LEMAS Cognitive Interview Attachments

Attachment A

LEMAS 2020 Expert Panel Report
The Law Enforcement Management and Administrative Statistics (LEMAS) survey, administered
by the Bureau of Justice Statistics (BJS), is the most comprehensive source of national data on law
enforcement agencies in the U.S. The LEMAS survey gathers information on several topics such as
agency staffing, operations, budget, policies, technology and equipment. The results are used to provide
an overview of law enforcement nationally, identify trends, and provide a representative benchmark for
individual agency comparison.
Working with partners RTI International (RTI) and the Police Executive Research Forum (PERF),
BJS convened a group of academic and practitioner experts (Appendix I) for a day-and-a-half long
meeting to discuss potential changes to the LEMAS survey for 2020. This meeting took place on July 1819, 2018 at the Office of Justice Programs building (810 Seventh St NW, Washington DC). Since no
sheriffs were able to attend the July meeting, BJS and PERF held two conference calls on November 5th
and 8th in order to solicit feedback from four sheriffs.
BJS is considering changes to the LEMAS survey for two reasons. First, the survey has remained
largely unchanged since it was first administered in 1987, and many aspects of policing in the U.S. have
changed considerably since that time. Survey items must be updated to better reflect the data needs of
law enforcement today. Second, agencies are receiving an increasing number of survey requests and
have limited resources to comply with those requests. The LEMAS survey takes agencies, on average,
about three hours to complete. To the extent redesigning the survey can reduce this burden, agencies
may be better able to participate.
This report summarizes the discussion from the July 2018 expert panel meeting and follow-up
calls with sheriffs’ offices in November 2018.

Goals of the Expert Panel Discussions
The LEMAS survey has been conducted approximately every three to four years since 1987 and
is one of the primary BJS data collection initiatives. The survey is administered to a sample of over 3,000
general purpose local and state law enforcement agencies. All agencies employing 100 or more sworn
officers are included in the LEMAS sample along with a nationally representative group of smaller
agencies. Data are collected on several topics such as personnel, operating expenditures, operational
characteristics, policies and procedures, equipment and technology, and community policing.
There are two significant challenges for the LEMAS survey. The first is response time. Response
rates for surveys, including LEMAS, have declined in recent decades, which has implications for building
national estimates. The data collection period for LEMAS must be limited so that the survey provides
timely information) and that the survey is not an excessive burden for respondents (to encourage
response rate). The proliferation of surveys has made survey research an increasingly challenging
endeavor. One option is to field the LEMAS survey for a longer period of time. However, this strategy
results in older, less timely data at much higher costs, neither of which is acceptable for a national data
collection. Therefore, the best option available to encourage response, given the time and cost
restraints, is to reduce the scope of questions and subsequent burden for agencies, thereby lessening
the amount of time and/or effort required to take the survey. Thus, the first goal of the expert panel
meeting was to identify essential items that would form a LEMAS “core,” including data on topics that
are currently addressed and on topics that would be new to the LEMAS.

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The second challenge for the LEMAS survey is whether the data collected are useful. There are
three key constituencies for the LEMAS: 1) the general public, 2) the academic community, and 3) the
law enforcement community. However, only the law enforcement constituency has the burden of
completing the survey. If law enforcement does not see practical use for the data, then the likelihood of
contribution will decline, impacting the other two constituencies. Therefore, buy-in from law
enforcement is essential for successful iterations of the LEMAS survey. Expert panelists were asked to
consider the need to ask the same question over time along with the need to capture information on
the evolving nature of law enforcement. Panelists were also asked to consider whether the full range of
LEMAS questions are appropriate for all agency types, or whether agency-specific supplements would be
more appropriate. As law enforcement continues to become more reliant on data, it is critical that the
LEMAS survey ask meaningful questions to serve as a valuable resource of information for practitioners.
Often, law enforcement agencies orient themselves towards data that are already collected; in other
words, agencies often benchmark themselves against what is measured. However, it is also valuable to
think about what agencies should benchmark themselves against and then attempt to collect relevant
data. Thus, the second goal of the expert panel meeting was to obtain feedback on data that are
useful and relevant to law enforcement, compare against what data are currently collected and what
data are not collected in the LEMAS, and identify strategies to more effectively disseminate LEMAS
findings and promote the use of archived LEMAS data.

Expert Panel Meeting July 18-19, 2018
The in-person expert panel meeting was held at the Office of Justice Programs for 1.5 days on
July 18 and 19th. The panel gathered in the Executive Conference Room on the 3rd floor. To start off the
meeting, Jeri Mulrow, BJS Principal Deputy Director, welcomed the attendees and moderated the
introductions.
Kevin Scott, BJS Law Enforcement Statistics Unit Chief, then provided a brief overview of the
goals of the expert panel meeting. The discussion began by relaying the two primary challenges for the
LEMAS: 1) balancing a reasonable field period, burden and response rate; and 2) collecting relevant and
useful data to law enforcement agencies and other users of LEMAS data. It concluded with conveying
what BJS hopes to gain from the expert panel. First, feedback from a variety of perspectives about what
data are useful to the law enforcement community. Second, thoughts on how BJS can help collect,
analyze and disseminate those data. Lastly, ideas on how to minimize the demands of responding to a
survey such as the LEMAS.
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Law Enforcement Data Discussion
Sean Goodison from PERF led the first open discussion with the panel. Experts were asked to
comment on three topics:
1) Data their agencies currently use and collect
2) Benchmarking – if it is done, how it is done, and how it affects decision making; and
3) Data that they would like to see collected.
Attendees described a wide range of data that are currently collected by law enforcement
agencies, above and beyond traditional information contained in a computer-aided dispatch (CAD) or
records management systems (RMS), such as number of calls for service, response times, or arrest
incidents. Specifically, they discussed myriad data on topics such as hiring and retention, overtime
usage, use of force incidents, internal affairs complaints, disciplinary incidents, training, pursuits, traffic2

related incidents, homelessness contacts, and clearance rates. Participants also noted several topics that
are less commonly addressed in data systems, but which would be useful: traffic and parking, violence
against police, and public sentiment and community satisfaction.
Law enforcement agencies increasingly rely on data to drive decision-making. One expert stated
that they are constantly improving their data collection capacity to measure their success. Another
attendee explained how data have allowed their agency to operate in almost real-time, re-allocate
resources and respond to situations before they turn into more intractable problems. One data
challenge that experts noted, particularly for large agencies, is that data may sometimes exist with
internal silos, making it difficult to leverage across units within the same organization. Another challenge
is that law enforcement agencies respond to a broad range of social problems that simultaneously fall
under the auspices of other government actors (e.g., social services, public health or, code
enforcement). Thus, several participants stressed the importance of forming partnerships to facilitate
data sharing and coordinate responses. Such partnerships enable access to data sources that agencies
need to identify and understand problems and formulate appropriate solutions.

LEMAS Background
Travis Taniguchi from RTI led a presentation on history of the LEMAS. This presentation included
LEMAS characteristics, historic response rates, and instrumentation. This presentation is included in
Appendix II.
Following a discussion of the history of LEMAS, participants were asked to consider three
questions:
1) Why are LEMAS response rates declining?
2) Why are municipal police agencies more likely to respond to LEMAS than sheriff’s offices?
3) How can response rates be improved?
The experts identified a range of possible reasons for the declining response rates in recent
decades for the LEMAS survey. One expert suggested that some law enforcement executives may avoid
LEMAS because the benchmarks it provides can frustrate efforts to achieve certain goals, such as hiring
new officers. Another expert, referring to a recent study on surveys in policing that identified declining
response rates, 1 suggested it might be an industry-wide trend whereby survey research has become less
valued in policing over time. A third expert explained that participation in the LEMAS survey may reflect
broader national trends in resisting tasks seen as unfunded federal requests for information, especially
in light of perceived declines in availability of federal funding to state/local organizations and national
staffing shortages across law enforcement.
Several meeting participants, however, agreed that survey fatigue is one important factor. Many
law enforcement executives who attended the meeting stated that they receive survey requests on a
regular basis as technology has made the process cheap and easy. Subsequently, sorting through the
survey requests and identifying what should be prioritized has become difficult, and incredibly resourceintensive for agencies.
The experts believed that another major reason for declining response rates is lack of perceived
value in participating. According to the experts, this is likely to be particularly true for smaller, rural
agencies. One expert with experience in both urban and rural agencies noted surprise at how many of
the questions on the LEMAS survey did not seem to be relevant to those in a rural setting; given that
Nix, J., Pickett, J. T., Baek, H., & Alpert, G. P. (2017). Police research, officer surveys, and response rates. Policing
and Society, https://doi.org/10.1080/10439463.2017.1394300.

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many questions are not applicable, the expert believed that leaders of small agencies may feel that their
responses do not matter. Another expert described their experience fielding a national survey of
sheriffs’ offices and receiving only an 18% response rate, despite including a letter of support from the
National Sheriffs’ Association with the survey request. The expert noted that larger, more wealthy
counties were more likely to complete the survey. This suggests that a lack of resources may also be a
barrier in smaller agencies. 2
Similarly, several attendees agreed that one of the possible reasons why LEMAS response rates
may be lower among sheriff’s offices specifically is because the questions are not applicable. As one
expert explained, “the authority of the sheriffs and its relationship to the questions of the LEMAS survey
depends on the jurisdiction.” For example, some sheriff’s agencies function similarly to municipal
agencies, in that they have the traditional duties of patrol and investigations, whereas others are
primarily custodial. The same expert also explained that, as constitutional officers and thus elected
officials, they may be reluctant to provide information for a national survey.
To overcome these issues, the experts suggested that the LEMAS should be marketed more
widely and effectively to show its value. One expert explained that it is simply about fostering awareness
of the survey – letting agencies know about the LEMAS, how they can benefit from it, and how easy it is
to utilize as a resource. According to the experts, partnering with professional organizations such as the
International Association of Chiefs of Police, the National Sheriffs’ Association, the Police Executive
Research Forum, the Major Cities Chiefs Association, and the National Organization of Black Law
Enforcement Executives, in addition to various state-level associations, would be a good way to spread
the word about the LEMAS. Experts specifically recommended events with these organizations whereby
LEMAS findings could be presented to demonstrate their value to the law enforcement community.
Another participant suggested utilizing media outlets.
Other attendees suggested marketing the LEMAS by disseminating findings or other work
products to agencies to demonstrate how LEMAS data are used. One option that experts recommended
would be to create short (i.e., 1-page), easily digestible reports with graphs and charts to highlight
interesting or important insights gleaned from the LEMAS. The primary goal of these documents would
be to capture the attention of law enforcement leaders and then provide links to further information
about the LEMAS. Some participants suggested disseminating these products just before fielding the
LEMAS survey, whereas others recommended providing infographics to show how data will be used
after the survey is submitted.
Another idea offered by experts was to build a data explorer tool similar to the one created by
the Federal Bureau of Investigation for the National Incident Based Reporting System. Providing an easyto-use interface to preview and obtain data would allow executives to leverage LEMAS data to answer
specific questions and compare their agency with similar agencies across the country. A data portal
would make the information collected by the LEMAS actionable and relevant to the practitioner
community.
Finally, at the end of survey, experts recommended asking respondents what part of the survey
would be most valuable to them and how they would use it, as well as what other questions they would
like to see on future iterations of the LEMAS survey.

This suggestion conforms with the findings from the 2016 LEMAS investigation of reasons for late response and
nonresponse.

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Changes to the 2016 LEMAS
Shelley Hyland, BJS Statistician and LEMAS program manager, walked participants through the
2016 LEMAS instrument and highlighted some of the preliminary findings. Since the findings were
preliminary, they are not included in this summary. After the detailed overview of the 2016 LEMAS, BJS
and PERF conducted two brainstorming sessions. The first brainstorming session was led by Shelley
Hyland and focused on what to retain from the 2016 LEMAS. For this session, expert panel members
were asked to break into smaller groups. Each group was to pick the top 5 2016 LEMAS items that
should be retained in rank order and 5 items that should be dropped. Table 1 provides a summary of the
items selected and dropped.
Table 1. 2016 LEMAS Items Selected for Retention and Removal
Section
Keep (# of votes)
I. Descriptive (6 items)
1 (3), 4 (4)
II. Personnel (12 items)
7a (2), 11 (1), 14 (4)
III. Operations (2 items)
None
IV. Community Policing (8 items)
25 (reword)
V. Equipment (9 items)
Combine 28 & 30 (2), Add life
saving equipment to 28
VI. Technology (8 items)
None
VII. Policies (6 items)
46 (3), add 31 & 34
VIII. Special Tasks (1 item)
51 (2)

Drop (# of votes)
2 (1), 3 (2), 6 (1)
None
18 (1)
20 (1), 22 (1) , 23 (2)
29 (3)
38 (1), 39 (1), 40 (1)
None
N/A

Questions to keep and/or further develop
Questions 1 (authorized and actual paid employees by full/part-time status) and 4, (full-time
personnel by primary responsibility) though identified as items to keep, were thought by the experts to
be amenable to modifications that would make them easier for respondents to answer. For example,
one expert suggested finding a way to combine these two questions. As currently written, there may be
discrepancies between the answers given for question 1 versus question 4, which may frustrate
respondents and reduce participation in the survey. Thus, attendees recommended that questions
about personnel be combined into a single table so that the appropriate figures are easily ascertained
for the survey. Another advantage of combining questions 1 and 4 is that the figures can be easily
summed for a single total, which can then be used to calculate proportions of personnel primarily
assigned to each job responsibility.
Regarding the components of question 4, the meeting participants recommended removing the
term “operations” from “field operations” and removing the term “technical” from “technical support.”
Another expert noted that including the chief or sheriff within administration may create confusion as
well, as some agencies may consider the top executive part of operations (removing “field” from “field
operations” would allow for the executive to logically fall into this category). The attendees also
suggested adding crime analysts under the “support” category. In addition, they recommended
including “intelligence” in question 4, but explained how in some cases these individuals could fall under
“support” and in other cases they could fall under “operations,” even within the same agency.
Ultimately, experts agreed that personnel classification can be difficult, especially for larger agencies
with a variety of functions, and flexibility for assignment to categories may need to be built into the
question. Two categorical groupings were offered for this item: 1) executive staff, administration,
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support services and operations (i.e., investigations and patrol) or 2) use CALEA categories: operations,
administration, and support.
Another category the participants thought might be interesting to ask about is the number of
personnel assigned to federal task forces. One attendee explained that federal task forces often offer a
substantial financial benefit, as compared to state or local task forces. So, while it would be interesting
to learn about personnel operating with both spaces, questions about federal task forces should be the
priority. Experts also thought it would be informative to ask about the frequency with which agencies
receive and provide assistance from other agencies outside of a task force (e.g., mutual aid agreement)
as well as the types of assistance they exchange. Type of assistance is critical because some agencies,
such as state law enforcement, provide assistance to local agencies on a daily basis through, for
example, crime labs. Other types of non-routine assistance should be included, such as staffing for
special events.
The experts thought question 46 (policies and procedural directives) should be retained and
modified, like questions 1 and 4. For example, one participant questioned the need for including an
option for foot pursuits. However, a near consensus reflected a need to add more response options,
such as whether agencies have a policy or procedural directive for obtaining accredited status. Other
worthwhile policies and procedures identified by the attendees include employee wellness, opioid
issues (fentanyl), blood borne pathogens, marijuana (legalization) enforcement, evidence and property
handling, de-escalation, secondary employment, BWCs, office-involved shooting (which is different from
firearm discharge), investigation of OIS, EEO, sexual harassment and hostile work environment. One
expert noted that the International Association of Chiefs of Police published a comprehensive set of
model policies that could potentially serve as a resource for additional response options. They suggested
pulling out maximum # of hours allowed as its own item in order to capture the actual number of hours.
Question 51 (specialized units) was another item that experts believed should be kept on the
LEMAS survey with limited revisions. The meeting participants offered several response options to add
to the question to more appropriately cover the range of problems dealt with by law enforcement.
Specific topics mentioned by the experts include crisis intervention training (CIT), communications,
homelessness, traffic enforcement and crash prevention, parking, internal affairs, agency standards,
human trafficking, and sexual assault. Some items were recommended for removal from the question,
such as drug education. Though, other experts suggested keeping this option, but revising it to
“engagement in schools.” Victim assistance was also identified as an option to remove, though some
attendees suggested they have full-time staff dedicated to victim assistance and thus it is important to
retain. It was also suggested there be more specificity on certain items such as human trafficking,
internal affairs and firearms.
Other suggestions for revisions to question 51 include allowing for information to be entered
about part-time staff dedicated to these issues, in addition to full-time staff. Another suggestion was to
ask about the number of personnel assigned to each task. One issue identified by the experts to
consider is that respondents may view the options listed under “type of problem/task” as distinct, when
the agencies may operate only a single unit to address multiple problems. Finally, some participants
suggested revising the fifth column, “agency’s jurisdiction does not have this problem,” with wording
less declarative, such as “agency does not formally address this problem.”
Since many of the topics listed in question 51 are likely to be related to only the larger agencies,
experts discussed the idea of only presenting the long form to them. However, meeting participants
noted that, from a research perspective, it makes sense for all agencies to get the same form. Other
experts stated that it makes sense for all agencies to receive the long form because all agencies
generally have the same liability on the issues. Experts suggested removing bias/hate crime and adding
opioids.
Questions to remove
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Meeting attendees highlighted a few groups of questions that could be removed from the
LEMAS survey. The first group included questions 18 (calls for service received and resulting in
dispatch) and 19 (types of patrol), which the experts considered too broad, although one expert noted
that could be broken down further by asking for the total number of citizen contacts, traffic stops,
investigations, etc. Experts stated that calls for service needed to be better defined.
Experts suggested removing question 6 (asset forfeiture funds) because DOJ audits this. Experts
also suggested asking about grant funding (e.g., JAG funds) in order to get a more complete picture on
resources.
Another group of questions that the participants thought could be removed included those
related to firearms under the section of the survey covering equipment. Experts believed that these
questions were outdated (e.g., many experts suggested that few, if any, agencies utilize revolvers, but
they are included under question 29) and served little purpose. For example, one expert noted that
most agencies make firearm-related decisions on the needs/characteristics of their own agency, and are
not likely to be overly concerned with what other agencies are doing. Experts also noted that rather
than type of firearm, ammunition caliber is often what makes the determination of what is restricted.
The final group of questions was included under the section covering community policing. While
the experts thought it was still important to ask about community policing, the questions as currently
posed across questions 20-27 were perceived to be outdated and too broad. Instead, the questions
should be revised to use more modern language that focuses on specific activities capturing whether
agencies are actively engaging communities, collecting community input and incorporating it in policies
and programs, and taking steps to be open and transparent. In other words, the experts said the focus
should be on how agencies are doing community policing, rather than asking them if they are (see next
section below for further recommendations on which questions are missing).
Experts also discussed removing or revising Q37-40 in the technology section. One expert
suggested keeping Q37 and Q38 but making it more simple—Do you have a website (yes/no)? Do you
use social media (yes/no)? It was also suggested to reconfigure Q39 by asking what are you using data to
do? (e.g., deploy officers).

What is missing from the LEMAS survey?
The second brainstorming session on day 1, led by Sean Goodison, focused on what was missing
from the 2016 LEMAS. The experts suggested a number of new items for the LEMAS core. Small groups
were asked to brainstorm and provide item/topic suggestions for the following categories: Descriptive,
Personnel, Community Factors, Predictive Policing, Technology, Equipment, Policies, Agency
Performance, Operations, Special Topics, and Other. The detailed results of these brainstorming sessions
is provided in Appendix III.
Based on the suggestions from Day 1, Travis Taniguchi presented a sample of items based on the
primary themes to emerge from these brainstorming boards. These items are shown in Appendix IV.
These items were discussed with the panel and what follows are the results of these discussions.
Recruitment, Selection, and Retention
One expert panelist noted that a significant issue today facing law enforcement agencies is the
difficulty of recruiting individuals into the policing profession. Yet, because there are limited empirical
data to support this notion, the expert suggested adding questions to LEMAS to track the number of
applicants and the number of positions filled by each agency. Other participants further suggested
including questions about who is applying, specifically the demographic diversity of applicants and how
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that changes over time. The meeting attendees also noted it would be useful to ask how often agencies
recruit, if incentives are offered, what methods agencies use to recruit individuals, and where those
strategies are targeted. Suggestions on incentives included compensation (how this compares to median
salary in the community), benefits and salary. For example, one expert expressed interest in specifically
asking whether agencies have a formal recruitment team and how it is structured (i.e., the number of
staff dedicated to the team, full- and part-time status). The experts further suggested that recruitment
questions include some consideration of volunteers. It was also suggested to include a question on
whether the agency uses civil service for hiring, including the use of an assessment center.
In terms of selection, participants suggested asking about the length of the selection process
employed by agencies and whether agencies use civil service exams and/or interviews. Another expert
recommended asking about assessment centers, which are often used to determine promotions, but
less often used during the hiring process.
Regarding retention, the meeting attendees generally thought it would be helpful to ask about
compensation and benefits offered to employees, including whether they have a pension plan and what
type (i.e., defined benefit versus defined contribution). However, they noted that any questions about
retirement benefits should consider that younger generations of officers may have different options
than older generations of officers. Experts also thought there should be questions about specific
programs that are designed to bolster retention, such as formal mentoring programs, career
development plans, or educational incentives. 3 Another proposed line of questions included whether or
not agencies conduct periodic performance evaluations and the criteria used for evaluation.
Another topic of interest is whether agencies conduct exit interviews, and if so, who conducts
them. Experts noted the latter question is key because the types of responses given during an exit
interview can be influenced by the position held by the person asking the questions. Building off the exit
interview questions, some attendees suggested it would be valuable to learn about the reasons why
individuals are going to other agencies or leaving the profession altogether (experts admitted that this
would be difficult to ascertain). One participant thought it was important to include management issues
as an option. Though, some experts noted that individuals who leave their agencies before they are
eligible for their pension would be most important to identify. Another option would be to count the
number of individuals separated from their agencies by years of experience.
Finally, some attendees discussed the need for questions about the number of (and reasons for)
terminations, the number of indictments for crimes, and the number of de-certifications (this is tracked
at the state level by POSTs).
Training
Many suggestions made about questions related to training mirrored those made about
recruitment, selection, and retention. The primarily interest focused on the types of training programs
offered by agencies. One participant outlined four types of existing training – pre-service, in-service,
specialized, and advanced (i.e., management) – and that it would be ideal to assess what is being done
in all four areas. The participants pointed to the Census of Law Enforcement Training Academies (CLETA)
as a good model, but noted that the focus is primarily on pre-service training; questions about in-service
training would be helpful. In terms of specific training programs, the experts mentioned crisis
intervention training (CIT) and mental health as important programs to ask about, including who is being
trained in these programs.
Officer Safety and Wellness
One expert defined a “formal” program as one that has an assigned person and has established protocols and
policies in place to govern its operation and structure.

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The attendees highlighted several officer safety and wellness programs that the LEMAS survey
could ask about such as critical incident stress management, employee assistance programs, mental
health services, physical fitness programs, incentive programs, peer-to-peer programs and training for
management to recognize signs of stress. 4 Meeting participants suggested a similar approach to that
used in question 51 of the 2016 LEMAS and list a range of officer safety and wellness programs for
respondents to indicate what is offered in their agency. This would allow for a national inventory of
current practices. Other experts, however, suggested including questions that ask how often these
programs are used (or perhaps if agencies measure utilization at all), or in other cases, when these
programs are used (e.g., services offered proactively versus those offered after problems become
apparent.
Many participants agreed that safety and wellness questions should not be restricted to sworn
law enforcement personnel only. Instead, questions should consider programming and services for nonsworn personnel and the families of law enforcement officers. For example, programs offered for
civilians and sworn personnel differ and it would be worth capturing those differences. As another
example, non-sworn dispatchers are also exposed to stress, and so it would be valuable to know what
agencies are doing to support them. In a similar vein, several experts noted that families of law
enforcement officers also experience the rigors of the job, and thus it would be important to learn about
the programs are in place specifically for them.
Predictive Policing
Given the growing use of predictive policing, the meeting attendees were asked to consider if
there were questions that the LEMAS survey could ask about its deployment. They identified a number
of general questions including:
- Do you use predictive policing?
- Which predictive policing program do you use?
- What data elements does your predictive policing program consider?
- What are your targets (i.e., crimes, people) and,
- How do you use the information produced by your predictive policing program?
A key task, according to the participants, is to accurately define what predictive policing means
within the context of the LEMAS survey. One expert noted that policing is prone to buzzwords and, as
such, many agencies may think they are doing predictive policing when they are doing basic crime
analysis (e.g., hot spots). Thus, participants suggested using specific terms like algorithms or machine
learning to define predictive policing. Some attendees cautioned against identifying particular predictive
policing vendors, whereas others noted that some agencies have internal programs that would need to
be covered by the survey. Another concern was whether or not agencies would have access to the data
elements utilized in their predictive policing programs if they were using a private vendor and
proprietary software. Though, one expert explained that agencies typically know which data elements
are used, they do not know the weight each element has in the algorithm. Finally, some attendees had
concerns about prevalence of predictive policing among small agencies, and thus suggested only asking
larger agencies (FTS > 100) about this topic.
Operations
One expert noted the paucity of research regarding effective programs for officer safety and wellness. The expert
recommended caution when thinking about which programs to ask about, in the case that the questions implicitly
encourage agencies to consider adopting programs that may not be effective (or worse, have iatrogenic effects).

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Although questions about operations are currently included in the LEMAS survey, the group of
experts identified several potential additions to this section. For example, one participant pointed out
that there are no questions about K-9 units; questions in this regard might include “what types of K-9s
are permitted (e.g., tracking, narcotics, explosives, tactical, public relations)” and “how many K-9’s are
deployed by your agency?” Attendees also recommended adding questions about the type of
investigative or operational services provided by agencies, such as general investigations, vice, narcotics,
tactical, and aviation. Another item suggestion included the number of officers assigned in federal task
forces (e.g., multijurisdictional vs local).
Other topics that experts thought would be useful for LEMAS to explore were arrest-related
deaths, deaths in custody, and use of deadly force that does not result in injury or death. Finally, the
group recommended including questions about the resident population, such as size, race/ethnicity, and
whether there is seasonal variation, as well as square mileage of jurisdictions and street/highway
mileage contained within jurisdictions.
Equipment and Technology
There were some recommendations made by the working group about additional content on
equipment and technology. For the former, they recommended combining questions 28 and 30 and
retaining the focus of the new question on the types of equipment that are provided by agencies. For
this question, the experts suggested adding response options, such as electronic control weapon (ECW)
and secondary sidearm (e.g., long-gun). They also recommended clarifying the terms “not authorized,”
as well as “fully automatic” and “semi-automatic.” It was suggested rewording question 34, to “Does
your agency REQUIRE officers to wear their seat belt while in an agency vehicle?” In addition to firearms,
they discussed the possibility of creating new questions focused on other types of equipment that
agencies may provide, such as first aid kits, trauma kits, or naloxone.
In terms of technology, the panel recommended adding a question about whether agencies
utilize a CAD system and a RMS system. For question 37, it was suggested to revise the question to:
“Does your agency have a mechanism for providing the following?” and to remove the website
reference. For question 39 (use of computers by function), the attendees stated that “technology”
could be substituted for “computers” to broaden the scope of the question. However, the more
important critique of question 39 was that it should be re-tooled to ask questions that are geared
towards understanding how agencies use data. Finally, one participant proposed changing question 40
(primary method of transmitting criminal incident reports) such that respondents could select more
than one response since.
Community Factors
As described above, the expert panel largely agreed that the questions contained within the
community policing section should be substantially revised. To that effect, they offered suggestions for
questions that should be added to this section. Several participants recommended including a question
that asks if agencies allow the community to offer input on agency policy and operations, and further,
whether this process is done informally or if it is formalized by the existence of a community advisory
group. To gauge agencies’ seriousness about community policing, the meeting attendees suggested
including a question about whether agencies have a budget line item for community engagement
activities. They also suggested building off the questions about performance evaluations suggested
above (see Recruitment, Selection, and Retention) and inquiring whether officers are evaluated in
accordance with any community-oriented policing activities. Finally, one expert cautioned between
10

conflating community policing questions with questions that are fundamentally about crime reduction
strategies (e.g., problem-oriented policing).
For question 25 (problem-solving partnerships), the group recommended removing “problemsolving” from the question text and adding the following response options: other government agencies,
victims’ services. Another proposal the experts made was to move question 37 (website maintenance)
from technology to the community policing section. Further, they suggested re-framing the question to
focus on transparency, re-wording it as: “Does your agency maintain or have a mechanism in place for
any of the following?” Response options might include “input/output of data,” “citizen complaints,” and
“access to crime statistics.” Finally, the original intent of question 37, as written, can be integrated with
question 38 (channels used to communicate with the public).
Policies and Procedures
To modernize the section on policies and procedures, the experts proposed adding two new
questions about body-worn cameras: “Does your agency have a mandatory activation policy?” and “Can
your officers view body-worn camera video?” Other changes included moving questions 31 (authorized
weapons/actions), 32 (documentation with a weapon/action used), and 34 (required use of seat belts)
to the policies and procedures section.

A New LEMAS Design
Shelley Hyland led a discussion with the panel about a proposed path for restructuring the
LEMAS. The length of the LEMAS was highlighted and that the original LEMAS was developed with local
police departments in mind. Although it is a law enforcement agency survey, it ends up ignoring the
unique features that other general purpose agencies have. Additionally, since local police departments
make up about 80% of general purpose agencies, they also take precedent when BJS disseminates
findings. There have been 10 waves of LEMAS and the primary state police agencies have participated in
every wave but BJS has never issued a report with the state police findings. BJS has also never produces
a LEMAS report comparing agency types but it is known that agencies respond differently to certain
items, indicating that some items may be less applicable to certain agency types. For example, sheriff’s
offices and campus police departments are more likely to have officers with limited authority than local
and state police. State police agencies are less likely to have a mission statement that includes
community policing and fewer calls for service.
Having a product that is not applicable to many agency types results in lower response rates for
these agencies. BJS noted that they have seen a decline in the number of sheriff’s offices and primary
state police agencies that participate. BJS proposed that the LEMAS has a true set of core items
applicable to every agency type--what the panel focused on over the course of the meeting. This core
set of items would then be supplemented with items unique to certain agency types. By doing this, the
LEMAS could be administered to special purpose agencies. This would allow campus police departments
to be surveyed more regularly and other types of agencies such as park and transportation police to be
surveyed. This format would also allow for more customizable report products that could be shared with
these agencies. The panel all agreed with this approach.

11

Follow-up Calls with Sheriffs
Since no sheriffs were able to attend the Expert Panel meeting in July, BJS and PERF hosted two
calls with four sheriffs on November 5th and 8th 2018. Each call was approximately two hours and
included the same brainstorming sessions as held at the July meeting. Sheriffs were asked about the
types of data they currently collect and use, what to keep from the 2016 LEMAS, what is missing from
the 2016 LEMAS and what should supplement the LEMAS core.
November 5, 2018 Call
Two representatives from sheriff’s offices participated on the first call:
• Lieutenant Deanna Carey – Pinellas County (FL) Sheriff’s Office, Strategic Planning
Bureau
• Captain Haans J. Vitek – Hennepin County (MN) Sheriff’s Office, Professional Standards
Bureau
Law Enforcement Data Discussion
Participants discussed the types of data their agencies collect and use on a regular basis. Both
reported using demographic data for recruitment and hiring considerations. They also said they
compare themselves to other similar sized agencies (based on agency size and community size) for
benchmarking purposed. They said they examined calls for service, types of services provided by the
department, jail matters and Part 1 and Part 2 benchmarking purposes. One agency runs monthly
reports on various aspects of agency operations, such as time detectives spend on the phone, on
supplements, and on calls for service.
Participants were asked what additional types of data they would like to see collected, and both
said that their agencies currently collect more data than can realistically be used for day-to-day decision
making. One area in which participants thought comparison to other agencies might be valuable was in
recruitment and hiring. Both agencies are experiencing challenges with recruitment and retention, and
thought it might be useful to see whether other comparable agencies are experiencing the same
challenges. They mentioned issues in hiring 911 operators and other positions as well as wanting to
know about what recruiting efforts are being done elsewhere. They shared a desire to understand why
these challenges were occurring, but were not sure whether a survey item could adequately address this
question. Both agencies mentioned they conduct exit interviews for employee leaving and use the data.
What to keep from the 2016 LEMAS?
Participants were asked to rank the top five items they felt were most important from the 2016
LEMAS, as well as the five they found least useful. In terms of the most useful items, participants agreed
that items #31 and #32 regarding weapons and use of force provided important information. However,
they noted that these could potentially be combined into a single question. Other items participants
voted to keep included:
• #36: During the fiscal year including June 30, 2016, how many of the following types of video
cameras were operated by your agency on a regular basis?
• #37: As of June 30, 2016, did your agency maintain a website for any of the following?
#38: As of June 30, 2016, did your agency use any of the following social media channels to
communicate with the public?

12

•
•
•
•

#41: As of June 30, 2016, did your agency use any of the following technologies on a regular
basis?
#45: Which of the following best describes your agency’s written policy for pursuit driving?
#46: Does your agency have a written policy or procedural directives on the following?
#47: As of June 30, 2016, does your agency require an external investigation in the following
situations?

Items in the technology section (questions #37-44) were viewed as particularly useful, as this
was thought to be more of an emerging issue that may be likely to change over time.
With regard to the items that were less important, participants didn’t think item #15 regarding
the sex, race, and origin of the sheriff would be very valuable to their agencies for comparison purposes
since the sheriff is typically an elected position. In particular, questions #6 (asset forfeiture) and #7
(education requirements) were identified as not overly valuable for purposes of comparison against
other agencies. Participants also agreed that some of the community policing questions (#21, #22, #23,
and #25), as well as question #11 on pre-employment screening, were not as valuable for their agencies.
They stated they do not train on these community policing topics such as SARA and that the preemployment screening process was set by the state.
One participant noted that item #18 regarding calls for service would be more valuable if it
could take into account agency or population size. One way to address this would be to ask for a ratio in
that question – for example, calls for service per population. With regard to reporting on the population
served by sheriff’s offices, participants noted that they typically include only unincorporated areas (i.e.,
not cities within local police department jurisdiction). However, they also noted that jail services would
apply to the entire county population, including police jurisdictions. This would be an important
consideration to keep in mind for sheriff’s offices when reporting on population served.
What is missing?
Participants were asked what general topics were missing from the LEMAS that might provide
useful data for their agencies. From a sheriff’s office perspective, measuring the jail service function was
identified as a potentially useful topic. For example, participants suggested items such as the ratio of jail
population to population served, average daily jail count, and average length of stay. Participants also
expressed that items pertaining to civil paper services, warrant services, diversions, and recruitment and
retention could be valuable topics for sheriff’s offices. With regard to recruitment and retention,
participants were interested to know where agencies are recruiting and how they are attempting to
increase diversity.
Participants were asked about potential emerging issues or “hot topics” that might be useful in
the next iteration of the LEMAS. Suggestions included: use of force and use of force reporting; different
up and coming technologies to include BWCs; mental health training, active shooter training/policies;
and school security and recent related legislation. Technology specifically was identified as a topic of
interest, with one participant suggesting questions pertaining to intelligence sharing and fusion centers.
Participants also thought a question on accreditation for jail and department might be valuable.
With regard to use-of-force reporting, participants cautioned that some agencies may have
different definitions or criteria for tracking incidents. It would therefore be important to provide a clear
definition for purposes of a survey item. One participant noted that in sheriff’s offices, there is a lot of
use of “hands on” tactics in jails, which could potentially skew the data. This discussion led to an

13

important suggestion for future surveys to sheriffs: it might be useful to separate the jail function from
the law enforcement function when asking questions about sheriff’s offices. 5
Participants also discussed potential items to measure community engagement. For example,
“besides typical community policing, what is your agency doing to build trust (i.e., what types of events
do you organize to engage the community)?” When asked about topics that might be valuable to the
public, participants mentioned the number of complaints received, the number substantiated/sustained,
as well as information on use of force training employed by the agency. They also mentioned the use of
public relations bureau, citizen academy, range days, citizen advisory board, and citizen review board.
Supplements and Challenges
Participants discussed the possibility of creating a LEMAS supplement specifically for sheriff’s
offices. This supplement could include items such as: the number of jails and facilities operated; the
number of courthouses; the number of inmates escorted; whose responsibility it is to conduct weapons
screenings at court facilities; and possibly some questions pertaining to 911 dispatch. One participant
suggested creating a separate supplement on detention that could include judicial operations and
diversion programs. Participants also thought it would be valuable to include items pertaining to
warrants and civil processes as a ratio of the population served. In terms of other potential
supplements, participants thought that use of force, citizen complaints, and public records requests
could potentially fit together as a supplement. Another suggestion was a supplement on policy changes,
with potential questions on whether policies were mandated (e.g., for accreditation purposes) or
adopted voluntarily by the agency.
With regard to a LEMAS core, participants said they thought the current length was acceptable
given that the survey is only administered once every four years. However, they thought some of the
older topic areas could potentially be replaced with more emerging issues. With regard to supplements
that would possibly be administered more frequently, participants agreed that they should not be more
than a few pages long. They thought this would be a worthwhile investment of time if the resulting data
would be useful to agencies.
Participants were also asked about the differences between jail and deputy officers. They noted
that recruitment and retention differs for both and that turnover is different. Court officers are typically
road deputies, not jail officers as currently noted in the LEMAS.
Participants noted that agencies are increasingly receiving a high volume of surveys, and they
have to be selective about which ones they complete. Another potential issue is that there is often a
substantial delay between the time a survey is completed and when the resulting data is available. As a
potential strategy to increase response rates among sheriff’s offices, participants suggested going to
sheriff’s conferences to advertise the LEMAS and seek input from agency leaders. Survey reminders
could also potentially be helpful to assure offices that they will receive the results in a timely manner,
and provide justification for why the survey is important.
November 8, 2018 Call
Three representatives from two sheriff’s officers participated on the second call:
• Sheriff Scott Parks – Marathon County (WI) Sheriff’s Office
Participants noted that this distinction would also be important for other areas, including recruitment and
retention.

5

14

•
•

Marvin Butler – St. Mary’s County (MD) Sheriff’s Office, Chief of Staff
Jim O’Neil – St. Mary’s County (MD) Sheriff’s Office, Crime Analyst

Law Enforcement Data Discussion
Participants reported that their agencies are currently collecting and analyzing data from a wide
variety of sources. One participant, for example, compares data pertaining to his agency’s logistic
operations against that of other agencies in the state for benchmarking purposes. Both participants
indicated that they track calls for service as well as non-emergency crime statistics, and that their
agencies are moving toward incident-based reporting. Participants also reported that they keep track of
detention or corrections data, such as the number of persons in custody and the number of people
being housed outside the facility (due to a high volume of inmates). With regard to corrections data,
participants also reported tracking the reasons individuals are staying in the jail, reasons for
incarceration, and demographic variables such as gender and race.
Participants were asked what additional types of data they would like to see collected. One
participant noted that he would like more data on asset forfeiture collection, as well as on the usage of
unmanned aerial vehicles and use of force. Apparently these are two areas in which his agency has
made recent changes, and the agency receives a lot of questions from the public about these topics.
What to keep from the 2016 LEMAS?
Participants were asked to rank the top five items they felt were most important from the 2016
LEMAS, as well as the five they found least useful. In terms of the most useful items, participants said
they particularly liked the questions related to technology (#37-44) and use-of-force policy (#46-50).
They also thought the following questions were especially valuable, understanding that Q1 and 14 were
already likely to be kept in future instruments:
• #7a: Indicate your agency’s minimum education requirement which new officer recruits must
have at hiring or within two years of hiring.
• #7b: Does your agency consider military service as an exemption to this minimum education
requirement?
• #8: Does your agency require a new officer recruits to be a U.S. citizen before hire?
• #10: On average, how many hours of in-service training are required annually for your agency’s
non-probationary field/patrol officers?
• #11: Which of the following screening techniques are used by your agency in selecting new
officer recruits?
• #31 & 32: Authorized use of force and reporting requirements
• #35: Motorized vehicles
• #39: Use of computers for any of the following functions.
In general, participants thought much of the content of the instrument was useful and said they
would not necessarily remove any of the items. One participant expressed that if he had to remove
something from the survey, he thought the community policing section was possibly not as valuable.
Another participant noted that item #3 regarding reserve/auxiliary officers, and items #26 and #27
regarding citizen surveys were not as useful for his agency, but that was only because these items were
not directly applicable to his agency. Both agencies also thought that item #13 (on personnel hired and
separated by race and gender) was not directly relevant to their agencies. They said this is because they
do not hire based on factors such as gender and race, but rather seek out the most qualified candidates
15

overall. They recommended replacing with recruitment focused questions. With regard to question #11
on screening techniques, participants acknowledged that some background and other pre-employment
screening are mandated at the state level. However, they noted that every agency has different
requirements.
What is missing?
When asked what topics were missing from the LEMAS that might provide useful data for their
agencies, participants listed communication centers, process serving, corrections, warrant services, and
court services, although they acknowledged these would not be relevant for municipal police
departments. If these topics were to be covered, potential items could include the number of units
agencies have to cover the service of various documents (e.g., civil section, warrants units, units to serve
bench warrants, child support, or domestic violence warrants). Further questions could be asked about
the number of personnel in each unit and whether they are civilian or sworn.
Participants agreed that if a supplement were to be created for sheriff’s offices, it would be
important to make the distinction between detention deputies and road deputies. They suggested it
would be important to capture information for both detention officers and road officers. For example,
Q14 (race and sex) and Q31 (authorized use of force) should be captured for both types of officers. One
participant proposed a question on whether jail personnel are considered “protective” employees under
state law, as this would have implications for employee benefits and retirement eligibility. Another
participant suggested creating an item to capture the various patrol shifts agencies are using, although
participants recognized that this may not be valuable given the wide variety of patrol shifts at different
agencies.
The opioid crisis was another topic of interest, as this has been an issue for both agencies in
recent years. Participants suggested asking questions about the types of opioids that are most prevalent
and the areas of the community facing the biggest challenges. Another important area identified was
recruitment and retention, both within law enforcement agencies and communications centers.
Participants thought recruitment and retention issues could make up a standalone supplement that
could include items on innovative recruitment/retention strategies, where agencies are advertising, and
what types of incentives they offer (e.g., retention bonuses, shift length and variability). In regards to
communication centers, they noted that burnout is high.
Supplements and Challenges
When asked about potential topics for supplements, participants thought that supplemental
questions on use of force and officer wellness might be valuable. With regard to wellness, participants
proposed items to assess whether agencies are offering various types of programs, incentives associated
with certain equipment, membership at gyms, or other wellness initiatives. Since both agencies have
experienced challenges with encouraging participation in wellness programs, they thought metrics to
assess how often the programs are used and how many officers are enrolled in the programs might also
be valuable.
In considering a potential supplement on training, participants noted that training requirements
are often state-mandated (particularly at the academy-level), meaning agencies may have limited
flexibility with regard to training they can provide. One participant expressed concern that smaller
agencies would not look as favorable compared to larger agencies when responding to questions about
training, since smaller agencies often have limited resources compared to larger agencies. Participants
did express an interest in more information surrounding leadership training. For example, they
suggested items to ask about various leadership academies that agencies are utilizing, how many
16

officers they have sent to these programs over the past few years, and whether it has been beneficial to
the agency.
Participants discussed the possibility of creating a separate supplement specifically for sheriff’s
offices, which could include questions about the scope of an agency’s duties. Participants thought
creating such a supplement might encourage response rates since it would be directly relevant to
sheriff’s offices. They commented that many of the functions sheriff’s offices engage in are not reflected
on the survey. In addition, they thought changing the title of the supplemental survey to something like
“Sheriff’s Survey” instead of “LEMAS” might encourage participation among sheriff’s offices. Finally,
participants thought engaging with state and national sheriff’s organizations or attending conferences to
present on the survey might be an effective way to market the LEMAS to sheriff’s offices.
Sheriffs Summary
Over the course of the two meetings, some overlapping themes emerged. In regards to the
types of data sheriffs’ offices currently used, sheriffs from both meetings cited calls for service data,
counts of individuals within detention facilities, population served, demographics of agency and
community, and UCR crime data. Sheriffs from both calls also stated data are plentiful on many topics,
though ability to leverage information may lag behind. They also stated that they wanted data on “hot
topics,” such as recruitment, use of force, or drone use.
Across the two calls, there was some overlap for the most useful items on the current LEMAS:
• #31 and 32 on use of force authorization and documentation…three of the four sheriffs
suggested combining these items into one
• #36 video surveillance
• In general, the technology section (Q37-44) was seen as valuable, particularly: Q37, 38, 41
• Also, questions on policies (Q46-50) were highlighted, particularly: Q46 & 47
Three of the four sheriffs suggested dropping the community policing questions (Q20-27). Both
groups suggested questions asking about race or gender as a topic (see Q13, 15) are less useful to them.
However, it was suggested that Q14 should be asked for detention officers as well as road officers.
Additionally, there was conflicting information on #11. Two sheriffs stated that the majority of standards
for screening are mandated at the state-level and suggested removal. On the other call, the sheriffs
noted that while some standards may be state mandated, each agency often sets their own standards
and it would be helpful to see how agencies differ.
Sheriffs on both days stated the primary topics missing from the LEMAS were services that are
unique to sheriff’s offices, including measurement of court/detention functions (e.g. jail counts, warrant
services, processing) and questions about communication centers/911 dispatch. Additionally, they felt
the community policing topics were too geared toward local law enforcement efforts and should be
broader to assess community engagement.
In regards to new topics, the sheriffs suggested incorporating items for recruitment and
retention and officer safety and wellness. Both groups also identified technology and use-of-force issues
as being important throughout the call.
All participants agreed there is a value to having a sheriffs’ specific supplement, covering topics
more applicable to sheriffs’ offices. They suggested that jail officers and road deputies should be
treated separately. Court officers should be treated as road deputies. Additionally, uses of technology
and weapons may differ between jail and road deputies. Additionally, participants agreed in the value of
topical supplements.
Overall, the sheriffs felt that having a survey that was more relevant to sheriffs would help boost
response rates. They suggested BJS attend sheriff-related conferences, whether national or at the state
level, to raise awareness of LEMAS/any supplements.
17

Appendix I: July Attendees
Title

First

Last

Organization

Research Associate

Jeremy

Barnum

Police Executive Research Forum

Major

Patrick

Brinkley

Pennsylvania State Police

Statistician

Connor

Brooks

Bureau of Justice Statistics

Chief

Michael

Brown

Alexandria (Virginia) Police Department

Executive Vice President

Jim

Burch

Police Foundation

Statistician

Beth

Davis

Bureau of Justice Statistics

Deputy Director

Sean

Goodison

Police Executive Research Forum

Chief

Gina

Hawkins

Fayetteville (North Carolina) Police Department

Dr.

Shelley

Hyland

Bureau of Justice Statistics

Sergeant

Jeremiah

Johnson

Darien (Connecticut) Police Department

Chief

Pete

Kassetas

New Mexico State Police

Senior Research Assistant

Adam

Kemerer

Police Executive Research Forum

Dr.

Grace

Kena

Bureau of Justice Statistics

Dr.

William

King

Sam Houston State University

Dr.

Matt

Matusiak

University of Central Florida

Assistant Commissioner, Strategic
Initiatives

Tanya

Meisenholder

New York City Police Department

Deputy Director

Jeri

Mulrow

Bureau of Justice Statistics

Dr.

Patrick

Oliver

Cedarville University

Chief, Law Enforcement Statistics Unit

Kevin

Scott

Bureau of Justice Statistics

Supervisory Social Science Analyst

Jessica

Scullin

Office of Community Oriented Policing Services

Director, Applied Social Sciences

Tim

Smith

RTI International

Chief

Henry

Stawinski

Prince George's County (Maryland) Police
Department

Research Criminologist

Travis

Taniguchi

RTI International

Lieutenant

Rachel

Tobler

Redlands (California) Police Department

Statistician

Anthony

Whyde

Bureau of Justice Statistics

Dr.

Brian

Williams

University of Virginia/University of Georgia

18

Appendix II: History of LEMAS

19

20

21

22

23

24

25

I.
II.

III.

Appendix III: What is Missing Brainstorming Session
Descriptive (nothing new)
Personnel
• Training & Professional Development
o Number of officers who have received 40 hrs of training in CIT
o Management training
o Specialized training
o In-service training hours by content type
o Formal mentoring program
• Organizational height
o Segmentation: # of ranks
o Social distance: Salary differences across ranks, entry level to chief
o Concentration: # of employee at each rank
• Volunteers
o Demographics
o Recruitment, selection, training
• Officer Health and Well-Being
o Peer support program
o Suicide/stress
o # of officers assaulted on-duty
o # of officers injured on-duty
o Mental health services/EAP for LEOs
 Do officers have access to (free/private) EAP?
o Post critical incident for officers and families
o Officer wellness practices
• Recruitment and Retention
o Recruiting approaches
o Compensation and benefits for officers
o Type pf pension/retirement system
o Succession planning
o Last complete hiring process, # of applicants and # of hires
o Reasons of officer separation
o # of officers submitted for de-certification in the last 3 years
o # of officers terminated
o Do FT employees receive a periodic performance evaluation?
o Does a separate college education requirement exist for promotion to rank?
• Scheduling Practices
• Does agency have collective bargaining agreement that restricts sharing information with the
public?
Community Factors
• Reword 25 to include:
o Academic partnerships
o Government partnerships
o External relationships (e.g., Police Foundation)
• Existence of Community Advisory Committee
• Is there a budgetary line item for community policing activities?
• How is the community engaged? (e.g., policy review, training, etc)
26

To what extent does your agency share [x] with the community? (e.g., agency activities,
crime problems, crime prevention tips)
Predictive Policing
• How do you use data in your agency? (e.g., officer deployment and assignment, manpower
levels, special team staffing)
• Algorithms/analytics
o Types of analytics deployed
o Crime analytical approaches (time/space, epidemiology)
Technology
• Body-worn cameras
• Operational use of technology
• Do you use CAD?
• Do you use RMS?
Equipment (nothing new)
Policies
• Development & dissemination
o How are policies made? (e.g., Lexipol, IACP model policies, in-house, community
involvement)
o How are policies disseminated?
• Topics (add to 46)
o Incentive pay
o Immigration enforcement
o Autism
o Dementia
o Social media conduct for officers
o Body-worn cameras
 Release of video to public or media
• Does agency track race, ethnicity and gender of drivers or pedestrians stopped?
• Expand maximum number of hours worked to include what the maximum number is
Agency Performance
• The Pointer: over 3 years do the following metrics increase or decrease (crime, staffing,
budget, complaints, use of force, population, jobs)
Operations
• K9 unit and functions (tracking, drug, bombs, bites)
• Task scope: Agency’s primary tasks/functions (on CSLLEA)
• What is the standard shift length for personnel assigned to patrol?
• Does agency track officer discretionary time?
• Part 1 & 2 clearance rates (FBI)
• Traffic fatality/injury rates (NHTSA/FBI)
• Traffic enforcement and crash prevention
• Opioid issue—on patrol and partnerships
• # of deadly force incidents in the last year and past 5 years
Special Topics
• Add to 51
o Parking
o Traffic
o Mental health
•

IV.

V.

VI.
VII.

VIII.
IX.

X.

27

XI.

Other
•
•
•
•
•

o

Opioid epidemic

Population of service area & race/ethnicity composition of the area
Square mileage of service area
Accreditation status of agency
Does your agency use LEMAS data?
What questions do you think should be added to this survey?

28

Appendix IV: New LEMAS Items

29

30

31

32

c

33

34

35

36

Attachment B
Form CJ-44

OMB No. 1121-0240: Approval Expires XX/XX/201X

LAW ENFORCEMENT MANAGEMENT AND ADMINSTRATIVE
STATISTICS (LEMAS)
LOCAL DEPARTMENTS AND PRIMARY STATE POLICE AGENCIES

In correspondence about this survey, please refer to the Agency ID number at the top left of this box. (Please correct any error in name and mailing address in the box
below. If the label is correct, please check the box in the bottom right hand corner.)

Agency ID:
Password:

Name:

Title:

Agency:

The label is correct

INFORMATION SUPPLIED BY
NAME

TITLE

TELEPHONE Area Code

Number

Extension

FAX

Area Code

Number

EMAIL ADDRESS

Completion and Return Instructions
•

Unless otherwise noted, please answer all questions using June 30, 2019 as a reference.

•

Please do not leave any items blank. If the answer to a question is none or zero, write “0” in the space provided. When exact numeric
answers are not available, please provide estimates.

•

Use an X when marking an answer in a box.

•

There are four ways to submit this survey:
o

Online at https://TBD Please use the Agency ID and Password listed above to access the survey on the secure, encrypted website.
This method allows for the ability to save partial data and return at a later time. If you or another staff member needs to access the
survey multiple times, please only “submit” the survey once it is complete.

o

Mail the survey to RTI International (RTI) in the enclosed postage-paid envelope

o

Scan and email the survey to TBD@rti.org

o

Fax each page of the survey to XXX-XXX-XXXX (toll free)

•

Please submit your completed questionnaire by XX XX, 2019.

•

If you have questions about the survey, items on the questionnaire, or how to submit completed responses, please contact the Survey Team at
RTI by email at TBD@rti.org or call the Help Line at XXX-XXX-XXXX (toll free). The Help Line is available from 9:00 a.m. to 5:00 p.m.
(EST). When communicating about the survey, please reference your Agency ID.

•

If you have general comments or suggestions for improving the survey, please contact Shelley S. Hyland, LEMAS Program Manager, Bureau
of Justice Statistics, by phone at 202-616-1706 or by email at Shelley.Hyland@usdoj.gov.

•

Please retain a copy of your completed survey for one year. Questionnaires completed through the online option can be printed for your
records.
Burden Statement

Public reporting burden for this collection of information is estimated to average two hours per response, including time for reviewing instructions, searching existing data
sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate, or any
other aspects of this collection of information, including suggestions for reducing this burden, to the Director, Bureau of Justice Statistics, 810 Seventh Street, NW,
Washington, DC 20531. The Omnibus Crime Control and Safe Streets Act of 1968, as amended (34 U.S.C. § 10132), authorizes this information collection. Although
this survey is voluntary, we urgently need and appreciate your cooperation to make the results comprehensive, accurate, and timely.

Section I: Personnel
Unless otherwise noted, please answer all questions using June 30, 2019, as a reference.
1.

Enter the number of full-time and part-time paid agency employees for the pay period that included June
30, 2019. Count employees who are regularly scheduled to work less than 35 per week as part-time. If none,
enter '0'.
Full-time

Part-time

a. Sworn officers with general arrest powers
b. Non-sworn/civilian personnel
c. TOTAL employees (sum of lines ‘a’ and ‘b’)
2.

Enter the number of FULL-TIME SWORN officer vacancies for the pay period that included June 30,
2019.
Number of full-time sworn officer vacancies

3.

Enter the number of FULL-TIME personnel according to their PRIMARY job responsibility for the pay
period that included June 30, 2019. Count each full-time staff person only once. If a person performs more
than one function, enter that person’s count in the job category in which s/he spent most of her/his time. If none,
enter ‘0’.
Sworn officers with
general arrest powers
a. Administration -- Chief of police, assistants and other
personnel who work in administrative capacity. Include
finance, human resources and internal affairs.
b. Operations – Police officers, detectives, inspectors,
supervisors, and other personnel providing direct law
enforcement services. Include traffic, patrol,
investigations and special operations.
1. Patrol/field officers only
2. Detectives/investigators only
c. Support – Dispatchers, records clerks, crime analysts,
crime lab technicians and other personnel providing
support services other than administrative. Include
communications, crime lab, fleet management and
training.
1. Dispatchers only

d. Other (e.g., crossing guards, parking enforcement, etc.)
AGENCY ID: ___________

2

Non-sworn/civilian
personnel

4.

Enter the number of FULL-TIME SWORN officers by RACE, HISPANIC ORIGIN and SEX for the pay
period that included June 30, 2019. If none, enter ‘0’.
Male

Female

a. White, non-Hispanic
b. Black or African American, non-Hispanic
c. Hispanic or Latino
d. American Indian or Alaska Native, non-Hispanic
e. Asian, non-Hispanic
f. Native Hawaiian or other Pacific Islander, non-Hispanic
g. Not known
h. TOTAL (sum ‘a’ to ‘g’)

5. Enter the SEX, RACE and HISPANIC ORIGIN of the chief executive (i.e., Chief of Police, Commissioner)
for the pay period that included June 30, 2019.
a. Sex
Male
Female
b. Race and Hispanic Origin
White, non-Hispanic
Black or African American, non-Hispanic
Hispanic or Latino
American Indian or Alaskan Native, non-Hispanic
Asian, non-Hispanic
Native Hawaiian or other Pacific Islander, non-Hispanic
Not known

AGENCY ID: ___________

3

6.

Enter the number of FULL-TIME SWORN officers by RACE, HISPANIC ORIGIN and SEX who held
the following supervisory positions for the pay period that included June 30, 2019. If a position does not
exist in your agency, enter ‘N/A’. If none, enter ‘0’.
Intermediate
supervisor
(below chief executive
and above sergeant or
first-line supervisor)

Sergeant or
equivalent
first-line supervisor

a. White, non-Hispanic
b. Black or African American, non-Hispanic
c. Hispanic or Latino
d. American Indian or Alaska Native, non-Hispanic
e. Asian, non-Hispanic
f. Native Hawaiian or other Pacific Islander, non-Hispanic
g. Not known
h. TOTAL (sum ‘a’ to ‘g’)
i. Male
j. Female
k. TOTAL (sum ‘i’ and ‘j’)
7.

Enter the number of FULL-TIME agency personnel who were bi- or multilingual as of June 30, 2019.
Full-time employees are those regularly scheduled for 35 or more hours per week. If none, enter ‘0’.
Bilingual or Multilingual
Full-Time Personnel
a. Sworn with general arrest powers
b. Non-sworn/civilian personnel

AGENCY ID: ___________

4

8.

As of June 30, 2019, how did your agency address the following problems/tasks? Mark the most appropriate
box for each problem/task listed below. Mark only one box per row.

Type of problem/task
a. Agency standards/accreditation

(1)
Agency HAS
specialized
unit with
personnel
assigned
FULL-TIME
to address this
problem/task

Agency DOES NOT HAVE a specialized unit
with full-time personnel
(3)
Agency
(2)
addresses this
(5)
Agency has problem/task,
(4)
Agency’s
designated
but does not Agency does jurisdiction
personnel to
have
not formally does not have
address this
designated
address this this problem
problem/task
personnel
problem/task
(N/A)

b. Bias/hate crime
c. Bomb/explosive disposal
d. Child abuse/endangerment
e. Community policing
f. Crime analysis
g. Cybercrime
h. Domestic violence
i. Firearms
j. Gangs
k. Homelessness
l. Human trafficking
m. Impaired drivers (DUI/DWI)
n. Internal affairs
o. Juvenile crimes
p. Mental health/crisis
intervention
q. Missing children
r. Opioids
s. Parking enforcement
t. Public relations
u. Research and planning
v. School safety
w. Sexual assault
x. Special operations (e.g.
SWAT)
y. Terrorism/homeland security
z. Traffic enforcement
aa. Victim assistance
AGENCY ID: ___________

5

Section II: Budget
9a. Enter your agency's total operating budget for the fiscal year that included June 30, 2019. If the budget is
not available, provide an estimate and check the box below. Do NOT include building construction costs or
major equipment purchases.

$

,

,

,

.00

Please mark here if this figure is an estimate
9b. Please indicate the date range of your agency’s fiscal year that included June 30, 2019:
Start
MM
End
MM

/
/

/
/

D D

D D

9c. Did your agency’s total operating budget for the fiscal year that included June 30, 2019 include a line item
for community policing activities?
Yes
No
10. Enter the total estimated value of money, goods, and property received by your agency from an ASSET
FORFEITURE program during the fiscal year that included June 30, 2019. If data are not available,
provide an estimate and check the box below. Include federal, state and local funds. If no money, goods or
property were received, enter '0'.

$

,

,

,

.00

Please mark here if this figure is an estimate

Section III: Community Policing (LOCAL POLICE ONLY)
11. During the fiscal year including June 30, 2019, did your agency have a problem-solving partnership or
written agreement with any of the following?
Yes
No
a. Academic/university staff
b. Advocacy groups
c. Business groups
d. Federal law enforcement agencies
e. Law enforcement organizations (e.g., IACP, Police Foundation)
f. Neighborhood associations
g. Non-law enforcement government agencies
h. State or local law enforcement agencies
i. Victim service providers
j. Other (please specify):

AGENCY ID: ___________

6

12. During the fiscal year including June 30, 2019, did your agency solicit feedback from the community for
any of the following?
Yes

No

a. Allocating resources to neighborhoods
b. Assessing community trust
c. Evaluating officer or agency performance
d. Informing agency policies and procedures
e. Prioritizing crime/disorder problems
f. Training development
13. During the fiscal year including June 30, 2019, which of the following did your agency do?
Yes

No

a. Maintain a written community policing plan
b. Conduct a citizen police academy
c. Conduct citizen range days
d. Work with a Community Advisory Committee
e. Other (please specify):

Section IV: Selection and Training
14a. Indicate your agency's minimum education requirement which new SWORN personnel recruits must have
at hiring or within two years of hiring. Mark only one response.
Four-year college degree required
Two-year college degree required
Some college but no degree required
Total credit hours required:
High school diploma or equivalent required
No formal education requirement  SKIP to #15

14b. Does your agency consider MILITARY SERVICE as an exemption to this minimum education
requirement?
Yes
No

AGENCY ID: ___________

7

15. Which of the following screening techniques are used by your agency in selecting new SWORN officer
recruits?
Background check
Yes
No
a. Credit history check
b. Criminal history check
c. Driving record check
d. Social media check
Personal attributes

Yes

No

Yes

No

e. Cognitive ability assessment (e.g., writing, reading
comprehension, analytical skills)
f. Interpersonal skills assessment
g. Personality/Psychological inventory
h. Psychological interview
i. Polygraph exam
Physical attributes
j. Drug test
k. Medical exam
l. Vision test
m. Physical agility/fitness test

 If no, SKIP to #16

n. (If yes to #15m) Does your agency have different
standards based on sex?
16. How many total hours of ACADEMY training and FIELD training (e.g., with FTO) are required of your
agency’s new (non-lateral) SWORN officer recruits? Include law enforcement training only. If no training of
that type is required, enter ‘0’.
Academy training hours
Field training hours
a. State mandated hours
b. Additional training hours
c. TOTAL hours of training (sum ‘a’ and ‘b’)
17. What is the minimum annual number of in-service hours of training that is required for your agency’s
FULL-TIME SWORN officers? Include law enforcement training only. If no training of that type is required,
enter ‘0’.
Minimum annual hours
per officer
a. State mandated hours
b. Additional training hours
c. TOTAL hours of training (sum ‘a’ and ‘b’)
AGENCY ID: ___________

8

Section V: Hiring and Retention
18. Enter the number of FULL-TIME SWORN officers who were HIRED during the fiscal year including June
30, 2019. Include all full-time sworn personnel hired whether they are currently employed by the agency or not.
Number of Full-Time
Sworn Officers Hired
a. Entry-level hires (non-lateral)
b. Lateral transfers/hires
c. Other new hires
d. Total NEW HIRES (sum of rows a through c)
 If #18a is 0, SKIP to #22 on page 10.
19. On average, how many total weeks does it take to hire an entry-level SWORN officer? Consider the
time from application submission to offer of employment. Do not include basic academy training.
Average number of weeks until hire
20. Which of the following types of applicants for entry-level SWORN officer hires were targeted
through special recruitment efforts during the fiscal year including June 30, 2019?
Yes

No

a. 4-year college graduates
b. Military veterans
c. Multi-lingual speaking
d. People with prior law enforcement experience
e. Racial/ethnic minorities
f. Women
g. Other (please specify):

21. Did your agency offer any of the following incentives for entry-level SWORN officer hires during the
fiscal year including June 30, 2019?
Yes
a. Employment signing bonus
b. Free or reimbursed academy training
c. Salary paid during academy training
d. Training academy graduation bonus
e. Relocation assistance (e.g., moving, travel costs)
f. Other (please specify):

AGENCY ID: ___________

9

No

22. Enter the number of FULL-TIME SWORN officers who separated from your agency during the fiscal year
including June 30, 2019. If none, enter ‘0’.
Number of Full-Time
Sworn Officers Separated
a. Resignations
b. Dismissals
c. Medical/disability retirements
d. Non-medical retirements
e. Probationary rejections
f. Other separations (e.g. death)
g. Total SEPARATIONS (sum ‘a’ to ‘f’)
23. Which of the following best describes your agency's exit interview policy used to assess officers' reasons for
departure? Mark [X] only one.
Agency conducts exit interviews with officers selected by the agency
Agency conducts exit interviews with officers if they request one
Agency conducts exit interviews based on other policy
Exit interviews typically not conducted
24. Enter the salary schedule for the following FULL-TIME SWORN positions as of June 30, 2019. If a
position does not exist on a full-time basis in your agency, enter 'NA.' In cases where there is not a range in
salary, please write the same salary for minimum and maximum.
Base ANNUAL Salary
Minimum
Maximum
a. Chief executive (chief, director, sheriff, etc.)
b. Sergeant or equivalent first-line supervisor
c. Entry-level officer or deputy (post-academy)

$
$
$

,
,
,

.00 $
.00 $
.00 $

,
,
,

.00
.00
.00

25. Did your agency authorize or provide any of the following special pay for SWORN officers during the fiscal
year including June 30, 2019?
Yes
No
a. Bilingual ability pay
b. Education incentive pay
c. Hazardous duty pay
d. Merit/performance pay
e. Military service pay
f. Residential incentive pay
g. Shift differential pay
h. Special skills proficiency pay
AGENCY ID: ___________

10

26. Did your agency use any of the following methods to increase its retention rate for your FULL-TIME
SWORN officers during the fiscal year including June 30, 2019?
Yes
No
a. College tuition reimbursement
b. Employee Assistance Program
c. Enhanced medical benefits
d. Enhanced retirement benefits
e. Extra overtime opportunities
f. Flexible hours to attend college
g. Free or financial allowance for uniforms
h. Housing allowance or mortgage discount program
i. Increased pay at specific service milestones
j. Job sharing or time splits
k. On-duty time allowance for fitness maintenance
l. Paid maternity leave
m. Paid paternity leave
n. Peer support program
o. Relaxed residency requirements
p. Take home vehicle
q. Other (please specify):

27. What is the standard shift length for SWORN PATROL/ROAD officers in your agency?
Hours per Day

AGENCY ID: ___________

11

Section VI: Equipment and Operations
28. As of June 30, 2019, which of the following types of WEAPONS or ACTIONS were authorized for use by
your agency’s FULL-TIME SWORN officers?

Firearms
a. Handgun
b. Shotgun or manual rifle
c. Semi-automatic rifle (e.g., AR-15)
d. Fully automatic rifle (e.g., M-16)

Less-lethal
e. Open hand techniques
f. Closed hand techniques
g. Takedown techniques (e.g., straight arm bar)
h. Hold or neck restraint (e.g., carotid hold)
i. Leg hobble or other restraints (not including handcuffs)
j. OC spray/foam
k. Chemical agent projectile (e.g., CS/tear gas, OC pellets)
l. Baton
m. Blunt force projectile (e.g., bean bag, rubber bullets)
n. Conducted energy device (e.g., Taser, stun gun, Stinger)
o. Other (please specify):

Authorized for fulltime sworn officers:
On duty
Off duty

Not
authorized

Authorized for fulltime sworn officers:
On duty
Off duty

Not
authorized

29. As of June 30, 2019, how many of the following types of video cameras were operated by your agency on a
REGULAR basis? If none, enter ‘0’.
Total Number
a. Fixed-site surveillance in public areas
b. Mobile surveillance
c. On aerial drones
d. In patrol cars
e. On police officers (e.g., body-worn cameras)
f.

On weapons

AGENCY ID: ___________

12

30a. As of June 30, 2019, how many handlers and K-9s did your agency employ? If none, enter ‘0’.
Handlers
K-9s
 If your agency did not have any K-9s, SKIP to #31.
30b. (If at least one K-9) What types of activities did your K-9s engage in?
Activity
Yes
No
a. Bomb/explosive detecting
b. Cadaver
c. Drug detecting
d. Person trailing
e. Public enforcement
f. Other (please specify):

Section VII: Technology
31. As of June 30, 2019, did your agency maintain a website?
Yes
No
32. As of June 30, 2019, did your agency use social media to communicate with the public?
Yes
No
33. As of June 30, 2019, did your agency use any of the following on a REGULAR basis?
Yes
No
a. Computer aided dispatch (CAD)
b. Record management system (RMS)
c. Automated Fingerprint Identification System (AFIS) or
Next Generation Identification (NGI)
d. Geographic information systems (GIS)
e. Facial recognition
f.

Infrared (thermal) imagers

g. License plate readers (LPR)
h. Tire deflation devices
i.

Gunshot detection (e.g., Shotspotter)

j.

Firearm tracing (e.g., eTrace)

k. Ballistic imaging (e.g., NIBIN, IBIS)
AGENCY ID: ___________

13

34. As of June 30, 2019, did your agency use data for any of the following activities?
Yes
No
a. Budget allocation
b. Hot spot analysis
c. Intelligence analysis
d. Patrol allocation
e. Predictive policing
f. Social network analysis
g. Targeted enforcement

Section VIII: Policies and Procedures
35. Does your agency have written policy or procedural directives on the following?
Officer conduct
Yes
No
a. Code of conduct and appearance
b. Maximum work hours allowed. Please specify:
c. Off-duty conduct
d. Use of deadly force/firearm discharge
e. Use of less-lethal force
Dealing with special populations/situations
f. Domestic disputes
g. Homeless persons
h. Juveniles
i. Mentally ill persons
j. Persons with intellectual or developmental disabilities

Yes

No

Procedural
k. Active shooter
l. Body-worn cameras
m. Civilian complaints
n. Checking on immigration status by patrol/deputy officers
o. Detaining federal immigration violators
p. In-custody deaths
q. Mass demonstrations
r. Motor vehicle stops
s. Prisoner transport
t. Racial profiling/unbiased policing
u. Reporting use of force
v. Social media use
w. Stop and frisk
x. Strip searches
y. Vehicle pursuits

Yes

No

AGENCY ID: ___________

14

36. As of June 30, 2019, do your FULL-TIME SWORN officers regularly check the immigration status of
persons detained?
Yes
No  If no, SKIP to #39

37. (If yes to #36) Under what circumstances do your FULL-TIME SWORN officers regularly check
immigration status?
Yes

No

a. During a street/pedestrian stop
b. During a traffic stop
c. After arrest for a misdemeanor offense
d. After arrest for a felony offense
e. Only when suspected of a federal immigration violation

38. Do your FULL-TIME SWORN officers verify immigration status with the Department of Homeland
Security?
Yes
No

 SKIP to 40

39. (If no to #36) What are the reasons your FULL-TIME SWORN officers do not regularly check
immigration status of persons detained?
Yes

No

a. Prohibited by departmental policy
b. Prohibited by local or state legislation
c. Unable to verify status while in the field
d. Concerned about victims not reporting to police
e. Concerned about the perception of racial profiling
f. Other (please specify):

40. As of June 30, 2019, does your agency have an operational computerized Early Intervention System for
monitoring or responding to problematic officer behavior?
Yes
No
AGENCY ID: ___________

15

41. Enter the number of formal citizen complaints received during the fiscal year including June 30, 2019, by
current disposition status. If none, enter ‘0’.
All complaints

Use of force complaints

a. Sustained
(sufficient evidence to justify disciplinary action
against the officer(s))
b. Other disposition
(e.g., unfounded, exonerated, not sustained,
withdrawn)
c. Pending
(final disposition of the allegation has not been
made)
d. TOTAL complaints received
(sum of 'a' through 'c')
42. Is there a civilian complaint review board or agency in your jurisdiction that reviews complaints against
officers in your agency?
Yes
No
43. As of June 30, 2019, does your agency REQUIRE another law enforcement agency to conduct an
investigation in the following situations? Only include investigations conducted by another law enforcement or
criminal investigative body. Do NOT include civilian reviews.
Yes
a. Discharge of a firearm at or in the direction of a person
b. Use of force resulting in a subject sustaining serious bodily injury
c. Use of force resulting in a subject’s death
d. In-custody death not due to use of force (e.g., suicide, intoxication or accident)
Thank You!
Thank you for participating in this survey.
Please retain a copy for your records as project staff may call to clarify responses.
Submit this form using one of the following four methods:
E-mail: lemas@rti.org
Fax: 1-xxx-xxx-xxxx (toll-free)
Mail: Use the enclosed postage-paid envelope,
or mail to:
RTI International
ATTN: Data Capture
(XXXXXX.XXX.XXX.XXX)
5265 Capital Blvd.
Raleigh, NC 27616-2925

AGENCY ID: ___________

16

No

Attachment C
Form CJ-44

OMB No. 1121-0240: Approval Expires XX/XX/201X

LAW ENFORCEMENT MANAGEMENT AND ADMINSTRATIVE
STATISTICS (LEMAS)
SHERIFFS’ OFFICES

In correspondence about this survey, please refer to the Agency ID number at the top left of this box. (Please correct any error in name and mailing address in the box
below. If the label is correct, please check the box in the bottom right hand corner.)

Agency ID:
Password:

Name:

Title:

Agency:

The label is correct

INFORMATION SUPPLIED BY
NAME

TITLE

TELEPHONE Area Code

Number

Extension

FAX

Area Code

Number

EMAIL ADDRESS

Completion and Return Instructions
•

Unless otherwise noted, please answer all questions using June 30, 2019 as a reference.

•

Please do not leave any items blank. If the answer to a question is none or zero, write “0” in the space provided. When exact numeric
answers are not available, please provide estimates.

•

Use an X when marking an answer in a box.

•

There are four ways to submit this survey:
o

Online at https://TBD Please use the Agency ID and Password listed above to access the survey on the secure, encrypted website.
This method allows for the ability to save partial data and return at a later time. If you or another staff member needs to access the
survey multiple times, please only “submit” the survey once it is complete.

o

Mail the survey to RTI International (RTI) in the enclosed postage-paid envelope

o

Scan and email the survey to TBD@rti.org

o

Fax each page of the survey to XXX-XXX-XXXX (toll free)

•

Please submit your completed questionnaire by XX XX, 2019.

•

If you have questions about the survey, items on the questionnaire, or how to submit completed responses, please contact the Survey Team at
RTI by email at TBD@rti.org or call the Help Line at XXX-XXX-XXXX (toll free). The Help Line is available from 9:00 a.m. to 5:00 p.m.
(EST). When communicating about the survey, please reference your Agency ID.

•

If you have general comments or suggestions for improving the survey, please contact Shelley S. Hyland, LEMAS Program Manager, Bureau
of Justice Statistics, by phone at 202-616-1706 or by email at Shelley.Hyland@usdoj.gov.

•

Please retain a copy of your completed survey for one year. Questionnaires completed through the online option can be printed for your
records.
Burden Statement

Public reporting burden for this collection of information is estimated to average two hours per response, including time for reviewing instructions, searching existing data
sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate, or any
other aspects of this collection of information, including suggestions for reducing this burden, to the Director, Bureau of Justice Statistics, 810 Seventh Street, NW,
Washington, DC 20531. The Omnibus Crime Control and Safe Streets Act of 1968, as amended (34 U.S.C. § 10132), authorizes this information collection. Although
this survey is voluntary, we urgently need and appreciate your cooperation to make the results comprehensive, accurate, and timely.

Section I: Personnel
Unless otherwise noted, please answer all questions using June 30, 2019, as a reference.
1.

Enter the number of full-time and part-time paid agency employees for the pay period that included June 30,
2019. Count employees who are regularly scheduled to work less than 35 per week as part-time. If none, enter '0'.
Full-time
Part-time
a. Sworn officers with general arrest powers (e.g., road
officers/deputies)
b. Officers/deputies with limited or no arrest powers (e.g.,
jail/correctional officers)
c. Non-sworn/civilian personnel
d. TOTAL employees (sum of lines ‘a’ through ‘c’)

2.

Enter the number of FULL-TIME SWORN officer vacancies for the pay period that included June 30, 2019.
Number of full-time sworn officer vacancies

3.

Enter the number of FULL-TIME personnel according to their PRIMARY job responsibility for the pay
period that included June 30, 2019. Count each full-time staff person only once. If a person performs more than one
function, enter that person’s count in the job category in which s/he spent most of her/his time. If none, enter ‘0’.
Sworn officers Officers/deputies Non-sworn/
with general
with limited or
civilian
arrest powers no arrest powers
personnel
a. Administration – Sheriff, assistants and other personnel
who work in administrative capacity. Include finance,
human resources and internal affairs.
b. Operations – Road deputies, detectives, inspectors,
supervisors, and other personnel providing direct law
enforcement services. Include traffic, patrol,
investigations and special operations.
1. Road officers/deputies only

2. Detectives/investigators only
c. Jail-related duties – Correctional officers, guards, and
other support personnel who primarily work in the jail.
d. Court related duties – Bailiffs, security guards, etc.
e. Civil process duties – Process servers, real estate
administrators, etc.
f. Support – Dispatchers, records clerks, crime analysts,
crime lab technicians and other personnel providing
support services other than administrative. Include
communications, crime lab, fleet management and
training.
1. Dispatchers only
g. Other (e.g., crossing guards, parking enforcement, etc.)
AGENCY ID: ___________

2

4.

Enter the number of FULL-TIME SWORN officers by RACE, HISPANIC ORIGIN and SEX for the pay
period that included June 30, 2019. If none, enter ‘0’.
Male

Female

a. White, non-Hispanic
b. Black or African American, non-Hispanic
c. Hispanic or Latino
d. American Indian or Alaska Native, non-Hispanic
e. Asian, non-Hispanic
f. Native Hawaiian or other Pacific Islander, non-Hispanic
g. Not known
h. TOTAL (sum ‘a’ to ‘g’)

5. Enter the SEX, RACE and HISPANIC ORIGIN of the Sheriff for the pay period that included June 30, 2019.
a. Sex
Male
Female
b. Race and Hispanic Origin
White, non-Hispanic
Black or African American, non-Hispanic
Hispanic or Latino
American Indian or Alaskan Native, non-Hispanic
Asian, non-Hispanic
Native Hawaiian or other Pacific Islander, non-Hispanic
Not known

AGENCY ID: ___________

3

6.

Enter the number of FULL-TIME SWORN officers by RACE, HISPANIC ORIGIN and SEX who held the
following supervisory positions for the pay period that included June 30, 2019. If a position does not exist in your
agency, enter ‘N/A’. If none, enter ‘0’.
Intermediate
supervisor
(below sheriff and
above sergeant or firstline supervisor)

Sergeant or equivalent
first-line supervisor

a. White, non-Hispanic
b. Black or African American, non-Hispanic
c. Hispanic or Latino
d. American Indian or Alaska Native, non-Hispanic
e. Asian, non-Hispanic
f. Native Hawaiian or other Pacific Islander, non-Hispanic
g. Not known
h. TOTAL (sum ‘a’ to ‘g’)
i. Male
j. Female
k. TOTAL (sum ‘i’ and ‘j’)

7.

Enter the number of FULL-TIME agency personnel who were bi- or multilingual as of June 30, 2019. Full-time
employees are those regularly scheduled for 35 or more hours per week. If none, enter ‘0’.
Bilingual or Multilingual
Full-Time Personnel
a. Sworn with general arrest powers (e.g.,
road officers/deputies)
b. Officers/deputies with limited or no arrest
powers (e.g., jail/correctional officers)
c. Non-sworn/civilian personnel

AGENCY ID: ___________

4

8.

As of June 30, 2019, how did your agency address the following problems/tasks? Mark the most appropriate box
for each problem/task listed below. Mark only one box per row.

Type of problem/task
a. Agency standards/accreditation

Agency DOES NOT HAVE a specialized unit
with full-time personnel
(1)
Agency HAS
(3)
specialized unit
(2)
Agency
with personnel Agency has addresses this
(4)
assigned
designated
problem/task, Agency does
FULL-TIME to personnel to
but does not
not formally
address this
address this have designated address this
problem/task problem/task
personnel
problem/task

b. Bias/hate crime
c. Bomb/explosive disposal
d. Child abuse/endangerment
e. Community Policing
f. Crime analysis
g. Cybercrime
h. Domestic violence
i. Firearms
j. Gangs
k. Homelessness
l. Human trafficking
m. Impaired drivers (DUI/DWI)
n. Internal affairs
o. Juvenile crimes
p. Mental health/crisis intervention
q. Missing children
r. Opioids
s. Parking enforcement
t. Public relations
u. Research and planning
v. School safety
w. Sexual assault
x. Special operations (e.g. SWAT)
y. Terrorism/homeland security
z. Traffic enforcement
aa. Victim assistance

AGENCY ID: ___________

5

(5)
Agency’s
jurisdiction
does not have
this problem
(N/A)

Section II: Budget
9a. Enter your agency's total operating budget for the fiscal year that included June 30, 2019. If the budget is not
available, provide an estimate and check the box below. Do NOT include building construction costs, major equipment
purchases, or jail administration costs.

$

,

,

,

.00

Please mark here if this figure is an estimate
9b. Please indicate the date range of your agency’s fiscal year that included June 30, 2019:
Start

End

/

/

MM / D D

M M/

D D

9c. Did your agency’s total operating budget for the fiscal year that included June 30, 2019 include a line item
for community policing activities?
Yes
No
10a. Does your agency oversee a jail?
Yes
No  If no, SKIP to #11
10b. Enter your agency's total jail administration budget for the fiscal year that included June 30, 2019. If the
budget is not available, provide an estimate and check the box below. Do NOT include building construction
costs or major equipment purchases.

$

,

,

,

Please mark here if this figure is an estimate

11. Enter the total estimated value of money, goods, and property received by your agency from an ASSET
FORFEITURE program during the fiscal year that included June 30, 2019. If data are not available,
provide an estimate and check the box below. Include federal, state and local funds. If no money, goods or
property were received, enter '0'.

$

,

,

,

.00

Please mark here if this figure is an estimate

Section III: Service Area
12. Enter the total square mileage of your agency’s service area.
Square miles
13. Enter the total resident population for your agency’s service area. Only count the residential population for which
your agency has primary responsibility for providing law enforcement services.

,
AGENCY ID: ___________

,

Number of residents for which your agency
has primary law enforcement responsibility

6

Section IV: Community Policing
14. During the fiscal year including June 30, 2019, did your agency have a problem-solving partnership or
written agreement with any of the following?
Yes

No

a. Academic/university staff
b. Advocacy groups
c. Business groups
d. Federal law enforcement agencies
e. Law enforcement organizations (e.g., IACP, Police Foundation)
f. Neighborhood associations
g. Non-law enforcement government agencies
h. State or local law enforcement agencies
i. Victim service providers
j. Other (please specify):

15. During the fiscal year including June 30, 2019, did your agency solicit feedback from the community for
any of the following?
Yes

No

a. Allocating resources to neighborhoods
b. Assessing community trust
c. Evaluating officer or agency performance
d. Informing agency policies and procedures
e. Prioritizing crime/disorder problems
f. Training development
16. During the fiscal year including June 30, 2019, which of the following did your agency do?
Yes
a. Maintain a written community policing plan
b. Conduct a citizen police academy
c. Conduct citizen range days
d. Work with a Community Advisory Committee
e. Other (please specify):

AGENCY ID: ___________

7

No

Section V: Selection and Training
17a. Indicate your agency's minimum education requirement which new SWORN personnel recruits must have at
hiring or within two years of hiring. Mark only one response.
Four-year college degree required
Two-year college degree required
Some college but no degree required
Total credit hours required:
High school diploma or equivalent required
No formal education requirement  SKIP to #18

17b. Does your agency consider MILITARY SERVICE as an exemption to this minimum education
requirement?
Yes
No

18. Which of the following screening techniques are used by your agency in selecting new SWORN officer
recruits?
Background check
Yes
No
a. Credit history check
b. Criminal history check
c. Driving record check
d. Social media check
Personal attributes

Yes

No

Yes

No

e. Cognitive ability assessment (e.g., writing, reading
comprehension, analytical skills)
f. Interpersonal skills assessment
g. Personality/Psychological inventory
h. Psychological interview
i. Polygraph exam
Physical attributes
j. Drug test
k. Medical exam
l. Vision test
m. Physical agility/fitness test

 If no, SKIP to #19

n. (If yes to #18m) Does your agency have different
standards based on sex?
AGENCY ID: ___________

8

19. How many total hours of ACADEMY training and FIELD training (e.g., with FTO) are required of your
agency’s new (non-lateral) SWORN officer recruits? Include law enforcement training only. If no training of that
type is required, enter ‘0’.
Academy training hours

Field training hours

a. State mandated hours
b. Additional training hours
c. TOTAL hours of training (sum ‘a’ and ‘b’)
20. What is the minimum annual number of in-service hours of training that is required for your agency’s FULLTIME SWORN officers? Include law enforcement training only. If no training of that type is required, enter ‘0’.
Minimum annual hours
per officer
a. State mandated hours
b. Additional training hours
c. TOTAL hours of training (sum ‘a’ and ‘b’)

Section VI: Hiring and Retention
21. Enter the number of FULL-TIME SWORN officers who were HIRED during the fiscal year including June 30,
2019. Include all full-time sworn personnel hired whether they are currently employed by the agency or not.
Number of Full-Time
Sworn Officers Hired
a. Entry-level hires (non-lateral)
b. Lateral transfers/hires
c. Other new hires
d. Total NEW HIRES (sum of rows a through c)
 If #21a is 0, SKIP to #25 on page 10.
22. On average, how many total weeks does it take to hire an entry-level SWORN officer? Consider the time
from application submission to offer of employment. Do not include basic academy training.
Average number of weeks until hire

AGENCY ID: ___________

9

23. Which of the following types of applicants for entry-level SWORN officer hires were targeted through
special recruitment efforts during the fiscal year including June 30, 2019?
Yes
No
a. 4-year college graduates
b. Military veterans
c. Multi-lingual speaking
d. People with prior law enforcement experience
e. Racial/ethnic minorities
f. Women
g. Other (please specify):

24. Did your agency offer any of the following incentives for entry-level SWORN officer hires during the
fiscal year including June 30, 2019?
Yes
No
a. Employment signing bonus
b. Free or reimbursed academy training
c. Salary paid during academy training
d. Training academy graduation bonus
e. Relocation assistance (e.g., moving, travel costs)
f. Other (please specify):

25. Enter the number of FULL-TIME SWORN officers who separated from your agency during the fiscal year
including June 30, 2019. If none, enter ‘0’.
Number of Full-Time Sworn
Officers Separated
a. Resignations
b. Dismissals
c. Medical/disability retirements
d. Non-medical retirements
e. Probationary rejections
f. Other separations (e.g. death)
g. Total SEPARATIONS (sum ‘a’ to ‘f’)
26. Which of the following best describes your agency's exit interview policy used to assess officers' reasons for
departure? Mark [X] only one.
Agency conducts exit interviews with officers selected by the agency
Agency conducts exit interviews with officers if they request one
Agency conducts exit interviews based on other policy
Exit interviews typically not conducted
AGENCY ID: ___________

10

27. Enter the salary schedule for the following FULL-TIME SWORN positions as of June 30, 2019. If a position
does not exist on a full-time basis in your agency, enter 'NA.' In cases where there is not a range in salary, please write
the same salary for minimum and maximum.
Base ANNUAL Salary
Minimum
Maximum

a. Chief executive (chief, director, sheriff, etc.)
b. Sergeant or equivalent first-line supervisor
c. Entry-level officer or deputy (post-academy)

$
$
$

,
,
,

.00 $
.00 $
.00 $

,
,
,

.00
.00
.00

28. Did your agency authorize or provide any of the following special pay for SWORN officers during the fiscal year
including June 30, 2019?
Yes
No
a. Bilingual ability pay
b. Education incentive pay
c. Hazardous duty pay
d. Merit/performance pay
e. Military service pay
f. Residential incentive pay
g. Shift differential pay
h. Special skills proficiency pay
29. Did your agency use any of the following methods to increase its retention rate for your FULL-TIME SWORN
officers during the fiscal year including June 30, 2019?
Yes
No
a. College tuition reimbursement
b. Employee Assistance Program
c. Enhanced medical benefits
d. Enhanced retirement benefits
e. Extra overtime opportunities
f. Flexible hours to attend college
g. Free or financial allowance for uniforms
h. Housing allowance or mortgage discount program
i. Increased pay at specific service milestones
j. Job sharing or time splits
k. On-duty time allowance for fitness maintenance
l. Paid maternity leave
m. Paid paternity leave
n. Peer support program
o. Relaxed residency requirements
p. Take home vehicle
q. Other (please specify):

AGENCY ID: ___________

11

30. What is the standard shift length for SWORN PATROL/ROAD officers in your agency?
Hours per Day

Section VII: Equipment and Operations
31. As of June 30, 2019, which of the following types of WEAPONS or ACTIONS were authorized for use by your
agency’s FULL-TIME SWORN officers?
Authorized for full-time
sworn officers:
Not
Firearms
On duty
Off duty
authorized
a. Handgun
b. Shotgun or manual rifle
c. Semi-automatic rifle (e.g., AR-15)
d. Fully automatic rifle (e.g., M-16)
Authorized for full-time
sworn officers:
On duty
Off duty

Less-lethal
e. Open hand techniques

Not
authorized

f. Closed hand techniques
g. Takedown techniques (e.g., straight arm bar)
h. Hold or neck restraint (e.g., carotid hold)
i. Leg hobble or other restraints (not including handcuffs)
j. OC spray/foam
k. Chemical agent projectile (e.g., CS/tear gas, OC pellets)
l. Baton
m. Blunt force projectile (e.g., bean bag, rubber bullets)
n. Conducted energy device (e.g., Taser, stun gun, Stinger)
o. Other (please specify):

32. As of June 30, 2019, how many of the following types of video cameras were operated by your agency on a
REGULAR basis? If none, enter ‘0’.
Total Number
a.

Fixed-site surveillance in public areas

b. Mobile surveillance
c.

On aerial drones

d. In patrol cars
e.

On police officers (e.g., body-worn cameras)

f.

On weapons

AGENCY ID: ___________

12

33a. As of June 30, 2019, how many handlers and K-9s did your agency employ? If none, enter ‘0’.
Handlers
K-9s
 If your agency did not have any K-9s, SKIP to #34.
33b. (If at least one K-9) What types of activities did your K-9s engage in?
Activity
Yes
No
a. Bomb/explosive detecting
b. Cadaver
c. Drug detecting
d. Person trailing
e. Public enforcement
f. Other (please specify):

Section VIII: Technology
34. As of June 30, 2019, did your agency maintain a website?
Yes
No
35. As of June 30, 2019, did your agency use social media to communicate with the public?
Yes
No
36. As of June 30, 2019, did your agency use any of the following on a REGULAR basis?
Yes
No
a.

Computer aided dispatch (CAD)

b. Record management system (RMS)
c.

Automated Fingerprint Identification System (AFIS) or
Next Generation Identification (NGI)

d. Geographic information systems (GIS)
e.

Facial recognition

f.

Infrared (thermal) imagers

g. License plate readers (LPR)
h. Tire deflation devices
i.

Gunshot detection (e.g., Shotspotter)

j.

Firearm tracing (e.g., eTrace)

k. Ballistic imaging (e.g., NIBIN, IBIS)
AGENCY ID: ___________

13

37. As of June 30, 2019, did your agency use data for any of the following activities?
Yes

No

a. Budget allocation
b. Hot spot analysis
c. Intelligence analysis
d. Patrol allocation
e. Predictive policing
f. Social network analysis
g. Targeted enforcement

Section IX: Policies and Procedures
38. Does your agency have written policy or procedural directives on the following?
Officer conduct
Yes
a. Code of conduct and appearance

No

b. Maximum work hours allowed. Please specify:
c. Off-duty conduct
d. Use of deadly force/firearm discharge
e. Use of less-lethal force
Dealing with special populations/situations
f. Domestic disputes
g. Homeless persons
h. Juveniles
i. Mentally ill persons
j. Persons with intellectual or developmental disabilities

Yes

No

Procedural
k. Active shooter
l. Body-worn cameras
m. Civilian complaints
n. Checking on immigration status by patrol/deputy officers
o. Detaining federal immigration violators
p. In-custody deaths
q. Mass demonstrations
r. Motor vehicle stops
s. Prisoner transport
t. Racial profiling/unbiased policing
u. Reporting use of force
v. Social media use
w. Stop and frisk
x. Strip searches
y. Vehicle pursuits

Yes

No

AGENCY ID: ___________

14

39. As of June 30, 2019, do your FULL-TIME SWORN officers regularly check the immigration status of
persons detained?
Yes
No  If no, SKIP to #42

40. (If yes to #39) Under what circumstances do your FULL-TIME SWORN officers regularly check
immigration status?
Yes

No

a. During a street/pedestrian stop
b. During a traffic stop
c. After arrest for a misdemeanor offense
d. After arrest for a felony offense
e. Only when suspected of a federal immigration violation

41. Do your FULL-TIME SWORN officers verify immigration status with the Department of Homeland
Security?
Yes
No

 SKIP to #43

42. (If no to #39) What are the reasons your FULL-TIME SWORN officers do not regularly check
immigration status of persons detained?
Yes

No

a. Prohibited by departmental policy
b. Prohibited by local or state legislation
c. Unable to verify status while in the field
d. Concerned about victims not reporting to police
e. Concerned about the perception of racial profiling
f. Other (please specify):

43. As of June 30, 2019, does your agency have an operational computerized Early Intervention System for
monitoring or responding to problematic officer behavior?
Yes
No
AGENCY ID: ___________

15

44. Enter the number of formal citizen complaints received during the fiscal year including June 30, 2019, by
current disposition status. If none, enter ‘0’.
All complaints

Use of force complaints

a. Sustained
(sufficient evidence to justify disciplinary action
against the officer(s))
b. Other disposition
(e.g., unfounded, exonerated, not sustained,
withdrawn)
c. Pending
(final disposition of the allegation has not been
made)
d. TOTAL complaints received
(sum of 'a' through 'c')
45. Is there a civilian complaint review board or agency in your jurisdiction that reviews complaints against
officers in your agency?
Yes
No
46. As of June 30, 2019, does your agency REQUIRE another law enforcement agency to conduct an investigation
in the following situations? Only include investigations conducted by another law enforcement or criminal
investigative body. Do NOT include civilian reviews.
Yes

No

a. Discharge of a firearm at or in the direction of a person
a. Use of force resulting in a subject sustaining serious bodily injury
b. Use of force resulting in a subject’s death
c. In-custody death not due to use of force (e.g., suicide, intoxication or accident)

Thank You!
Thank you for participating in this survey.
Please retain a copy for your records as project staff may call to clarify responses.
Submit this form using one of the following four methods:
E-mail: lemas@rti.org
Fax: 1-xxx-xxx-xxxx (toll-free)
Mail: Use the enclosed postage-paid envelope,
or mail to:
RTI International
ATTN: Data Capture
(XXXXXX.XXX.XXX.XXX)
5265 Capital Blvd.
Raleigh, NC 27616-2925

AGENCY ID: ___________

16

Attachment D

[DATE]
[NAME]
[AGENCY]
[ADDRESS]
[CITY], [STATE] [ZIP]
Dear [TITLE] [NAME],
Recently, you were asked by the Bureau of Justice Statistics (BJS) and its data collection agent, RTI
International (RTI), to assist with a special effort related to the Law Enforcement Management and
Administrative Statistics (LEMAS) Core Survey. Conducted periodically since 1987, the LEMAS is
the only systematic, national-level data collection providing a snapshot of the organizational
characteristics of law enforcement agencies (LEAs) and allowing for comparisons of how LEAs
have changed over time. The upcoming 2020 LEMAS will include a sample of approximately
3,500 local, county and state LEAs nationwide.
As part of this effort, we are asking a small number of LEAs to complete the enclosed survey and
provide feedback. As you are completing the survey, please take note of any of the following:
•
•
•

Instructions, terms, or questions that are vague or insufficiently defined;
Answer choices that are unclear, confusing, or insufficient; and
How you arrived at your response.

I would also appreciate if you could record how long it takes you to complete the survey. As
arranged previously, I will call you at [TIME] on [DAY], [DATE] to discuss your responses and
experience answering the questions. If possible, please submit your survey 1 week before the
call—this will allow for a more efficient discussion. Once completed, you can [return your
questionnaire in the enclosed postage-paid envelope/fax your questionnaire to [FAX_PHONE] or
email it to [EMAIL]].
If you have any questions about this special request, please contact me at [PHONE] or [EMAIL]. If
you have any general comments about the LEMAS, please contact Shelley Hyland, the CSLLEA
Program Manager at BJS, at Shelley.Hyland@usdoj.gov.
Sincerely,
[INTERVIEWER SIGNATURE]

[INTERVIEWER NAME], [DEGREE]
[JOB TITLE]
RTI International
[EMAIL]

Attachment E

2020 LEMAS Police Department Survey: Cognitive Interview Protocol

DATE: ___ ___ / ___ ___ / 2 0 1 9
M M
D D
START TIME: ___ ___ : ___ ___ AM / PM

[BASIC GREETING…]

Thanks for agreeing to help us develop the questionnaire for the 2020 Law Enforcement Management
and Administrative Statistics Survey. The call will take about an hour. If this time still works for you, I’d
like to start with a short summary of the goals for today’s call and explain a bit about how I’ll conduct
the interview.
IF NO LONGER A GOOD TIME, OFFER TO RESCHEDULE
IF STILL GOOD TIME, CONTINUE
As you may know, the Bureau of Justice Statistics and RTI are preparing to conduct the LEMAS survey in
early 2020. As we get ready for the study, we are asking representatives from law enforcement agencies
to review the draft questionnaire. During this call, I’ll ask for your reactions to the draft questions –
including things like how the questions are worded, ways to clarify instructions, and the information
your agency tracks that is related to the survey questions.
Please keep in mind that there are no right or wrong answers to my questions. One of our main goals is
to draft questions that make sense, so if anything about the questions is confusing or unclear, you can
help by pointing this out. Also, if you’re not sure how you would respond to any of the questions, please
tell me that, too.
I am interested in hearing all of your feedback on the survey, but because there are a lot of topics to
discuss and we only have an hour, sometimes I might ask that we move on to the next question before
you’ve had a chance to share everything on your mind. At the end of the interview you can share any
important feedback that you didn’t have a chance to share earlier.
Do you have any questions before we begin?
First, do you happen to recall approximately how much time you spent completing the questionnaire?
Please include the time you and any others at your agency spent gathering information needed to
answer the questions.
__________ HOURS
__________ MINUTES

1

I’m planning to discuss only some of the questions on the questionnaire, but if you have comments or
concerns about any of the questions I skip, please feel free to share them with me at any time.
1. The first question I’d like to discuss is Question 1. This question asks about full-time versus parttime staff.
a. Do you have any staff who don’t clearly fit into the full-time or part-time classifications?
(FOR INSTANCE: IF THEY WORK A VARIED SCHEDULE EACH WEEK.)
i. IF YES: How would you decide whether to report those staff under full-time or
part-time?
2. Question 2 asks about vacancies in full-time sworn officers.
a. What criteria did you use when thinking about vacancies? (FOR INSTANCE, WERE YOU
THINKING ABOUT A TARGET NUMBER OF OFFICERS, THE NUMBER OF OFFICERS
ALLOWED IN THE BUDGET, OR SOMETHING ELSE?)
b. How easy or difficult is it for you to report this number?
c. How would the difficulty compare if you were asked to report vacancies for all staff?
3. Now let’s look at Question 3.
a. In your own words, how would you define “primary job responsibility?”
b. How easy or difficult is it for you to access the data needed to answer this question?
c. Did you report any personnel in more than one row? (IF YES: Explain.)
d. Did you have any difficulty deciding in which rows to report certain staff? (IF YES,
EXPLAIN: In which rows did you ultimately report them? What types of staff were they?)
e. 3b contains three rows: The first row is for operations overall, the second row, labeled
with a 1, is for patrol and field officers only, and the third row, labeled with a 2, is for
detectives and investigators only.
i. IF 3b1+3b2=3b:
1. When answering this question, did you feel that the number of patrol
and field officers plus the number of detectives and investigators
needed to add up to the number reported in 3b, Operations?
2. Did you have any personnel who did not clearly fit into one of the
categories? (IF YES: How did you decide where to report them?)
ii. IF 3b1+3b2≠3b:
1. What types of personnel did you report in each of these categories?
2. Did you have any personnel who did not clearly fit into one of the
categories? (IF YES: How did you decide where to report them?)
4. The next question I’d like to discuss is Question 6.
a. What types of officers were you thinking of under the “Intermediate Supervisor”
category? IF NECESSARY: Did you include any executive staff? (IF YES: Who?)
b. How about the “Sergeant or equivalent first-line supervisor” category—what ranks or
positions did you consider for this category?
5. Now let’s go to Question 8.
a. This question uses the term “specialized unit.” How would you define a “specialized
unit?” (IF NECESSARY: What does that mean, in your own words?)
2

6.

7.

8.

9.

10.

11.

b. The question asks about “personnel” designated to address the problem or task. How
did you define ”personnel” when you answered this question?
c. Did you include full- and part-time staff in columns 2 and 3 or only full-time staff?
d. Did you include sworn and non-sworn staff in columns 2 and 3 or only sworn staff?
e. Did you have any difficulty deciding which column to select when providing any of your
answers? (IF YES, EXPLAIN.)
f. Thinking about the categories of problems or tasks that are listed in the rows—
i. Can you think of any additional categories that are missing and should be listed
in this question? (IF YES, EXPLAIN.)
ii. Do you think any of these existing categories overlap? (IF YES, EXPLAIN.)
iii. Are any of the categories confusing or unclear?
Next, please look at Question 9c.
a. In your own words, what does it mean to say that there is a “line item” in an agencies
budget?
b. IF YES: Can you tell me what sorts of activities are covered in that line item?
c. IF NO: The question refers to “community policing activities.” What sorts of activities
did you consider when answering this question?
Please look at Question 11 next.
a. In your own words, what is a “problem-solving partnership”?
b. Is it the same as a written agreement, or do they differ? [IF DIFFER: SPECIFY HOW.]
Please look at Question 12.
a. How did you interpret “solicit feedback” as it is used in this question? What does that
mean?
Moving on to Question 14a…
a. Does your agency have the same education requirements for all recruits? (IF YES,
EXPLAIN.)
i. IF NO (IF NECESSARY): Are the requirements different for full-time sworn versus
part-time sworn?
ii. IF NO (IF NECESSARY): Are the requirements different for limited sworn versus
fully sworn?
b. Do the education requirements for any recruits change from the time of hiring to within
two years of hiring? (IF YES: HOW?)
Next, I’d like to talk about Question 16.
a. In your own words, what would you say “non-lateral” is referring to in this question?
b. The question includes an instruction to include law enforcement training only. Did that
lead you to exclude any types of training that your recruits receive? (IF YES, EXPLAIN.)
c. Does the number of training hours differ for recruits who are full-time sworn versus
part-time sworn? (IF YES, EXPLAIN.)
Now I’d like to talk about questions in Section V, Hiring and Retention. Let’s start with Question
18.
a. How easy or difficult is it for you to access the data needed to answer this question?
3

12.

13.
14.

15.

16.

17.
18.

19.

b. 18a and 18b use the terms “non-lateral” and “lateral.” What is the difference between
these two, or are you not sure?
c. 18c asks about “Other new hires.” Can you give me some examples of what types of
hires you would include in this category?
Question 19 asks about the average number of weeks to hire an entry-level sworn officer.
a. What starting point did you use when calculating the number of weeks? (THE QUESTION
SAYS TO START WITH “APPLICATION SUBMISSION.” DID THEY DO THAT? HOW DID THEY
DEFINE APPLICATION SUBMISSION? FOR INSTANCE, IF THE POSITION IS UNABLE TO BE
FILLED WHEN THE APPLICATION IS SUBMITTED, DID THEY STILL USE THAT AS THE
STARTING POINT?)
b. Do the number of weeks vary by type of recruit?
i. IF YES: How did you come up with the overall average number you reported?
Question 20 asks about special recruitment efforts.
a. What do you think “special recruitment efforts” means in this context?
[ASK IF ANY YES RESPONSE ON Q21]: Question 21 asks about incentives for entry level sworn
officer hires.
a. Are these incentives offered for all hires or only some hires?
i. IF SOME: Did you answer “yes” or “no” for the incentives that are only offered
to some hires?
Question 22 asks about officers who separated from your agency.
a. Did you report any officers in more than one row?
b. Did you think individuals who were in the academy when they separated from the
department should be considered when answering this question?
[INTERVIEWER, IF N/A RESPONSE WAS ENTERED ON Q24, NOTE WHERE ON THE FORM THEY
ENTERED IT.]
a. [ASK IF NO N/A RESPONSE ON Q24]: Question 24 asks about salaries. It includes an
instruction to enter “NA” if a position does not exist on a full-time basis in your agency.
Where would you enter NA if you needed to?
Question 25 asks about special pay for sworn officers. Does your agency offer any additional
types of special pay that are not included in this question?
Let’s skip ahead now to Question 28.
a. The question asks about weapons or actions that were authorized for use. In your own
words, what does “authorized” mean as it is used in this question? (E.G., ARE THEY
THINKING ABOUT A FORMAL, WRITTEN POLICY? OR SIMPLY WHAT IS DOES IN PRACTICE
BASED ON WHAT THE SHERIFF IS ASSUMED TO ALLOW?)
b. Did you have any difficulty answering this question? (EXPLAIN)
c. Are there any weapons that your agency authorizes for use only some of the time or in
certain situations?
i. IF YES: Did that impact the way you answered this question? (EXPLAIN)
Question 29 asks about video cameras operated by your agency on a regular basis as of June 30,
2019.
4

20.
21.
22.

23.

24.

25.

26.

a. What do you think the phrase “operated by your agency” means as it is used in this
question?
b. How did you interpret the term “regular basis” when you were answering this question?
What does that mean to you? (IF NECESSARY: Does it differ for various items?)
c. How easy or difficult is it for you to access the data needed to answer this question?
[ASK IF 30b WAS ANSWERED] Question 30b asks about activities that K-9s engage in, and item e
asks about “public enforcement.” What do you think that refers to?
Now I’d like you to look at Question 34. Item e asks about “predictive policing.” What do you
think that refers to?
Question 35 asks about written policies and procedural directives your agency may have.
a. How did you interpret item b? For instance, were you thinking about only regular
assignments? Or did you think about other types of work, such as overtime, special
duty, or work performed at another job or secondary employment?
i. [ASK IF 35b = YES] When you reported the maximum number of hours allowed,
what time period where you thinking of? (E.G., PER DAY, PER WEEK, ETC.)
b. What do you think item c, “off-duty conduct,” refers to?
c. [ASK IF 35d = YES] Did you answer 35d “yes” because your agency has a deadly force
policy, a firearm discharge policy, or both?
d. [ASK IF 35d = NO] Can you walk me through your thought process as you answered this
question and describe how you chose your answer?
Question 36 asks about checking immigration status.
a. Does your agency have a policy regarding checking immigration status?
b. How would you define the word “regularly” as it is used in this question?
c. Did you have any difficulty answering this question? (EXPLAIN)
[ASK IF 36 = YES] Question 38 asks if your officers verify immigration status with the Department
of Homeland Security.
a. (NOTE: THIS PROCESS INCLUDES CALLING THE LAW ENFORCEMENT SUPPORT CENTER
(LESC), WHICH IS RUN BY IMMIGRATION AND CUSTOMS ENFORCEMENT, THE LARGEST
INVESTIGATIVE AGENCY WITHIN DHS. THE ONLY WAY TO VERIFY IMMIGRATION STATUS
IS BY CALLING LESC)
b. Is this something that your officers always approach the same way, meaning, they
always do it or they never do it? Or is it something that varies—they might do it in some
circumstances and not in others?
c. Does your agency ever verify immigration status without checking with the Department
of Homeland Security? (IF YES, HOW?)
[ASK IF 36 = NO] Question 39 lists several reasons why an agency might not check the
immigration status of persons detained.
a. Are there any additional reasons that you think should be listed in this question?
b. In your own words, what do you think item e, “Concerned about the perception of racial
profiling,” refers to?
Question 40 asks about Early Intervention Systems.
5

27.

28.
29.
30.
31.

a. [ASK IF 40 = NO] I see that you indicated your agency does not have an Early
Intervention System. Do you have an Early Warning System?
b. Do you think there is a difference between the meaning of an Early Intervention System
versus an Early Warning System? (EXPLAIN.)
i. IF NO: Which term are you most familiar with or which do you use more often?
I’m almost finished with my questions. Let’s move on to Question 41, which asks about formal
citizen complaints.
a. How does your agency define a formal citizen complaint?
b. Are there any kinds of complaints that you would not count as a formal citizen
complaint, for example complaints to a supervisor in the field? (EXPLAIN.)
c. Does your agency track both allegations and complaints?
i. IF YES: For a complaint with multiple allegations, would you report it here as a
single complaint or multiple complaints?
d. How easy or difficult is it for you to access the data needed to answer this question?
e. What sources did you use to gather these data?
f. The question breaks complaints down by disposition status: sustained, other, and
pending.
i. Were you able to report all complaints received by the agency? (EXPLAIN.)
ii. Do you think any other disposition statuses should be included? (EXPLAIN.)
Now think about the survey overall. Did you have difficulty with any aspect of the survey that
we have not already discussed?
How much of the information needed to answer these questions do you have available? What
did you need to get from other people at your agency?
How do you feel about the length and time needed to complete the questionnaire?
Your feedback on these questions has been very helpful. Before we conclude, do you have any
other feedback or suggestions to improve the questionnaire?

Thank you very much for taking the time to provide feedback. We will combine your comments with
feedback from other participants into an overall report. That report will help BJS evaluate the
questionnaire and determine whether to make any changes.
Is there anything else you would like to talk about today?
Thanks again!
END TIME: ___ ___ : ___ ___ AM / PM

6

Attachment F

2020 LEMAS Sheriff’s Survey: Cognitive Interview Protocol

DATE: ___ ___ / ___ ___ / 2 0 1 9
M M
D D
START TIME: ___ ___ : ___ ___ AM / PM

[BASIC GREETING…]

Thanks for agreeing to help us develop the questionnaire for the 2020 Law Enforcement Management
and Administrative Statistics Survey. The call will take about an hour. If this time still works for you, I’d
like to start with a short summary of the goals for today’s call and explain a bit about how I’ll conduct
the interview.
IF NO LONGER A GOOD TIME, OFFER TO RESCHEDULE
IF STILL GOOD TIME, CONTINUE
As you may know, the Bureau of Justice Statistics and RTI are preparing to conduct the LEMAS survey in
early 2020. As we get ready for the study, we are asking representatives from sheriff’s offices to review
the draft questionnaire. During this call, I’ll ask for your reactions to the draft questions – including
things like how the questions are worded, ways to clarify instructions, and the information your office
tracks that is related to the survey questions.
Please keep in mind that there are no right or wrong answers to my questions. One of our main goals is
to draft questions that make sense, so if anything about the questions is confusing or unclear, you can
help by pointing this out. Also, if you’re not sure how you would respond to any of the questions, please
tell me that, too.
I am interested in hearing all of your feedback on the survey, but because there are a lot of topics to
discuss and we only have an hour, sometimes I might ask that we move on to the next question before
you’ve had a chance to share everything on your mind. At the end of the interview you can share any
important feedback that you didn’t have a chance to share earlier.
Do you have any questions before we begin?
First, do you happen to recall approximately how much time you spent completing the questionnaire?
Please include the time you and any others at your office spent gathering information needed to answer
the questions.
__________ HOURS
__________ MINUTES

1

I’m planning to discuss only some of the questions on the questionnaire, but if you have comments or
concerns about any of the questions I skip, please feel free to share them with me at any time.
1. The first question I’d like to discuss is Question 1. This question asks about full-time versus parttime staff.
a. Do you have any staff who don’t clearly fit into the full-time or part-time classifications?
(FOR INSTANCE: IF THEY WORK A VARIED SCHEDULE EACH WEEK.)
i. IF YES: How would you decide whether to report those staff under full-time or
part-time?
b. Looking at 1b, what do you think “limited or no arrest powers” means as it’s used in this
question?
i. Which types of personnel did you include in this item?
c. Do the examples in rows a and b accurately describe the arrest power differences
between your agency’s officers/deputies?
2. Question 2 asks about vacancies in full-time sworn officers.
a. What criteria did you use when thinking about vacancies? (FOR INSTANCE, WERE YOU
THINKING ABOUT A TARGET NUMBER OF OFFICERS, THE NUMBER OF OFFICERS
ALLOWED IN THE BUDGET, OR SOMETHING ELSE?)
b. How easy or difficult is it for you to report this number?
c. How would the difficulty compare if you were asked to report vacancies for all staff?
3. Now let’s look at Question 3.
a. In your own words, how would you define “primary job responsibility?”
b. How easy or difficult is it for you to access the data needed to answer this question?
c. Did you report any personnel in more than one row? (IF YES: Explain.)
d. Did you have any difficulty deciding in which rows to report certain staff? (IF YES,
EXPLAIN: In which rows did you ultimately report them? What types of staff were they?)
e. 3b contains three rows: The first row is for operations overall, the second row, labeled
with a 1, is for road officers and deputies only, and the third row, labeled with a 2, is for
detectives and investigators only.
i. IF 3b1+3b2=3b:
1. When answering this question, did you feel that the number of road
officers or deputies plus the number of detectives and investigators
needed to add up to the number reported in 3b, Operations?
2. Did you have any personnel who did not clearly fit into one of the
categories? (IF YES: How did you decide where to report them?)
ii. IF 3b1+3b2≠3b:
1. What types of personnel did you report in each of these categories?
2. Did you have any personnel who did not clearly fit into one of the
categories? (IF YES: How did you decide where to report them?)
f. 3f is similar—it contains a row for support staff overall and the row below it is for
dispatchers only. In which row or rows did you report dispatchers? (DETERMINE IF
REPORTED IN MULTIPLE ROWS.)
2

4. The next question I’d like to discuss is Question 6.
a. What types of officers were you thinking of under the “Intermediate Supervisor”
category? IF NECESSARY: Did you include any executive staff? (IF YES: Who?)
b. How about the “Sergeant or equivalent first-line supervisor” category—what ranks or
positions did you consider for this category?
5. Now let’s go to Question 8.
a. This question uses the term “specialized unit.” How would you define a “specialized
unit?” (IF NECESSARY: What does that mean, in your own words?)
b. The question asks about “personnel” designated to address the problem or task. How
did you define ”personnel” when you answered this question?
c. Did you include full- and part-time staff in columns 2 and 3 or only full-time staff?
d. Did you include sworn and non-sworn staff in columns 2 and 3 or only sworn staff?
e. Did you have any difficulty deciding which column to select when providing any of your
answers? (IF YES, EXPLAIN.)
f. Thinking about the categories of problems or tasks that are listed in the rows—
i. Can you think of any additional categories that are missing and should be listed
in this question? (IF YES, EXPLAIN.)
ii. Do you think any of these existing categories overlap? (IF YES, EXPLAIN.)
iii. Are any of the categories confusing or unclear?
6. Next, please look at Question 9c.
a. In your own words, what does it mean to say that there is a “line item” in an agencies
budget?
b. IF YES: Can you tell me what sorts of activities are covered in that line item?
c. IF NO: The question refers to “community policing activities.” What sorts of activities
did you consider when answering this question?
7. Next, I’d like to talk about Question 10.
a. On Question 10a, in your own words, what does it mean to “oversee a jail?”
b. What time period were you thinking about when you answered this question
(QUESTION 10a)?
c. [ASK IF 10a = YES] Did you include jail administration costs in the total operating budget
you reported in Question 9a?
d. When you read this question about jails, did you consider a temporary holding facility as
a jail?
8. Now let’s look at Question 12.
a. In your own words, what does “service area” mean as it is used in this question?
b. How did you come up with your answer to this question?
9. Next, I’d like to ask about Question 13.
a. How did you interpret “primary responsibility” as it is used in this question? What does
that mean?
b. Does your agency provide policing services under contract to cities within the county?
i. IF YES: Did you include these contract cities in your population count?
3

10.

11.

12.

13.

14.

c. Does the population you serve vary over time due to temporary residents such as
university students?
i. IF YES: How did you take this variation into account when coming up with your
answer?
d. Did you include population counts of cities or jurisdictions that have their own law
enforcement agencies?
i. IF YES: Would you be able to provide the population served while excluding
places that have their own agency?
Next I would like to ask you about Section IV, Community Policing.
a. Overall, do you feel these questions are applicable to your agency?
i. IF NO: Why not?
b. Please look at Question 14 next.
i. In your own words, what is a “problem-solving partnership”?
ii. Is it the same as a written agreement, or do they differ? [IF DIFFER: SPECIFY
HOW.]
c. Please look at Question 15.
i. How did you interpret “solicit feedback” as it is used in this question? What
does that mean?
Moving on to Question 17a…
a. Does your agency have the same minimum education requirements for all recruits? (IF
YES, EXPLAIN.)
i. IF NO (IF NECESSARY): Are the requirements different for full-time sworn versus
part-time sworn?
ii. IF NO (IF NECESSARY): Are the requirements different for limited sworn versus
fully sworn?
b. Do the education requirements for any recruits change from the time of hiring to within
two years of hiring? (IF YES: HOW?)
Next, I’d like to talk about Question 19.
a. In your own words, what would you say “non-lateral” is referring to in this question?
b. The question includes an instruction to include law enforcement training only. Did that
lead you to exclude any types of training that your recruits receive? (IF YES, EXPLAIN.)
c. Did you report training hours for training on jail operations?
d. Does the number of training hours differ for recruits who are full-time sworn versus
part-time sworn? (IF YES, EXPLAIN.)
Now I’d like to talk about questions in Section VI, Hiring and Retention. Let’s start with Question
21.
a. How easy or difficult is it for you to access the data needed to answer this question?
b. 21a and 21b use the terms “non-lateral” and “lateral.” What is the difference between
these two, or are you not sure?
c. 21c asks about “Other new hires.” Can you give me some examples of what types of
hires you would include in this category?
Question 22 asks about the average number of weeks to hire an entry-level sworn officer.
4

15.
16.

17.

18.

19.
20.

21.

a. What starting point did you use when calculating the number of weeks? (THE QUESTION
SAYS TO START WITH “APPLICATION SUBMISSION.” DID THEY DO THAT? HOW DID THEY
DEFINE APPLICATION SUBMISSION? FOR INSTANCE, IF THE POSITION IS UNABLE TO BE
FILLED WHEN THE APPLICATION IS SUBMITTED, DID THEY STILL USE THAT AS THE
STARTING POINT?)
b. Do the number of weeks vary by type of recruit?
i. IF YES: How did you come up with the overall average number you reported?
Question 23 asks about special recruitment efforts.
a. What do you think “special recruitment efforts” means in this context?
[ASK IF ANY YES RESPONSE ON Q24]: Question 24 asks about incentives for entry level sworn
officer hires.
a. Are these incentives offered for all hires or only some hires?
i. IF SOME: Did you answer “yes” or “no” for the incentives that are only offered
to some hires?
Question 25 asks about officers who separated from your agency.
a. Did you report any officers in more than one row?
b. Did you think individuals who were in the academy when they separated from the
department should be considered when answering this question?
[INTERVIEWER, IF N/A RESPONSE WAS ENTERED ON Q27, NOTE WHERE ON THE FORM THEY
ENTERED IT.]
a. [ASK IF NO N/A RESPONSE ON Q27]: Question 27 asks about salaries. It includes an
instruction to enter “NA” if a position does not exist on a full-time basis in your agency.
Where would you enter NA if you needed to?
Question 28 asks about special pay for sworn officers. Does your agency offer any additional
types of special pay that are not included in this question?
Let’s skip ahead now to Question 31.
a. The question asks about weapons or actions that were authorized for use. In your own
words, what does “authorized” mean as it is used in this question? (E.G., ARE THEY
THINKING ABOUT A FORMAL, WRITTEN POLICY? OR SIMPLY WHAT IS DOES IN PRACTICE
BASED ON WHAT THE SHERIFF IS ASSUMED TO ALLOW?)
b. Did you have any difficulty answering this question? (EXPLAIN)
c. Are there any weapons that your agency authorizes for use only some of the time or in
certain situations?
i. IF YES: Did that impact the way you answered this question? (EXPLAIN)
Question 32 asks about video cameras operated by your agency on a regular basis as of June 30,
2019.
a. What do you think the phrase “operated by your agency” means as it is used in this
question?
b. How did you interpret the term “regular basis” when you were answering this question?
What does that mean to you? (IF NECESSARY: Does it differ for various items?)
c. How easy or difficult is it for you to access the data needed to answer this question?
5

22. [ASK IF 33b WAS ANSWERED] Question 33b asks about activities that K-9s engage in, and item e
asks about “public enforcement.” What do you think that refers to?
23. Now I’d like you to look at Question 37. Item e asks about “predictive policing.” What do you
think that refers to?
24. Question 38 asks about written policies and procedural directives your agency may have.
a. How did you interpret item b? For instance, were you thinking about only regular
assignments? Or did you think about other types of work, such as overtime, special
duty, or work performed at another job or secondary employment?
i. [ASK IF 38b = YES] When you reported the maximum number of hours allowed,
what time period where you thinking of? (E.G., PER DAY, PER WEEK, ETC.)
b. What do you think item c, “off-duty conduct,” refers to?
c. [ASK IF 38d = YES] Did you answer 38d “yes” because your agency has a deadly force
policy, a firearm discharge policy, or both?
d. [ASK IF 38d = NO] Can you walk me through your thought process as you answered this
question and describe how you chose your answer?
25. Question 39 asks about checking immigration status.
a. Does your agency have a policy regarding checking immigration status?
b. How would you define the word “regularly” as it is used in this question?
c. Did you have any difficulty answering this question? (EXPLAIN)
26. [ASK IF 39 = YES] Question 41 asks if your officers verify immigration status with the Department
of Homeland Security.
a. (NOTE: THIS PROCESS INCLUDES CALLING THE LAW ENFORCEMENT SUPPORT CENTER
(LESC), WHICH IS RUN BY IMMIGRATION AND CUSTOMS ENFORCEMENT, THE LARGEST
INVESTIGATIVE AGENCY WITHIN DHS. THE ONLY WAY TO VERIFY IMMIGRATION STATUS
IS BY CALLING LESC.)
b. Is this something that your officers always approach the same way, meaning, they
always do it or they never do it? Or is it something that varies—they might do it in some
circumstances and not in others?
c. Does your agency ever verify immigration status without checking with the Department
of Homeland Security? (IF YES, HOW?)
27. [ASK IF 39 = NO] Question 42 lists several reasons why an agency might not check the
immigration status of persons detained.
a. Are there any additional reasons that you think should be listed in this question?
b. In your own words, what do you think item e, “Concerned about the perception of racial
profiling,” refers to?
28. Question 43 asks about Early Intervention Systems.
a. [ASK IF 43 = NO] I see that you indicated your agency does not have an Early
Intervention System. Do you have an Early Warning System?
b. Do you think there is a difference between the meaning of an Early Intervention System
versus an Early Warning System? (EXPLAIN.)
i. IF NO: Which term are you most familiar with or which do you use more often?
6

29. I’m almost finished with my questions. Let’s move on to Question 44, which asks about formal
citizen complaints.
a. How does your agency define a formal citizen complaint?
b. Are there any kinds of complaints that you would not count as a formal citizen
complaint, for example complaints to a supervisor in the field? (EXPLAIN.)
c. Does your agency track both allegations and complaints?
i. IF YES: For a complaint with multiple allegations, would you report it here as a
single complaint or multiple complaints?
d. How easy or difficult is it for you to access the data needed to answer this question?
e. What sources did you use to gather these data?
f. The question breaks complaints down by disposition status: sustained, other, and
pending.
i. Were you able to report all complaints received by the agency? (EXPLAIN.)
ii. Do you think any other disposition statuses should be included? (EXPLAIN.)
30. Now think about the survey overall. Did you have difficulty with any aspect of the survey that
we have not already discussed?
31. How much of the information needed to answer these questions do you have available? What
did you need to get from other people at your agency?
32. How do you feel about the length and time needed to complete the questionnaire?
33. Your feedback on these questions has been very helpful. Before we conclude, do you have any
other feedback or suggestions to improve the questionnaire?
Thank you very much for taking the time to provide feedback. We will combine your comments with
feedback from other participants into an overall report. That report will help BJS evaluate the
questionnaire and determine whether to make any changes.
Is there anything else you would like to talk about today?
Thanks again!
END TIME: ___ ___ : ___ ___ AM / PM

7