The Department of Public Safety’s vision is to be recognized as an iconic law enforcement agency that cares for its members, and protects the community from harm through trust, data-driven problem solving and engagement.
BUILDING COMMUNITY TO MAKE LIFE BETTER.
KIND • COMMITTED • SMART
We would like to thank the following for their support in 2025:
Mayor Shelley Berkley
Mayor Pro Tem Brian Knudsen
Councilwoman Olivia Diaz
Councilwoman Francis Allen-Palenske
Councilwoman Nancy Brune
Councilwoman Shondra Summers-Armstrong
Councilwoman Kara Kelley
City Manager Mike Janssen
Deputy City Manager Rosa Cortez
Deputy City Manager Sabra Newby
Deputy City Manager Tim Hacker
Chief Financial Officer Susan Heltsley
Executive Director of Community Development Seth T. Floyd
s we closed out 2025, we are proud of the progress made by the men and women of the city of Las Vegas Department of Public Safety (DPS). This year was defined by measurable work, sustained partnerships, innovation and a clear focus on harm reduction and reduced victimization in our jurisdictional areas.
Despite that progress, we faced challenges, and our team met them with resilience. Protests and global uncertainty created volatility, complexity and ambiguity. Our teams met it head-on and were honored to assist Las Vegas Metropolitan Police Department (LVMPD) and allied agencies in effective and professional ways.
We continued to focus on the three priority areas in our Strategic Plan:
✓ Safety, Wellness and Culture
✓ Sustaining Trust & Legitimacy
✓ Reducing Crime, Disorder and Fear
Working alongside LVMPD and our allied agencies, we increased officer-initiated activity by 54.7% compared to 2024, as well as helping to reduce victimization along Fremont Street and in other key areas, such as our parks. We used automated hotspot policing, time-based patterns and actionable data to put the right people in the right places, at the right times, and we continue to hold ourselves accountable for results. In 2025, DPS personnel seized 48 firearms from prohibited persons, directly preventing violence and protecting our community. We
also implemented a Tourism Liaison Officer through our Problem-Oriented Policing (POP) team to strengthen coordination with the Fremont Street Experience and LVMPD. Combined with the daily work of our Marshals assigned downtown, that effort contributed to a 13.8% reduction in crime.
Animal Protection Services with our POP team continued innovative enforcement through Operation Pawsitive Change, rescuing 28 puppies, issuing 56 citations for illegal breeding and returning approximately 257 pets to their owners.
Our Conditions Team worked closely with city partners to address issues involving the unhoused in a compassionate and practical way. They continue to respond to hundreds of encampments while offering services to our most vulnerable residents.
With the launch of the University Medical Center Crisis Stabilization Center as an effective alternative to emergency rooms and jail, our personnel are better able to ensure that people experiencing a mental health crisis, or those in need of detox services, are connected to the treatment and care they deserve.
We also took steps to strengthen professionalism and transparency. We started and completed the Department of Justice SAJE (Sound, Accountable, Just, Effective) Policing Assessment and fully implemented Lexipol policy for field services. Independent researchers evaluated our department favorably when compared to other similar agencies, including larger departments. We continued to push toward national Commission on Accreditation for
Law Enforcement (CALEA) accreditation, with completion anticipated by the end of 2026.
Community partnership remained central to our mission. Since 2023, we have graduated 138 residents from our Citizens’ Police Academies and launched a Volunteer Program with 16 new volunteers, expanded outreach and advanced responsible pet ownership initiatives.
At our Detention Center, we advanced rehabilitation and safety. More than 290 individuals earned job ready certifications through ServSafe and janitorial programs with the intent of breaking the cycles of incarceration. We also added specialized court assignments and implemented enhanced scanning technology in high-risk units, and soon a much-upgraded jail management system (JMS).
Just as importantly, we invested in our people. We expanded wellness tools and training, including our wellness app and Alpha-Stim through our behavioral health administrator. We also improved the places where our teams spend long hours doing the hard work: renovated spaces inside the City Jail like the “Zen Den,” and upgrades to the admin building and dispatch center. We leaned in on retiree engagement and focused on relationships with our collective bargaining units.
We strengthened reality-based training through VIRTRA, grounded in Integrated Communications, Assessment & Tactics (ICAT) principles and better decision-making. At the center of ICAT is our critical decision-making wheel. The sanctity of human life (for all involved) is not a slogan for us; it is an emphasis and a standard in how we train and operate.
When appropriate, we work to slow things down and create the conditions for de-escalation. We emphasize distance, cover, time, numbers and clear communication to create better options, mitigate risk and drive better outcomes.
We also joined a regional training effort at the LVMPD Joint Emergency Training Institute by assigning a training officer there full-time. In addition, our training staff began Brazilian Jiu-Jitsu training, with the opportunity to earn a belt.
None of this happens without dedicated professionals and trusted partners. Thank you to our officers and personnel – our department’s greatest asset, our community, allied agencies and elected officials who stand with us. Our success belongs to our staff who sacrifice every day for each other and our community. We will carry this momentum into 2026 with innovation, clearer expectations, improved processes, identity, standards, accountability, evidence-based decision making and a relentless focus on better outcomes and improved quality of life for Las Vegas within our scope and mission.
In partnership,
Jason Potts Chief/Director, Department of Public Safety
City of Las Vegas
Robert Straube Assistant Chief Deputy City Marshals
We are immensely proud of our dedication throughout 2025. Through proactive enforcement across parks, trails, city properties and key corridors, our Deputy City Marshals have worked tirelessly to uphold order and enhance community safety while maintaining the highest standards of professionalism and leveraging cutting-edge technology.
A standout achievement has been our strengthened presence at the Fremont Street Experience, a cornerstone of Las Vegas entertainment and tourism. By collaborating closely with stakeholders, we have helped foster a vibrant, welcoming environment where visitors and residents can safely enjoy the excitement, entertainment and business opportunities that make this iconic destination thrive.
Looking to 2026, our vision is for a forward-thinking division rooted in innovation, community trust and continuous improvement. We will expand specialized teams, increase our footprint at the Fremont Street Experience, and pursue CALEA accreditation to further elevate our professional standards and public safety excellence.
Matthew B. Triplett Deputy Chief Training, Internal Affairs, Academy, Control Room and other support areas
We value the professionalism, integrity and continued development of all our officers. Investing in meaningful, high-quality training remains a top priority for 2026. By expanding training opportunities, particularly in
communication, de-escalation, policy application and decision-making, we aim to further strengthen performance, accountability and public trust. Increased training not only supports officer safety and confidence but also promotes consistency in how we serve our community. Through these proactive efforts, our goal is to see a measurable reduction in Internal Affairs complaints in 2026, reflecting improved outcomes, enhanced professionalism and a continued commitment to excellence.
Michael K. Ukauka Deputy Chief Detention Services
This year, our department has stood together with dedication, compassion and a shared commitment to public safety. We continue to explore ways to support those in our care as they reintegrate into society, helping reduce recidivism and striving to leave them better than we found them. At the same time, we remain committed to developing our staff, investing in their growth and prioritizing wellness initiatives, recognizing that a strong, supported team is essential to our mission. Every day, our work is shaped by a belief in the potential of those we serve and the value of those who serve alongside us. As we look ahead, we embrace new challenges and opportunities with purpose, resilience and care, continuing to foster a culture of accountability, compassion and excellence that leaves a lasting, positive impact on both our team and the community we serve.
• Successful completion of the deputy chief selection process.
• Enhanced the importance of ICAT (Integrating Communications, Assessment and Tactics) by producing a training video to strengthen law enforcement de-escalation and communication skills, and by having Deputy Chief Triplett and our training staff collaborate with the Santa Cruz County Sheriff’s Office and Jail to provide hands-on ICAT training.
• Completed two major positive audits, including comprehensive reviews of the inmate commissary and the evidence section.
• Engaged our community through social media and our new volunteer program.
• Issued new uniform shirts to control room staff members to enhance professionalism and team cohesion.
• Secured Alpha-Stim therapy device and the Master of Reasearch application to support staff wellness and stress management initiatives.
• Launched the Badge Behind the Lights campaign to boost community engagement, showcase behind-the-scenes stories and strengthen public trust.
• Secured donor funding for Making it Better in Las Vegas books through the Mayor’s Fund for Las Vegas Life.
The Department of Public Safety (DPS) has strategically enhanced its community outreach through comprehensive community policing initiatives designed to bridge the gap between law enforcement and the community. These efforts are vital for fostering trust, collaboration and mutual understanding, which are essential elements for effective policing. In an era where public confidence in law enforcement is paramount, outreach programs serve as a critical mechanism for overcoming historical barriers and misconceptions.
In 2025, DPS expanded its outreach efforts through several key initiatives:
✓ Increased presence at community events
✓ Revitalization of the DPS Citizens’ Police Academy
✓ Launch of the DPS Volunteer Program
✓ Establishment of social media platforms
Throughout the year, DPS participated in 184 community events across Southern Nevada, interacting with approximately 61,000 attendees. Our staff and volunteers promoted brand recognition to cultivate trust and educate residents about the department’s role within the community. These events provided valuable opportunities to build stronger connections, foster a sense of belonging and keep the community informed about local issues and resources. They also served as platforms for meaningful dialogue, allowing community members to share ideas, support local initiatives and enhance trust and collaboration.
In addition to traditional outreach activities such as the Discussions with DPS (Coffee with a Cop) events, the department introduced a new community engagement strategy called Donuts and Pup Cups in the Park to humanize law enforcement efforts and promote bonds over a shared love for animals.
Building on the success of the Citizens’ Police Academy, DPS launched its inaugural Volunteer Program, engaging community members in meaningful ways. Volunteers wear distinctive white polos with “CLV DPS Volunteer” labels, allowing easy identification. They support various functions, including appointed staff administrative assistance, support at city-led events and at City Hall, public education and recruitment efforts. Some volunteers leverage their professional backgrounds to develop specialized programs. For example, a volunteer with acting experience is
creating a cathartic writing class for inmates, while a finance professional is facilitating retirement planning workshops for departmental employees. The program emphasizes goal setting and achievement, encouraging volunteers to earn “milestone medals” by completing designated hours and training, thereby fostering personal growth and a sense of accomplishment.
DPS also established a robust social media presence across platforms including Facebook, Instagram, X and LinkedIn. Since launching these channels in September 2025, the department has achieved significant engagement, with 89,656 impressions and 2,352 post click links. These digital platforms serve as vital tools for community engagement, information dissemination and transparency. They also support recruitment efforts for marshal and correction officer positions through targeted outreach.
Through these comprehensive outreach initiatives, the Department of Public Safety continues to strengthen its relationship with the community, promote transparency and foster a collaborative environment that enhances public safety and trust.
This year, the Department of Public Safety made significant investments in facilities and infrastructure to better support operations, enhance safety and improve employee well-being. These upgrades reflect a continued commitment to creating environments that are secure, efficient and responsive to the evolving needs of both staff and those in our care.
At the Detention Center, Units 5 and 6 were reopened following significant upgrades, including the installation of new in-cell toilets that reduce inmate movement, limit exposure risks for staff and strengthen overall security. These improvements not only enhance safety protocols but also improve living conditions within the facility. The reopening of the units created additional office space, including expanded workspace for medical staff, allowing for more efficient service delivery and better coordination of care. Updated signage outside the facility has improved wayfinding, and enhanced safety for staff, inmates and visitors alike, helping ensure the environment is both secure and functional.
Recognizing the high-stress nature of law enforcement and detention operations, the department introduced a dedicated Zen Den, a quiet, restorative space designed to support employee wellness and resilience. Research in public safety and law enforcement agencies consistently shows that access to decompression spaces can reduce stress, mitigate burnout and improve focus and decision-making.
Studies on workplace wellness initiatives indicate that providing structured areas for mindfulness and recovery can lower absenteeism, improve morale and enhance overall job performance. By investing in this space, the department reinforces its commitment to proactive mental health support, acknowledging that caring for employees’ well-being directly strengthens organizational effectiveness and long-term retention.
The administrative building, home to departmental headquarters, was thoughtfully remodeled to create a modern, collaborative workspace that enhances productivity and operational efficiency. The renovation featured a refreshed layout, updated paint, new wall décor and restroom upgrades. In addition, unnecessary clutter was eliminated, resulting in a cleaner, more organized and welcoming environment that reflects professionalism and fosters a positive workplace culture.
The business office has recently implemented storage upgrades to improve organization and efficiency. A dedicated closet now houses
uniforms in a neat and accessible manner, while a separate area is designated for used uniforms that may be cleaned and reused, reducing waste and cost. Additionally, a secure storage cage provides quick access to essential items, streamlining operations and ensuring that staff can locate what they need without delay. These improvements enhance overall workflow and support a more organized, productive environment.
The control room, a critical 24-hour operations center that had not been renovated in decades, was completely modernized to meet today’s operational demands. Upgraded technology, enhanced workstations and ergonomic furnishings ensure dispatchers and personnel can perform their duties effectively and comfortably during extended shifts. These improvements strengthen situational awareness, communication and coordination, which directly supports the safety of staff, inmates and the broader community. Together, these facility and infrastructure improvements represent more than physical upgrades, they reflect an investment in people, safety and operational excellence. By modernizing our spaces and equipping staff with better environments to work and serve, the department is strengthening its foundation and positioning itself to meet future challenges with confidence, efficiency and care.
In FY25, controllable overtime was up 6.6% to budget
* Actual overtime includes all retros and year end accruals
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.
6
WARD 6
LIEUTENANT Jeff Belcher JBelcher@LasVegasNevada.gov
WARD 4
LIEUTENANT
Jonathan Burdette JBurdette@LasVegasNevada.gov
WARD 2
LIEUTENANT Paul Hartz PHartz@LasVegasNevada.gov ADMINISTRATIVE OPERATIONS & WARD 2
WARD 5
WARD 1
EXPLORERS, RECRUITING, HONOR GUARD, HISPANIC LIAISON
LIEUTENANT Sendy Lopez SLopez@LasVegasNevada.gov
WARD 4 WARD 3
WARD 1
LIEUTENANT Cheryl Manning CManning@LasVegasNevada.gov
WARD 5 & FSE
LIEUTENANT Sarkis Jopalian SJopalian@LasVegasNevada.gov
WARD 3
LIEUTENANT Tim Mullins TMullins@LasVegasNevada.gov
✓ Downtown tourist corridor including Fremont Street, Arts District and Las Vegas Blvd from Sahara to Stewart
Each Lieutenant will be focused on problem-solving within city facilities, on parks and trails, while addressing quality-of-life concerns and other issues.
✓ 87 parks, which include 130+ city facilities totaling more than 1,700 acres
✓ 217 miles of trails
✓ 177 sports fields
✓ Eight recreation centers
✓ Three cultural centers
✓ Two year-round pools and four seasonal pools
✓ Community centers and facilities throughout the city
Please contact the Lieutenant in your service area with your non-emergency public safety issues or concerns. Continue to use 911 for emergency calls.
✓ Three active adult centers
SWORN STAFF
SWORN VS. NON-SWORN
17% OF OUR SWORN STAFF IS FEMALE
In August 2025, the Department of Public Safety implemented its first mandatory Officer Wellness In-Service Training (IST), a milestone that marked a significant evolution in how wellness is addressed within the department. For the first time, wellness education was embedded into required annual training, ensuring consistent exposure across all sworn personnel and reinforcing the department’s commitment to proactive, preventative care.
While statewide initiatives such as AB 336 have helped elevate conversations around officer wellness, DPS intentionally designed its Wellness ISTs to move beyond awareness alone. The goal was to create training that was practical, relevant and grounded in the lived realities of public safety work, equipping personnel with tools they could immediately apply both professionally and personally.
The Officer Wellness IST curriculum was developed in-house and tailored specifically to the stressors faced by sworn personnel across both Deputy City Marshal and Corrections assignments. Rather than relying on lecture-based instruction, the course emphasized discussion, reflection and experiential learning.
Core curriculum areas included:
✓ Officer suicide awareness and prevention, with a focus on early warning signs, peer intervention and access to support
✓ Trauma and post-traumatic stressinjury education, reframing stress responses as natural human reactions rather than personal weakness
✓ Family and relationship survival, acknowledging that job stress does not end at the conclusion of a shift
✓ Coping skills and stress management strategies that can be applied on and off duty
✓ Peer support and resource awareness, reinforcing that officers are not expected to navigate challenges alone
This approach allowed officers to engage in difficult topics openly in a professional and supported environment, many for the first time in a mandatory training setting.
The interactive format of this training encouraged active engagement through group discussion, peer sharing and reallife application. These conversations helped normalize wellness discussions and reduced stigma around mental health by reinforcing that stress, fatigue and emotional strain are occupational realities, not individual failures.
Anonymous evaluations reflected overwhelmingly positive feedback. Officers consistently reported that the training prompted reflection on how stress and health impact both job performance and family life. Many noted that the course helped them identify practical changes they could make in their daily routines and validated the importance of prioritizing mental health.
Notably, the majority of participants reported both personal and professional benefits, highlighting increased awareness of stressors, improved recognition of when to seek support and appreciation that the department is actively investing in their wellbeing. Officers repeatedly emphasized that the training demonstrated organizational care and reinforced a sense of support within the department.
In addition to its immediate impact, the Wellness ISTs serve as a foundational entry point for broader wellness engagement throughout the year. By introducing key concepts, language, and resources in a structured training environment, the ISTs help personnel approach ongoing wellness conversations with greater clarity and confidence.
The successful implementation of the first Officer Wellness ISTs has established a strong foundation for continued growth. Moving forward, DPS plans to expand Wellness IST programming to additional civilian and professional staff classifications, recognizing that occupational stress affects the entire public safety ecosystem. As the department continues to refine and expand its wellness efforts, the Officer Wellness ISTs will remain a cornerstone initiative that supports individual resilience, strengthens organizational culture and reinforces DPS’s long term commitment to workforce health and sustainability.
Under the leadership of the Professional Standards Policy Unit, the Department of Public Safety successfully completed a major, multi-year initiative. All the Deputy City Marshal specific policies were converted to Lexipol master-content, and procedures were separated out. This two-and-a-half-year project involved a detailed comparison of legacy policies with Lexipol’s content, followed by careful integration where appropriate, the separation of procedures from policy and the drafting of stand-alone procedures. All documents underwent a rigorous review and analysis process conducted by the policy team before being placed in an extensive approval workflow involving subject matter experts, command staff, labor representatives, the chief and the City Attorney’s Office.
As a result, the department now benefits from policies that are legally vetted, aligned with current best practices and continue to be supported with timely legislative updates reflecting changes in federal and state law. Completion of this project, 134 policies and 63 procedures, represents a significant milestone and directly supports the department’s next major objective of achieving CALEA accreditation. The policy team extends its sincere appreciation to all reviewers and approvers who contributed their time and expertise throughout the process; this accomplishment would not have been possible without their collective efforts.
At the Department of Public Safety (DPS), leadership development and meaningful feedback are viewed as essential drivers of organizational excellence. DPS remains deeply committed to investing in its leaders by creating opportunities for growth, encouraging open and honest dialogue and fostering a culture where continuous improvement is both expected and supported. By prioritizing professional development and valuing constructive feedback at every level, the department strengthens its ability to lead effectively, adapt to evolving challenges and serve the community with the highest standards of professionalism.
In May, department leadership convened for a strategic leadership retreat held offsite at The D, creating a focused environment away from daily operations to reflect, collaborate and plan for the future. The retreat was facilitated by P. Michael Murphy, president and CEO of MPOWER USA, who brings more than four decades of law enforcement and executive leadership experience.
Throughout the retreat, leaders engaged in open, forward-thinking dialogue centered on organizational priorities, emerging challenges and the department’s long-term vision. The setting encouraged candid conversations, shared perspectives and collaborative
problem-solving, allowing participants to thoughtfully examine both strengths and opportunities for growth.
Discussions emphasized the importance of leading with clarity and purpose, strengthening communication across all levels of the organization, reinforcing accountability and empowering supervisors with the tools and confidence to lead effectively. Participants also explored strategies to enhance morale, cultivate a positive and unified culture and proactively prepare the next generation of leaders to navigate change, manage diverse teams and uphold the highest standards of professionalism.
By investing in dedicated offsite planning and expert-led leadership development, the department continues to build a resilient, forward-focused organization prepared to adapt, grow and lead with purpose. This ensures continuity, accountability and a clear path forward for years to come.
While significant progress has been made, the work is not done. Based on valuable feedback gathered during the recent retreat, and with the ongoing support and collaboration of the chief’s advisory board, we are actively advancing new initiatives designed to strengthen operations, enhance communication and reinforce our long-term strategic vision.
* Use of force rate is the average use-of-force incidents per 100 offenders
Behind every secure door and every controlled access point is the lockshop team’s dedication to safety and readiness. Their work ensures that city facilities remain secure, functional and adaptable to changing needs, whether it’s a major construction project like the Las Vegas Civic Center or the day-to-day demands of maintaining hundreds of sites across the city.
The Lockshop plays a critical role in keeping the city running smoothly, though much of their work happens behind the scenes. Every building, every office and even every restroom relies on their expertise. When a department moves, every door must be rekeyed. When new employees start, keys must be issued; when staff leave, keys must be returned and security updated. From installing new hardware and programming digital locks to changing safe combinations and maintaining badge access systems, the Lockshop ensures that city facilities remain secure and operational. Their responsibilities span nearly 200 city sites, supporting remodels, new construction and urgent security needs. Without their work, city operations would come to a halt; doors wouldn’t be locked, sensitive areas wouldn’t be secure and critical services would be disrupted. The Lockshop’s attention to detail and ability to adapt to evolving requirements make them an indispensable part of the city’s infrastructure.
✓ Managed all security planning and implementation for the opening of the new Las Vegas Civic Center, including hardware reviews, keying systems and specialized security for multiple departments and event spaces
✓ Successfully secured and integrated the newly acquired library next to the West Las Vegas Art Center
✓ Added a new wing to the Strong Start Academy at Ninth Street and Bridger Avenue
✓ Rekeyed the Cashman site in preparation for its future sale
✓ Installed locks for the new hay barn facility at Floyd Lamb Park at Tule Springs
✓ Relocated Arson to 833 Las Vegas Blvd. and updated security for the area
✓ Moved the Fire Training Center into 833 Las Vegas Blvd. and rekeyed the space
✓ Remodeled DPS Yard Units 5 & 6, including lock core and hardware updates
✓ Upgraded DPS control room lock hardware
✓ Expanded DPS facilities with a zen room, medical and programs areas, and relocated the KeyWatcher system
✓ Updated hardware at both fleet services locations to accommodate badge access
✓ Responded to an audit request for 60 retired employees to verify property return status
✓ Changed master codes and batteries on over 125 digital locks across city sites
✓ Updated master codes and replaced batteries on more than 110 safes citywide
• Partnered with New York University and John Hopkins University to launch a scent study examining the effects of various scents on inmate behavior, aiming to enhance facility wellness and operational strategies.
• Strengthened courthouse security with dedicated court officers, ensuring safe and orderly proceedings.
• Installed durable cement bunks to improve safety, sanitation and longevity within detention facilities.
• Released a Request for Proposal for a new jail management system, advancing technology and operational efficiency.
• Enhanced security and inmate safety with GUARDIAN RFID tracking system.
• Successful completion of Units 5 and 6 renovations.
• NCCHC Accreditation: The City Jail completed a rigorous professional assessment in April, reviewing compliance in health care, safety, administration and specialized services.
• Our SERT team competed nationally for the first time at the National SWAT Competition, earning better marks than a California SWAT team.
This year, our detention facility took a major step forward in modernizing security and accountability with the implementation of GUARDIAN RFID, a leading inmate tracking and officer safety platform. This technology enhances our ability to maintain a secure, well-managed environment while supporting the daily work of our staff.
These new scanners streamline inmate tracking, headcounts, welfare checks and movement logging. By digitizing these essential tasks, we reduce the risk of human error and ensure that critical information is captured in real time. The system’s cloud-based platform allows supervisors to monitor activity across the facility, improving oversight and enabling faster responses when needed.
For inmates, the introduction of this new technology contributes to a safer and more structured environment. Accurate tracking and documentation help prevent conflicts, reduce opportunities for
misconduct and ensure that required welfare checks are completed consistently. The system also supports transparency by creating a clear, time-stamped record of interactions, movements and safety checks.
The technology enhances staff safety as well. Officers can quickly document incidents, access inmate profiles and communicate essential information, all from a single device. This reduces administrative burden and allows staff to focus more on direct supervision and engagement.
Implementing this new technology reflects our commitment to adopting modern tools that strengthen security, improve operational efficiency and support the well-being of those in our custody. As we continue to integrate this technology into daily operations, we are already seeing improvements in accuracy, accountability and overall facility safety.
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Did you know that the detention center has a dedicated gang intelligence officer? This specialized role works behind the scenes every day to protect staff, support safe housing decisions and reduce gang related risks within the facility. By tracking trends, identifying high risk individuals, educating staff on how to recognize gang affiliations and sharing timely intelligence, the gang intelligence officer plays a crucial part in maintaining security and preventing violence before it occurs.
In 2025, the city’s gang intelligence officer played a vital role in maintaining a safe and secure environment for both staff and offenders by proactively identifying, assessing and monitoring gang related activity within the facility. Through consistent intelligence gathering, staff training and close coordination with internal and external partners, the position strengthened institutional safety and supported successful investigative outcomes.
✓ Identify gang members and monitor related activities.
✓ Conduct interviews and collect intelligence, including field interview cards.
✓ Compile and disseminate gang related information to appropriate staff and partners.
✓ Assist with inmate classification when gang affiliation impacts safety or security.
✓ Educate and train staff to enhance recognition of gang members and gang related behaviors.
✓ Support outside agencies by providing intelligence that contributes to arrests and the seizure of illegal contraband.
Change is inevitable in law enforcement, and for the LEST Unit, composed of civilians working within an officer’s environment, the challenge is even greater. Each day, the unit is responsible for maintaining accuracy and efficiency while adapting to evolving rules and technologies. From implementing new processes to navigating eCourt systems and addressing inquiries about fingerprint accuracy and criminal history records, responsibilities have expanded far beyond what is typically visible to the public. These changes demand precision, adaptability and collaboration under pressure.
Rather than viewing these shifts as obstacles, the LEST Unit has embraced them as opportunities for growth and improvement. Through continuous training, open communication and teamwork, uncertainty has been transformed into confidence. Every adjustment strengthens the unit’s ability to support law enforcement and uphold the integrity of the justice system.
Tip for Staying Positive: Celebrate small wins. Every successful adjustment, no matter how small, represents progress worth recognizing.
Change is not limited to new systems; it often introduces new responsibilities. Alongside eCourt’s evolving technology, the unit now manages an increase in fingerprint inquiries through the Automated Fingerprint Identification System (AFIS) and responds to requests from the Shared Computer Operation for Protection and Enforcement (SCOPE) regarding the accuracy of arrests for criminal history records. These added layers of responsibility require precision and speed across multiple systems, all while maintaining accuracy under pressure. Every booking processed and record
reviewed plays a critical role in ensuring accurate criminal histories and supporting justice.
Tip for Staying Positive: Focus on the “why.” Understanding the purpose behind changes helps maintain perspective and motivation.
Recent updates to processes and other legal requirements have introduced additional complexity. Implementing changes in procedures means adapting workflows, learning new compliance standards and ensuring every detail is correct, because even the smallest error can have significant consequences. These changes have not only altered forms and steps but have reshaped daily operations.
Through resilience and collaboration, the LEST Unit has embraced these challenges as opportunities to strengthen knowledge and refine processes. Adaptability is not just about keeping up; it is about leading the way.
The past year has tested the unit’s ability to adapt in ways few could have anticipated. From mastering new systems to taking on responsibilities that extend far beyond what most people see, the LEST Unit has demonstrated that change does not define them, their response does. Precision, professionalism and perseverance remain the cornerstones of success. Every challenge faced has become an opportunity to learn, improve and lead. Looking ahead, one thing is certain: whatever comes next, the LEST Unit is ready.
The above tips were provided by Law Enforcement Support Supervisor, Brandi Jacks
• Partnered with Hearts Alive Village to deliver a pet care course for elementary students.
• Launched a spay-and-neuter campaign with Ward 5 and RTC using bus ads.
• Collaborated with LVMPD to investigate animal cruelty cases and ensure justice.
• Deployed the APS kennel truck at a Project Homeless Connect event, enabling safe pet care for participants while accessing services.
• Implemented another round of Pawsitive Change, a program designed to detect and apprehend illegal breeders.
• Added an additional supervisor to strengthen team management and ensure effective coverage.
• Continued promoting safe animal practices through the APS brochure, with a focus on RTOs (Return to Owners).
• Helped implement a new pet shop ordinance.
• Assisted in drafting a new Animal Foundation contract.
OVER 30,000 CALLS RESPONDED TO
257 ANIMALS RETURNED TO OWNER
368 DELIVERED IN PARTNERSHIP WITH VETERINARIANS
1 Approximately 2.5% of reported cruelty complaints are substantiated, leading to around 32 criminal citations issued annually. Moreover, many calls alleging cruelty lack substantiating evidence when reported by the public. A prevalent request from the public is for welfare checks, indicating that most cruelty reports stem from public concern rather than factual evidence.
The Department of Public Safety, hand in hand with community partners launched the innovative spay and neuter awareness campaign aimed at addressing animal overpopulation. This initiative prioritized community education while actively engaging local youth to foster compassion, responsibility and awareness about responsible pet ownership. A key feature of the campaign was a vibrant youth artwork contest, highlighting the creative talents of young residents across the city.
The overarching goal was to promote understanding of the importance of spaying and neutering pets to reduce shelter populations and encourage responsible pet care through engaging and accessible messaging. To ensure broad outreach and impact, the campaign utilized various communication channels:
✓ Distribution of flyers at schools, community centers and citywide events such as the Las Vegas Book Festival.
✓ Direct outreach through phone calls and emails to the Clark County School District, charter, and private schools.
✓ A targeted social media campaign to reach residents across digital platforms.
✓ Strategic signage placed in parks and city facilities.
A highlight of the campaign was the youth artwork contest open to students aged 10 to 18. Participants were tasked with creating original artwork accompanied by a catchphrase to promote responsible pet ownership and spaying/neutering.
Judged by representatives from various city departments, the 71 submissions were narrowed to 14 finalists, with three winners selected for their originality, clarity, and impact:
✓ Kinsey Warren: “Take a ‘Paws’ for the Cause, Spay or Neuter Your Pets.”
✓ Madilyn Caruso: “Spay and Neuter, Protect Them.”
✓ Berkley Garate: “Avoid a Litter, Spay or Neuter Your Critter.”
The winning artwork now adorns signage at multiple city dog parks, recreation centers and The Animal Foundation.
Each winner was recognized at a special event, received a certificate, plaque and the distinction of having their art featured inside the RTC buses and bus stops—serving as inspiration and a reminder of the importance of responsible pet ownership.
This initiative exemplifies the city’s dedication to community involvement and education. By actively involving youth and utilizing creative outreach, the city demonstrated that collaborative, innovative approaches are essential in addressing animal overpopulation. These efforts are cultivating a new generation of animal advocates committed to responsible pet care.
• Implemented automated hot - spot prompts within the computer-aided dispatch system to guide directed patrols based on real-time crime trends and field data.
• Upgraded department radios to align with advancing communication technologies and improve operational reliability.
• Expanded coverage in the Fremont Street and 18B Las Vegas Arts District areas by adding additional officers to the Problem-Oriented Policing Team.
• Initiated the deployment of a new fleet of Chevrolet Tahoes to support field operations.
• Implemented enhanced security measures at Las Vegas Civic Center, ensuring safer access and operations for staff and visitors.
• Lt. Tim Mullins attended the prestigious FBI Academy, gaining advanced law enforcement training and bringing back critical knowledge to strengthen departmental operations.
• The Motorcycle Unit achieved a full year of continuous activity, showcasing dedication and exceptional operational commitment.
• Completed the SAJE (Sound, Accountable, Just, Effective) Assessment to evaluate current practices, identify improvements and guide strategic initiatives.
• The initial assessment by national researchers was favorable.
To advance its long-term goals of innovation and community engagement, the department collaborated with doctoral students from the University of Nevada, Las Vegas (UNLV) to address persistent public safety issues on Fremont Street, one of the city’s busiest tourist areas. This four-month initiative combined academic research with practical enforcement strategies to improve public safety, reduce disputes and enhance visitor experiences.
Fremont Street attracts thousands of visitors daily, creating unique challenges for law enforcement, particularly around street performances. Ordinances regulate behavior to balance entertainment and safety, but issues such as underreporting violations, liability concerns and fraud persist. The UNLV partnership focused on five key areas:
Many incidents go unreported due to confusion or reluctance among visitors. To address this, officers adopted clear, consistent messaging to explain the importance of filing official reports. Success will be measured by increased reporting and reduced informal complaints.
Street performances are a hallmark of Fremont Street, but enforcing rules fairly is critical. Officers received specialized training on performer rights, applicable laws and communication strategies. Policies and resources were also made available online to promote transparency. These measures aim to reduce liability and strengthen community trust.
Some performers exploit tourists using mobile card readers, charging unauthorized amounts after photo opportunities or tips. Proposed solutions include registering all card readers to verified performers, implementing QR-based payment systems and posting clear signage that photos are free and tips are voluntary. Monitoring transaction data and incident reports will help evaluate success.
Tourists often fail to report coercive incidents due to language barriers or distrust. Initiatives such as the FremontSafe website, multilingual SafePoint kiosks, and a broad outreach campaign through signage, social media, and hotel partnerships aim to make reporting easier and more visible. The goal is to raise touristinitiated reports from less than 5% to over 20% of enforcement contacts.
This collaboration demonstrates how integrating academic insights with local safety measures can bolster partnerships along the Fremont Street tourist corridor. By combining research-driven strategies with on-the-ground enforcement, the Department of Public Safety and UNLV are working to create a safer, more enjoyable experience for visitors, performers and the community.
Research revealed that more than half of busker violations occur in two high-traffic areas. To mitigate this, the department is working with partners to educate stakeholders, apply procedural justice practices, collect detailed data and adjust physical layouts by reducing kiosks and increasing space between performance zones. Surveys and enforcement data will track improvements in compliance and perceptions of fairness.
8,858
*Priority 1 calls are emergencies requiring immediate response.
In 2025, the Department of Public Safety advanced its commitment to evidence-based policing through the implementation of Precision Policing, a strategy designed to reduce crime in high-impact areas using data-driven methods. Central to this initiative is the Koper Curve model, an approach that emphasizes frequent, short-duration patrols in micro-hot spots, which are small geographic areas that account for a disproportionate share of crime and calls for service.
The Koper Curve research demonstrates that 12–15 minute patrol visits every two hours in identified hot spots can significantly deter criminal activity. This concept, known as “felt presence,” ensures that both the public and potential offenders see law enforcement. The goal is not prolonged enforcement but strategic visibility that reinforces safety and trust.
The department launched automated CAD-generated hot spot calls in June 2025. These calls direct officers to conduct perimeter checks and engage in short, focused patrols at designated parks and properties. This automation ensures consistent deployment
without overburdening officers, allowing resources to be allocated where they are most effective.
In 2025, officers responded to 2,683 dispatched hot spot locationdirected patrols, demonstrating the department’s commitment to proactive crime prevention. Monthly data reviews allow for continuous refinement of hot spot locations, ensuring adaptability as crime trends evolve.
This model has shown measurable success in other cities, including Dallas, Tucson and Sacramento, where similar deployments led to reductions in violent crime without displacement or negative community impact. By leveraging this proven approach, our department is leading the way in smart policing, balancing deterrence with community engagement.
Precision policing is more than a tactic, it’s a philosophy rooted in data, visibility and trust. Through targeted patrols and innovative technology, we are making our city safer, one hot spot at a time.
16.3% INCREASE Of arrests and citations from 2024 10,406
Total arrests and citations
983: SEPTEMBER
Highest number of arrests and citations
751: FEBRUARY
Lowest number of arrests and citations Park Violation Arrests and Citations up 48%
Top violation and significant increase compared to 2024
The Deputy City Marshals Motorcycle Unit closed out 2025 with its first complete year of performance data, providing a clear picture of how a small, specialized team can produce meaningful public safety outcomes. Designed to complement traditional patrol, the two officer unit focuses on areas that standard vehicles cannot easily access, particularly the city’s trail system, to address safety and quality of life concerns.
Throughout the year, the unit sustained a proactive presence in high-priority areas, focusing on early intervention and high-visibility enforcement. By concentrating efforts in these targeted locations, the team addressed issues before they escalated, contributing to a measurable reduction in calls for service for the Las Vegas Metropolitan Police Department (LVMPD) within the areas they patrolled.
By April, after four months of focused patrols, staff noted declines in encampments, complaints and calls for service along the trail system. This trend highlights the value of proactive, problemoriented policing and emphasizes the unit’s role as a force multiplier for regional partners.
Despite its small size, the unit maintained an impressive operational tempo in 2025:
✓ 146 days patrolled (70% of available workdays)
✓ 644 total enforcement actions
o 235 traffic citations (36.5%)
o 384 criminal citations (59.6%)
o 25 arrests (3.9%)
✓ Average 4.41 actions per day worked
✓ 2.21 actions per officer per day
The data shows a highly citation-driven strategy, with nearly 60% of enforcement focused on criminal violations, aligning with the unit’s quality-of-life mission along the trails.
With a full year of data now available, the unit has established a strong foundation for data-driven deployment in the years ahead. Their work demonstrates that even a two-officer team, when strategically focused, can meaningfully reduce demand on partner agencies like LVMPD while improving safety and quality of life along the city’s trail system.
As the program matures, continued emphasis on proactive patrol, interagency coordination and targeted enforcement will position the unit to deliver even greater impact in the year to come.
• The Criminal Investigation Section completed more than 200 cases in 2025. Out of 27 arrests and citations, the top charge was for Fraudulent Use of Credit Card.
• Detective Bloomfield and The Southern Nevada Counter Terrorism Center fielded over 1,100 tips, resulting in 48 arrests
• Detective Matheson worked approximately 48 cases throughout the year with the US Marshals, with 44 cases closed with arrests
• Strategically expanded into the 18b Las Vegas Arts District, to provide felt presence and expand on building strong relationships with local businesses
• The Tourist Liaison Officer (TLO) position was established to dedicate consistent presence on Fremont Street Experience
• Successfully completed eight Operation Pawsitive Change operations focusing on illegal dog breeding and unlicensed animal sales, 28 puppies were surrendered
• Executed targeted enforcement operations addressing quality-of-life violations, repeat offenders, and high-complaint locations
• Dignitary Protection Team: Delivered comprehensive advance planning and threat assessments for high-risk events, ensuring zero security breaches
• Special Response Team: Sustained operational readiness for critical incidents, deploying specialized tactics during protests and major local festivals
In 2025, thousands of residents and visitors gathered throughout the year to speak out on issues important to them. From small groups to large demonstrations, the city of Las Vegas Department of Public Safety with LVMPD and our allied agencies were honored to assist and do our part to ensure these events were handled safely, professionally and with respect for everyone’s constitutional rights.
Over the year, the department supported more than 100 demonstrations across the city. Some involved small gatherings of a dozen people, while others drew crowds of up to 8,000. The issues varied widely, reflecting the diversity of viewpoints and civic engagement in our community.
No two demonstrations are the same. Each requires thoughtful planning to keep participants, bystanders and surrounding areas safe. Depending on the size and circumstances, deployments ranged from a small number of officers to large coordinated operations.
DPS worked closely with LVMPD to scale resources as needed. This included mobile field force teams, quick reaction forces and specialized units prepared for higher-risk situations. Our focus with our partners remained consistent: maintain order, protect people/property and prioritize the conditions for de-escalation to occur.
June 11 – ‘ICE Out’ Demonstration drew 1,000 participants gathered outside the Immigration & Customs Enforcement field office. When unlawful activity escalated, officers acted quickly and professionally
with LVMPD to help restore order and maintain safety that had spread into downtown Las Vegas.
One of the largest demonstrations of the year brought an estimated 8,000 participants. Through proactive planning and communication, the event concluded with only 15 arrests, reflecting a measured and balanced approach - despite escalated counter protests.
Large demonstrations require coordination across the department and with partner agencies. Our Corrections Division managed prisoner transport when arrests occurred, Municipal Court Marshals supported custody operations, and our communications team kept information moving in real time. The business office ensured equipment and logistics were in place, while Las Vegas Fire & Rescue assisted us with maintaining protective equipment such as officer gas masks.
The department also worked closely with the U.S. Marshals Service, Fusion Watch and other partners to share intelligence and identify potential threats early.
Public demonstrations are an important part of civic life. DPS, with our allied partners, remains committed to protecting First Amendment rights while safeguarding the community. Our goal is straightforward: maintain a safe environment where people can express their views peacefully and where our officers can carry out their duties with professionalism, order, safety and fairness.
Compared to 2024, arrests and citations remained level. However, driving violations decreased 44.4%.
Arrests and citations increased 79.6% from 2024 due to increased presence and proactivity across multiple locations.
Councilwoman Ward 3
Arrests and citations increased 29.6% from 2024 which can be attributed to an increase in lodging violations at multiple locations.
Councilwoman Ward 4
Compared to 2024, arrests and citations increased 30.2% driven by an overall increased patrol presence.
SHONDRA SUMMERS-ARMSTRONG
Councilwoman Ward 5
Arrests and citations increased 8.7% from 2024 due to an increased presence and proactivity throughout the ward.
Councilwoman Ward 6
Compared to 2024, arrests and citations remained level. However, park violations increased significantly.
