 289 heartfelt reunions, returning animals to their owners with a strong focus on reunifying them with their families

10,616

ANIMALS IMPOUNDED

CONFIRMED BITES

10,288

575 8,453

494

2024

14

2023

2022

2024

490

2023

2022

OPERATION PAWSITIVE CHANGE:

Combating Illegal Animal Breeding in Southern Nevada

Illegal backyard breeding has created a crisis for southern Nevada’s animal population. From overfilled shelters to the spread of animal illnesses, these activities have far-reaching consequences for both pets and the community.

In response, the Las Vegas Department of Public Safety has launched an initiative called Operation Pawsitive Change to address the issue head-on.

Illegal breeding isn’t just an animal welfare issue—it’s a public health concern. The mission of Operation Pawsitive Change is to reduce animal overpopulation by cracking down on illegal breeding practices, enforce local ordinances by targeting offenders violating city codes, and promote responsible pet ownership by highlighting the importance of adoption over purchasing animals from unregulated sources. By focusing on these objectives, the initiative aims to protect both animals and the broader community.

At the heart of the operation is a dedicated Flex Team, equipped with undercover accounts to identify illegal breeders and sellers. Through careful communication and investigation, officers collected evidence to charge offenders. Working closely with Animal Protection Services (APS) and the City Attorney’s Office, the team ensured every case complied with Title 7 of city ordinances. Over just six days, the operation issued 35 citations and arrests, a powerful step toward holding offenders accountable and curbing illegal activity.

The consequences of backyard breeding extend beyond overcrowded shelters. Poor breeding practices often result in pets with health and behavioral issues, increasing the strain on local animal care systems. Additionally, confined and unsanitary conditions exacerbate the spread of animal-borne diseases, posing risks to both pets and humans. Chief Potts, a leading advocate for the initiative, emphasizes the community’s role in breaking the cycle: “By choosing adoption over purchasing from breeders, we can create a more humane and compassionate society. Protecting animals is integral to protecting the moral fabric of our community.”

To ensure the long-term success of Operation Pawsitive Change, the Department of Public Safety is introducing new resources, including a tip line and online reporting system for residents to report suspected illegal breeding operations, as well as public awareness campaigns to educate about the risks of backyard breeding and the benefits of adopting from shelters. Local organizations like the Nevada Society for the Prevention of Cruelty to Animals (NSPCA) and The Animal Foundation (TAF) are key partners in this effort, connecting the community with resources and adoptable animals.

Operation Pawsitive Change marks the beginning of a more concerted effort to address illegal animal breeding in southern Nevada. By uniting law enforcement, animal welfare organizations, and the public, the initiative paves the way for lasting change. As Gandhi once said, “The greatness of a nation and its moral progress can be judged by the way its animals are treated.” Southern Nevada is rising to this challenge with compassion, diligence, and a vision for a better future.

For more information or to report illegal breeding, contact the Department of Public Safety’s hotline. To make a difference today, consider adopting from NSPCA or TAF. Together, we can transform our community, one paw at a time.

15

APS PRIORITY CALLS PRIORITY CALLS BY WARD Ward 6, 500, 10%

OJ, 24, 1%

Ward 1, 917, 19%

Ward 5, 1,032, 21%

Ward 2, 516, 11%

Ward 4, 521, 11% Ward 3, 1,311, 27%

289 Animals

371 Services Provided

Returned to Owner

with Veterinarian Partners

Over 24,000

Calls Responded To PRIORITY CALLS 2,039

2,178

2,078

919

989

887

831

880

718 403

CRUELTY COMPLAINTS

BITING ANIMALS

INJURED / SICK ANIMAL WITH A STANDBY PERSON 2024

16

399

378

INJURED / SICK ANIMAL NO STANDBY PERSON 2023

2022

287

391

391

DANGEROUS/AGGRESSIVE ANIMAL RUNNING AT LARGE

113

136

102

ANIMALS IN DISTRESS

ENHANCING ANIMAL PROTECTION SERVICES THROUGH STRATEGIC PARTNERSHIPS AND SAFETY INITIATIVES

The City of Las Vegas Department of Public Safety’s Animal Protection Services (APS) continues to strengthen its mission to protect both animals and the community. In 2024, APS embarked on a valuable partnership with local low-cost veterinary services providers, including Hearts Alive Village and Heaven Can Wait, to offer essential veterinary care at a more affordable price for eligible residents. This initiative is designed to help pet owners in need by providing a portion of the bill for services such as spaying, neutering, and general veterinary care. By covering a portion of the cost, the City aims to reduce the number of unwanted pets and improve the health and welfare of animals throughout the community. The partnership is a step toward ensuring that pets of all backgrounds, regardless of their owners’ financial situation, receive the necessary care to thrive in a safe environment.

In addition to community-focused initiatives, APS has also focused on enhancing the safety of its officers.

Recognizing the potential dangers involved in handling animal-related calls, APS has procured body-worn cameras and Tasers for their officers. These tools will provide an added layer of security and accountability, ensuring that officers can handle high-risk situations with confidence and clarity. Body-worn cameras will enhance transparency, allowing for real-time documentation of interactions with the public, while Tasers will serve as a less-lethal option when responding to calls. This advancement reflects APS’s commitment to protecting both its officers and the public.

Furthermore, APS is taking proactive measures to safeguard employees from potential health risks associated with animal-related duties. In 2024, the department introduced voluntary rabies vaccinations for its staff, ensuring that employees are protected from potential exposure to rabies while performing their critical work. Offering rabies shots is a proactive step in maintaining the health and safety of APS personnel, enabling them to continue serving the community with peace of mind.

Through these strategic partnerships, safety enhancements, and health initiatives, APS continues to demonstrate its dedication to the well-being of both animals and its officers. These efforts not only improve the quality of care provided to pets in need but also ensure that those working to protect them have the resources and support necessary to stay safe in the field. As the department moves forward, it will continue exploring new opportunities for innovation and community outreach to further enhance its service and impact.

17

DETENTION SERVICES

Began construction on units 5/6 to enhance inmate safety by installing toilets in each cell Launched a new Video Court Program to streamline and enhance efficiency between the jail and Municipal Court Introduced on-site video assessments with Municipal Court to optimize resources and manpower Built a single entry point to enhance safety at the detention center LEST Unit partnered with Municipal Court managers to implement the eCourt work queue for more efficient processing of inmate court cases Initiated the request for proposal (RFP) process for the new jail management system Introduced new inmate uniforms designed to enhance safety and comply with PREA standards

18

REVITALIZING THE FUTURE:

Transforming Our Facility for Safety, Efficiency, and Staff Well-Being

In 2024, we embarked on a transformative renovation of our aging facility, originally built in the early 1990s. A key focus was the general population housing building, which had remained vacant for several years due to concerns related to shared bathroom facilities.

The project, which began in January 2024 and reached major construction completion by November 2024, was led by Sletten Construction’s Correctional Division. Over the course of the year, 417 workers were involved in this comprehensive overhaul, all of whom underwent rigorous clearance through our Internal Affairs department.

One of the most significant changes was the installation of a permanent wall to divide the building into two separate housing units. This redesign not only improved the facility’s functionality but also bolstered security by creating a more controlled environment. To further optimize the space, we upgraded our climate control systems, installing new, energy-efficient HVAC and mechanical equipment. These improvements will enhance reliability while reducing operational costs. Additionally, our electrical panels were upgraded, and we added more emergency power capabilities to ensure continuity of services during power outages.

A significant upgrade to the visitation area introduced a one-way entry point for enhanced security, while the remaining space was repurposed to create a “Zen Den” for staff. This tranquil space provides a much-needed respite for staff to decompress and unwind during their shifts. An updated break room was also completed to accommodate the needs of our control personnel.

The renovation project included the installation of private restroom fixtures in each resident’s cell, requiring the addition of a new sewer main to support the upgraded plumbing. Showers were completely remodeled and relocated to a new downstairs area, specifically designed to better accommodate residents with special needs.

The removal of shared restrooms not only enhanced privacy and security but also freed up valuable space, which was repurposed for additional office areas and a new staff break room.

The remodel didn’t stop at security and staff areas. We also expanded office space to better accommodate city vendors and built a larger, more modern pharmacy to meet the growing needs of our facility.

This renovation represents a major step forward in our ongoing commitment to safety, efficiency, and the wellbeing of both our residents and staff. With these upgrades, we are not only addressing current challenges but also preparing for the future of our facility and its role in serving our community.

AVERAGE DAILY POPULATION 479

439

377

2024

2023

2022

AVERAGE LENGTH OF STAY 3.6

3.3 3.2 2024

2023

2022

19

PRIORITIZING SAFETY:

Enhancements in Detention Center Operations The Detention Center has made significant strides in improving operations, defendant care, and safety over the past year. Several key advancements focus on sanitation, compliance with regulations, and community partnerships; enhancing both operational efficiency and the dignity of those in custody.

BOOKINGS BY AGENCY 5%

5% 2%

14% 55%

ENHANCING HYGIENE A new flat mop system has been introduced across all units, reducing the risk of cross-contamination between cells. This system ensures that each area is cleaned with dedicated materials, improving sanitation and helping prevent the spread of harmful pathogens throughout the facility.

LIFE-SAVING EQUIPMENT IN TRANSPORT VANS

19%

LAS VEGAS METRO POLICE

CITY CORRECTIONS OFFICER

DEPUTY CITY MARSHAL

NEVADA HIGHWAY PATROL

LAS VEGAS MUNICIPAL COURT OTHER For the first time in the Department of Public Safety’s (DPS) history, trauma kits and Automated External Defibrillators (AEDs) have been added to all defendant transport vans. This upgrade provides the ability to address medical emergencies, ensuring that both inmates and staff are better prepared for potential life-threatening situations.

STREAMLINING OPERATIONS: NEW CLEANING CHEMICALS The Detention Center has simplified its cleaning process by implementing a smaller, more effective range of cleaning chemicals. These products improve efficiency, enhance sanitation, and minimize exposure to harsh chemicals, ensuring a safer environment for both staff and defendants.

20

UNIFORMS FOR SAFETY AND COMPLIANCE The Detention Center has introduced new two-piece uniforms for all defendants to enhance safety. These uniforms eliminate metal buttons, reducing potential risks and helping to prevent contraband smuggling. Additionally, the updated design offers practical improvements to meet the needs of all defendants effectively.

INCREASED PRIVACY New privacy screens have been installed on windows in housing units 7A, 7B and 7C, preventing male and female inmates from viewing one another. This upgrade promotes PREA compliance by enhancing privacy and reducing the potential for misconduct.

STRENGTHENING COMMUNITY PARTNERSHIPS The Detention Center has enhanced its partnerships with local organizations such as Vegas Stronger, Wellcare, and the Las Vegas Rescue Mission, providing a warm handoff of released defendants to supportive services.

Collaboration with the Las Vegas Municipal Court allows defendants to access resources from the city’s Courtyard Homeless Resource Center through the MORE Team, facilitating their reintegration into society. Additionally, detention staff, to include the SERT Team, actively collaborates with the community to build strong partnerships.

IMPROVING ACCESSIBILITY: ADA ENHANCEMENTS TO THE INTAKE AREA Significant improvements were made to the department’s intake area to enhance accessibility and ensure compliance with the Americans with Disabilities Act (ADA). These upgrades included the installation of ramps and wider doorways to accommodate individuals with mobility challenges and emergencies.

INNOVATIVE PEDESTRIAN GATE FOR INMATE RELEASE As part of ongoing efforts to improve operations, a new pedestrian gate was completed, offering a safer and more efficient method for inmate release. Previously, inmates were released through a car gate, but the new pedestrian gate allows for a direct, secure exit through a designated door, enhancing safety for both the public and law enforcement personnel.

CONCLUSION These recent improvements reflect the Detention Center’s ongoing commitment to safety, compliance, and community collaboration. By implementing these new systems and partnerships, the facility is creating a safer, more respectful environment for both defendants and staff, setting a high standard for detention operations.

21

PROGRAMS, SERT AND GANGS

2022 - 2024 CULINARY & CUSTODIAL PROGRAM GRADUATES GRADUATED RETURNED

RECIDIVISM RATE

SERVSAFE

186

45

24%

CMI CCT

332

46

14%

TOTAL

518

91

18%

* SERVSAFE data is inclusive through July 2024

SERT ACTIVITY

GANG ACTIVITY

SUBJECT SUMMARY SHEET REPORTS, 21

PERIMETER CHECKS, 204

FIELD INTERVIEW CARDS, 75

OTHER, 203 OTHER ESCORTS, 560

AREA SEARCHES, 225

UNCOOPERATIVE ESCORT, 280

DISTURBANCE RESPONSE, 230

INTERVIEWS, 258

22

CODE 5 (COMBATIVE INMATE) ASSISTANCE, 254

CELL SEARCHES, 271

DEPUTY CITY MARSHAL

Successfully launched 22 Flock cameras Successfully acquired four new Harley Davidson Adventure Touring motorcycles Welcomed K9 Scarlett, a bomb-detecting firearm dog Re-established the US Marshals Task Force and two LVMPD Fusion Center officers Completed the remodel of the Northwest substation Explorers showcased their skills at a national competition Hired retirees under the critical labor shortage program and introduced a hiring bonus for these positions, as well as for lateral Deputy City Marshals Updated our patch to enhance community recognition and strengthen our connection with the public

23

ENHANCING PUBLIC SAFETY WITH FLOCK ALPR:

A Pilot Program for Smarter Surveillance and Investigation

The department launched a pilot program that utilizes Flock Automated License Plate Reader (ALPR) cameras to enhance public safety and improve investigative capabilities, especially in high-traffic areas. This program aims to assist law enforcement in monitoring and responding TOP FREMONT STREET EXPERIENCE VIOLATIONS to criminal activities, as well as supporting investigative Outstanding Warrant efforts.

178

OVERVIEW OF THE PROGRAM:

The pilot program employs Flock cameras that are now operational at 22 city-owned camera locations. These cameras are strategically placed in high vehicle traffic areas, including Fremont Street, the tourist corridor and a city park. In addition to the city-owned cameras, supervisors and investigative units have access to an extended network of partner agency cameras, further expanding the department’s surveillance capabilities.

KEY OBJECTIVES OF THE PROGRAM:

The primary goal of the Flock camera program is to enhance public safety, assist in real-time law enforcement operations, and support investigations in key areas. The cameras are expected to contribute to the following objectives:

Narcotics 221

FSE Ordinance 606

Driving Violation 290 Pedestrian Traffic 368

FREMONT STREET EXPERIENCE ARRESTS & CITATIONS

1. Detect Wanted and Stolen Vehicles: 2,442 a. The cameras will automatically scan and read license plates to identify vehicles that are reported as stolen or flagged as wanted. This enables 1,354 officers to quickly detect and respond to vehicles 899 associated with criminal activity, improving the department’s ability to apprehend suspects.

2. Track Suspect Vehicles Involved in Criminal Activity: 2024 2023 2022 a. The system will help law enforcement track vehicles suspected of being involved in criminal activities. Real-time data from the cameras will support investigations and assist officers in apprehending suspects.

3. Provide Support for Investigations: a. Camera feeds will aid in identifying suspects, recording essential information, and collecting evidence.

This support can be crucial for investigations, helping to resolve cases and provide valuable leads.

4. Enhance Safety in High-Traffic and High-Risk Areas: a. Areas such as Fremont Street, the tourist corridor, and city parks—where public safety concerns are heightened—will benefit from enhanced surveillance.

EXPANDED SURVEILLANCE CAPABILITIES:

• The collaboration with partner agencies extends the network of cameras, further improving the department’s ability to monitor incidents across both the city and surrounding jurisdictions. This expanded network of cameras enhances the program’s overall effectiveness, broadening the reach of surveillance and informationsharing.

CONCLUSION:

The pilot program involving Flock cameras is a significant step in enhancing public safety, improving real-time law enforcement operations, and supporting investigations. The integration of technology into high-traffic areas is expected to increase operational efficiency while making the community safer. The privacy and trust of our citizens is critical to our success. The city of Las Vegas DPS has a Flock Transparency Portal on our webpage to enhance public trust.

24

WELCOMING K9 SCARLETT:

A New Era of Public Safety and Innovation at DPS

As part of the Department of Public Safety’s commitment to advancing security measures and community engagement, we are proud to introduce K9 Scarlett, the newest addition to the K9 Unit. Specializing in vapor wake detection, Scarlett excels in detecting explosives and firearms by tracing airborne scent particles left in the wake of a moving person or object. This technology is particularly effective in crowded, dynamic environments, making her an invaluable asset for public safety.

Training and Certification: K9 Scarlett and her handler, Sgt. Belcher, completed an intensive six-week training program in Opelika, Alabama, demonstrating exceptional teamwork and earning high marks for operational readiness. They were officially certified as a K9 team in April 2024, ready to deploy in various high-risk scenarios.

KEY ACHIEVEMENTS:

• Operational Deployments: Scarlett’s skillset was showcased in high-profile security operations, including 10 presidential and vice-presidential motorcade sweeps, bomb threat responses, and evidence searches for firearms. Notably, she assisted in a successful firearm recovery during a demonstration at City Hall.

• Community Engagement: Beyond security operations, Scarlett also played a key role in fostering public trust through community outreach. She participated in YMCA senior center events, Citizens Police Academy demonstrations, and numerous photo opportunities, raising awareness about the K9 Unit’s role in keeping the community safe.

Training Excellence: Scarlett participated in over 60 training sessions throughout the year, maintaining an impressive 90% success rate in detection exercises. These included complex searches in crowded areas, multi-level buildings, and outdoor environments. Her precision and reliability were demonstrated through 136 successful finds from over 155 training aids placed, continually improving her detection capabilities.

Media Presence: K9 Scarlett has been featured in various media outlets, including Fox 5, News 3, and City of Las Vegas channels, promoting the K9 program. Public outreach efforts were further amplified with a highprofile interview on News 8 and social media engagement across platforms like TikTok, Instagram, and YouTube, increasing community awareness and support.

Looking Ahead: Strategic goals of 2025 includes building on the success of Scarlett’s first year by strengthening collaborations with other law enforcement agencies, particularly with the Las Vegas Fire Bomb Squad, and expanding her role in proactive patrols and evidence searches. The unit is committed to continuing community engagement, ensuring public safety in high-traffic areas like Fremont Street, and seeking resources to grow and improve the K9 program for future needs.

K9 Scarlett has proven to be a vital asset in ensuring public safety, fostering positive community relations, and strengthening DPS’s security capabilities. As the K9 Unit looks to the future, Scarlett’s continued success promises to play a central role in keeping our community safe and secure.

“Scarlett participated in over 60 training sessions throughout the year, maintaining an impressive 90 percent success rate in detection exercises”

25

PRIORITY 1 (P1) CALLS FOR SERVICE (CFS) TOP LOCATIONS WARD

LOCATIONS

TOTAL

RESPONSE TIME

5

HOMELESS RESOURCE CENTER

456

0:07:08

5

LORENZI PARK

236

0:07:02

3

JUSTICE LEAVITT FAMILY PARK

195

0:10:05

5

FSE 3RD STREET STAGE

180

0:04:37

3

GARY REESE FREEDOM PARK

142

0:07:33

P1 CALLS FOR SERVICE

PRIORITY 1 CALLS FOR SERVICE

2024 RESPONSE TIME AVERAGE

9 Minutes

9,728 KPI - 10 Minutes

8,191 6,659

8.5

8.7

8.9

9.1

9.3

9.5

9.7

9.9

10.1

PRIORITY 1 CALLS BY WARD Ward 6, 286, 3%

Ward 1, 774, 8% Ward 2, 269, 3%

Ward 5, 3,865, 40%

2024

2023

2022

Priority 1 calls are emergencies requiring immediate response

26

Ward 3, 4,132, 42% Ward 4, 402, 4%

ARRESTS AND CITATIONS 56% INCREASE

Of arrests and citations from 2023

8,948

Total arrests and citations

991: SEPTEMBER

Highest number of arrests and citations

458: FEBRUARY

Lowest number of arrests and citations

Lodging Without Consent Arrests and Citations up 285.7% Most significant spike compared to 2023

27

STRENGTHENING PUBLIC SAFETY THROUGH STRATEGIC PARTNERSHIPS: DPS’s Collaborative Efforts in Criminal Investigations

The Department of Public Safety (DPS) has launched a series of forward-thinking initiatives that are making significant strides in criminal justice, community safety, and public collaboration. From forging powerful partnerships to introducing new specialized teams, DPS is setting the bar for law enforcement in 2024 and beyond. Key to these efforts are collaborations with federal agencies, the creation of specialized teams, and the integration of cutting-edge technology—all aimed at enhancing public safety, reducing crime, and building stronger relationships with the community.

PARTNERSHIPS THAT MAKE A DIFFERENCE One of the standout achievements has been the successful partnership between Detective Matheson and the U.S. Marshals. This collaboration has led to a string of high-profile arrests, with Detective Matheson playing an instrumental role in apprehending approximately 12 fugitives in the last year alone. The suspects, facing a range of serious charges from possession of controlled substances to trafficking firearms, kidnapping, sexual assault of a minor, and battery strangulation, were brought to justice through relentless teamwork and coordination with the U.S. Marshals.

Detective Matheson’s work highlights the power of partnerships in tackling complex criminal cases that cross state lines and involve dangerous criminals. But it’s not just the arrests that stand out—this initiative underscores the broader commitment to working with federal agencies to address crime in new and innovative ways.

28

UNITING WITH THE LVMPD FUSION OFFICE Meanwhile, Detective Bloomfield’s collaboration with the Las Vegas Metropolitan Police Department’s Fusion Office has significantly elevated investigative capabilities. Between October and December 2024, Detective Bloomfield and his team addressed 46 Suspicious Activity Reports (SARs), resulting in multiple arrests and warrants for severe offenses, including 1st-degree kidnapping, bomb threats, attempted robbery, and extortion.

One particularly alarming case involved a direct threat to the President of the United States. This complex investigation, spanning multiple states, leveraged the expertise of an IT investigative team to trace the threats.

The case was subsequently transferred to the Secret Service and FBI. The department’s commitment to thorough investigations continued into the new year. On January 1, 2025, Detective Bloomfield’s team took the lead in investigating an incident at Trump Towers. The team’s diligent efforts in executing search warrants and pursuing leads have been instrumental in advancing the investigation.

Simultaneously, Detective Rodriguez has been actively engaged with Counterterrorism 3 (CT 3) and continues to lead bi-weekly Fusion Information Sharing Team (FIST) meetings. These ongoing efforts foster collaboration, enhance intelligence-sharing, and contribute to the department’s proactive approach to addressing emerging threats.

A FUTURE FOCUSED ON SAFETY AND INNOVATION As the Department of Public Safety continues to implement forward-thinking strategies, its commitment to enhancing public safety, fostering collaboration and cutting-edge technology remains a priority.. Through strong partnerships with federal agencies, specialized investigative efforts, and proactive intelligence-sharing, DPS is not only addressing present-day challenges but also shaping the future of law enforcement. These initiatives reflect a dedication to protecting the community, improving operational effectiveness, and staying ahead of emerging threats. Moving forward, DPS will continue to build on these successes, ensuring that public safety remains a top priority in an ever-evolving landscape.

29

PARK AND FACILITY ACTIVITY TOP PARK AND FACILITY VIOLATIONS Driving Violation 191 Narcotics 231

398 - Remain in park after hours of closure 213 - Unlawful presence in a children's park

Trespassing 246

Park Violation 1,169

Outstanding Warrant 358

NUMBER ARRESTED & CITED 2,759

1,876 1,540

2024

30

2023

2022

THE PROBLEM-ORIENTED POLICING (POP) TEAM:

Reducing Crime and Building Community POP TEAM ACTIVITY 299

205

Perhaps one of the most transformative developments in DPS is the launch of the Problem-Oriented Policing (POP) Team. Focused on addressing crime at its root causes, the POP Team has three core objectives: harm reduction, building relationships, and improving education and enforcement.

The results speak for themselves. In 2024, the POP Team contributed to 123 a 35 percent reduction of crime in the Tourist Corridor, far surpassing their initial target of 10 percent. This reduction is attributed to increased visibility, ARRESTS CITATIONS WARNINGS proactive enforcement efforts, and vital community collaboration. With over 500 proactive contacts, 299 citations issued, and 123 arrests made, the POP Team’s approach has clearly resonated with the public, fostering safer and more engaged neighborhoods.

The team also made strides in community outreach, participating in events such as safety workshops and business forums. Educational presentations were delivered to neighborhood groups, businesses, and casinos, covering a range of topics, including community safety, encampment concerns, and noise violations. This direct line of communication has helped build trust between law enforcement and the public.

The POP Team also made significant contributions to addressing complex issues, such as human trafficking, with 16 felony arrests in collaboration with the Attorney General’s Office. Among these were disturbing cases, including the solicitation of minors for prostitution and luring children with computers, emphasizing the team’s commitment to tackling some of society’s most serious crimes.

With these new initiatives, DPS continues to demonstrate its dedication to innovation, teamwork, and community engagement. The POP Team’s efforts to engage with the community are setting the stage for more collaborative and sustainable solutions to local crime. As DPS looks to 2025 and beyond, the department remains committed to building stronger safer communities through partnership and proactive policing.

“16 felony arrests in collaboration with the Attorney General’s Office”

31

DCM SPECIALTY TEAMS CONDITIONS TEAM ARRESTS & CITATIONS

OPERATION SAFER ARRESTS & CITATIONS

FLEX TEAM ARRESTS & CITATIONS 705

1,582

1,195

1,107

735

338 316

2024

2023

2022

2023

2024

2023

CONDITIONS

OPERATION SAFER

FLEX

• Assisted with hundreds of encampment cleanups totaling in 1,384 tons of debris removal

• Explored technology opportunities to enhance safety in the tourist corridor

• Filed 69 felony charges

• Attended 59 community engagement events • Completed over a hundred Mayor protection details

32

2024

• Have periodic meetings with stakeholders to address areas of concern • Engaged with a private security company to potentially aid in additional patrols

• Recovered 24 firearms, including 2 ghost guns and 2 stolen firearms • Completed multiple operations revolving around copper wire theft, fraudulent activities, sex trafficking, and several others

WARD 1 & 2 2024

ARRESTS & CITATIONS PRIORITY 1 CFS

2023

ARRESTS & CITATIONS PRIORITY 1 CFS

2022

YoY ACTIVITY - WARD 1

ARRESTS & CITATIONS

567 774

395 668

242

Mayor Pro Tem Ward 1 0

100

200

300

TOP VIOLATIONS

ACTIVITY Driving Violation Park Violation Outstanding Warrant Narcotics Lodging Without Consent

400

500

600

700

800

900

Brian Knudsen

TOP LOCATIONS FOR ACTIVITY

# 178 121 50 44 43

ACTIVITY Rotary Park Bob Baskin Park Rainbow Family Park Aloha Shores Park Gary Dexter Park

# 58 34 23 22 20

Arrests and citations increased 43.5% from 2023 which can largely be attributed to the 41.3% increase in driving violations

2024

ARRESTS & CITATIONS PRIORITY 1 CFS

103

2023

ARRESTS & CITATIONS PRIORITY 1 CFS

99

2022

YoY ACTIVITY - WARD 2

ARRESTS & CITATIONS

269

303

77

Councilwoman Ward 2

0

50

TOP VIOLATIONS

ACTIVITY Driving Violation Park Violation Outstanding Warrant

100

150

# 43 20 9

200

250

300

350

Victoria Seaman

TOP LOCATIONS FOR ACTIVITY

ACTIVITY Kellogg-Zaher Park Angel Park Bruce Trent Park

# 36 14 8

Compared to 2023, arrests and citations remained level. However, driving violations decreased 25.6%

33

WARD 3 & 5 2024 2023

Councilwoman Ward 3

ARRESTS & CITATIONS PRIORITY 1 CFS

ARRESTS & CITATIONS PRIORITY 1 CFS

2022

YoY ACTIVITY - WARD 3

ARRESTS & CITATIONS

Olivia Díaz

3,084 4,132

2,263 3,364

1,886

0

TOP VIOLATIONS

ACTIVITY Park Violation Driving Violation Lodging Without Consent Outstanding Warrant Trespassing

500

1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500

TOP LOCATIONS FOR ACTIVITY

# 514 506 484 372 371

ACTIVITY Justice Leavitt Family Park Fremont Street Experience Gary Reese Freedom Park Rafael Rivera Park Baker Park

# 413 86 79 70 68

Number of arrests and citations increased 36.3% from 2023 driven by increased staffing and proactivity at Justice Leavitt Park

2024 2023

Councilwoman Ward 5

ARRESTS & CITATIONS PRIORITY 1 CFS

ARRESTS & CITATIONS PRIORITY 1 CFS

2022

YoY ACTIVITY - WARD 5

ARRESTS & CITATIONS

Shondra SummersArmstrong

TOP VIOLATIONS

ACTIVITY Driving Violation FSE Ordinance Park Violation Outstanding Warrant Ped traffic

5,022 3,865

2,726 3,106

1,431

0

# 909 588 513 494 472

1,000

2,000

3,000

4,000

5,000

TOP LOCATIONS FOR ACTIVITY

ACTIVITY Fremont Street Experience Lorenzi Park Ethel Pearson Park Homeless Resource Center Cashman Field

6,000

# 2,297 269 178 118 111

Compared to 2023, arrests and citations increased 84.2% due to increased staffing and proactivity on the Fremont Street Experience

34

WARD 4 & 6 2024

ARRESTS & CITATIONS PRIORITY 1 CFS

2023

ARRESTS & CITATIONS PRIORITY 1 CFS

2022

YoY ACTIVITY - WARD 4

ARRESTS & CITATIONS

86 402

64 336

48

Councilwoman Ward 4

0

50

100

150

TOP VIOLATIONS

ACTIVITY Driving Violation Park Violation Outstanding Warrant Unlawful Acts

200

250

300

350

400

450

Francis Allen-Palenske

TOP LOCATIONS FOR ACTIVITY

# 57 9 5 4

ACTIVITY Bunker Park Mountain Ridge Park Buckskin Basin Park Durango Hills YMCA

# 7 6 5 4

Compared to 2023, arrests and citations increased 34.4% driven by an overall increased patrol presence

2024

ARRESTS & CITATIONS PRIORITY 1 CFS

2023

ARRESTS & CITATIONS PRIORITY 1 CFS

2022

YoY ACTIVITY - WARD 6

ARRESTS & CITATIONS

71 286

170 397

26

Councilwoman Ward 6 0

50

TOP VIOLATIONS

ACTIVITY Driving Violation Unlawful Acts Outstanding Warrant

100

150

200

# 49 4 4

250

300

350

400

450

Nancy E. Brune

TOP LOCATIONS FOR ACTIVITY

ACTIVITY Centennial Hills Park Farm & Jensen N Durango Dr & Iron Mountain Rd

# 14 9 5

Arrests and citations decreased 58.2% from 2023 which can largely be attributed to the 66.4% decrease in driving violations

35

FFICER O

ES

T. 1982

FFICER O

DEPARTMENT OF

PUBLIC SAFETY