Securing the Commonwealth through leadership, collaboration, and community engagement.

The Virginia State Police will be at the forefront of ensuring a safe and secure Commonwealth by developing exceptional relationships. These include:

Our Public — who see legitimacy and credibility in a trusted law enforcement service.

Our Partners — who perceive the Virginia State Police as a collaborative and resourceful organization.

Our People — who feel respected and valued, and that this is their organization.

Competence - We are professional, highly-skilled law enforcement officers, prepared and equipped to succeed in our roles and earn the confidence of the public.

Innovation - We are a progressive, adaptive agency, leveraging technology to our advantage in challenging the status quo to improve any aspect of VSP.

Trust - Our public can have complete confidence in the actions of employees of the VSP and assurance that the VSP is an agency that keeps its commitments.

Commitment - We are bound by our sense of duty and service, and our commitment to our agency, our people, and our public is unwavering.

Wellness - Our physical, mental, and emotional wellness improve our ability to provide exceptional service to our public.

Leadership - We set and exercise high standards that exceed the expectations of the public we serve and the agencies we support.

In 1919, the Virginia State Police (VSP) was conceived with the passing of The Automobile Acts, which stated that the Commissioner of Motor Vehicles and his assistants are vested with the powers of sheriff for the purpose of enforcing the provisions of this law. At this time, the burden of enforcement remained with sheriffs and constables in counties and police officers in the cities and towns. The General Assembly acknowledged the need for paid professional personnel to enforce the Automobile Acts in 1922. In 1932, these inspectors became empowered to enforce criminal codes, as well as motor vehicle codes. In doing so, legislators created a state enforcement group with the power of arrest anywhere in Virginia. Title 52 of The Code of Virginia establishes the Department of State Police as a separate department of the Commonwealth of Virginia. The Department of State Police is an executive level agency under the Secretary of Public Safety and Homeland Security. 

VSP is organized under four bureaus. The Bureau of Field Operations (BFO) has as its primary responsibility patrolling over 70,000 miles of state roadways and interstate highways throughout Virginia. BFO personnel provide both traffic enforcement and criminal law enforcement. This bureau also manages the Virginia Safety Inspection Program and the Aviation Division.

VSP provides a thorough and comprehensive investigation of all criminal matters mandated by statute and department policy through the Bureau of Criminal Investigation (BCI). This bureau is also responsible for the High Technology Crimes Division, Special Investigations and Programs Division, the Insurance Fraud Unit, Criminal Intelligence Division, and the Virginia Fusion Center, which receives, analyzes, and disseminates intelligence related to all hazards confronting citizens of Virginia, including terrorism.

The Bureau of Administrative and Support Services (BASS) provides the department with essential services through extensive technical and professional expertise. BASS includes the following divisions: Communications, Criminal Justice Information Services, Information Technology, Human Resources, Property and Finance, and Training.

The Bureau of Strategic Governance (BSG) provides oversight of the Department’s high-risk functions, serves as a catalyst for continuous improvement, coordinates intra-governmental affairs, and fosters inclusivity within the Department and with stakeholders. The seven functional areas within BSG are the Chief Diversity Officer, Legislative Team Coordinator, Strategic Planning and Research Division, Professional Standards Division, Office of Legal Affairs, Internal Audit, and Information Security.  

The Virginia State Police (VSP) embraces inclusion and diversity in our workforce and in the protection of all people. VSP is accredited by the Commission on Accreditation for Law Enforcement Agencies (CALEA) and has maintained this accreditation since attaining its initial accreditation in 1986. The reaccreditation process takes place every four years, and incorporates annual remote, web-based file reviews of written materials, along with a final site visit by a CALEA assessment team. During this process, Department administration, facilities, equipment, and operations are examined for compliance with CALEA standards.

VSP provides high quality, statewide law enforcement services to the residents of the Commonwealth of Virginia and its visitors. Its services range from criminal background checks for employers to vehicle safety inspections, as well as traditional law enforcement roles including executive protection, counter-terrorism, tactical team operations, and the investigation of violent crimes and fire and explosives incidents.

VSP has seen an unprecedented increase in its mission and operational responsibilities, expanding into roles that include critical infrastructure protection, government security, participation in federal and local task forces, intelligence gathering and dissemination, CBRNE (chemical, biological, radiological, nuclear, and explosives) detection, and development and participation in homeland security exercises. Due to operational flexibility and specialized equipment and training, federal, state, and local partners have relied heavily on the Department to prevent, mitigate, detect, respond, and recover from critical incidents, such as a terrorist attack, and/or natural disasters. Local agencies rely heavily on VSP for intelligence, crowd control management and specialized personnel support for civil disturbances. 

The Virginia State Police (VSP) is charged with not only supporting its own technology needs, but also those of other public safety agencies around the Commonwealth.  Most notably, VSP provides access to criminal history and other public safety information through the Virginia Criminal Information Network (VCIN) and communications services via the Statewide Agencies Radio System (STARS).

The Information Technology (IT) Division provides the computer infrastructure in support of VSP’s public safety mission and services to the citizens of the Commonwealth. VSP continues to make progress to reduce its dependency on legacy technologies. The department is undertaking several information technology projects designed to improve service delivery, increase operational efficiency, and reduce risk. VSP and VITA continue to work together to position VSP into the COV Enterprise services model. 

VSP, in partnership with VITA, is currently undergoing transformation of VSP’s technology infrastructure to the Commonwealth of Virginia network. This five-year project, which began in 2021, will not only modernize the VSP technology infrastructure, but will provide uniformity to VSP technology services and security oversight. 

VSP continues to modernize and renew internal applications. Several applications are in the process of replacement to include the VCIN, Live Scan, Computerized Criminal History Database, and case management and records systems. 

These internal and public-facing systems will reduce redundant data entry in multiple systems while allowing better access to data for VSP leadership and the public. Investing in new and evolving technology is part of VSP’s overall strategy to improve data quality and technology, allowing the department to be more innovative. This will provide the department the opportunity to extract data to make better informed decisions regarding resource allocation, crash prevention strategies, crime prevention strategies, etc. This strategy will provide us with technology tools designed to help us work smarter and provide better services to the public, our partners, and our stakeholders. 

The Communications Division is responsible for other major components of the Department’s information technology systems, including engineering, installing, and maintaining STARS. This system includes state-of-the-art land mobile and microwave radio network operations and dispatch centers that support the twenty-three STARS participating agencies' communications requirements. The Commonwealth’s Link to Interoperable Communication (COMLINC) is maintained by Communications Division personnel and provides interoperability between state and local agencies for planned and unplanned events. The Communications Division also supports in-vehicle, and body-worn camera systems, and speed determining equipment. 

 

Other functions include providing voice and wireless data equipment and installing, repairing, and maintaining radio transmitters, towers, and generators supplying communications support for special events and emergencies. They also provide installation and fleet services at the State Police Administrative Headquarters for building and equipping vehicles for STARS agencies. This responsibility includes compliance with the requirements of the Federal Communications Commission (FCC), the Federal Aviation Administration (FAA), and the Environmental Protection Agency (EPA).

The Virginia State Police (VSP) deeply values its employees and the tremendous work they perform for the people of the Commonwealth. The VSP workforce is immensely talented. The agency carefully selects our employees who must undergo a rigorous background investigation and significant training. We must create opportunities for our employees by investing in their growth as professionals. By enhancing career development opportunities, training, and education, our employees will improve their knowledge, skills, and abilities, which will in turn provide better services to the public, our stakeholders, and our partners. The health of VSP employees directly affects the services we provide to the public, our stakeholders, and our customers. It is therefore imperative to promote physical, as well as mental, wellness among our employees. 

As a result, the VSP Training Division puts great effort into providing “best-in-class” training to our new recruits, where they not only learn the basics of law enforcement, but they also receive advanced training in de-escalation, human trafficking, responding to persons in crisis, and active shooter response. 

Not only are new recruits taught these skills in the classroom, but they also must demonstrate proficiency in these areas during practical training exercises. In addition to classroom instruction and practicals, the Training Division also works to develop trainees’ interpersonal skills, critical thinking, leadership, teamwork, and ability to manage stress. It is this multifaceted approach that produces new recruits who are highly professional and competent. In addition to basic training, the Training Division also provides specialized training to our civilian workforce, veteran troopers and local agencies. These trainings include Advanced Roadside Impaired Driving Enforcement (ARIDE), Drug Recognition Expert (DRE) training, Interdiction for the Protection of Children (IPC), and various professional development courses for sworn and civilian employees alike. 

In support of this mission, VSP has embarked on a four-year project to replace the aging training academy, which dates from the 1960s and suffers from incurable moisture incursion, structural problems, and inadequate facilities. The new training academy, designed by Mosely Architects, will be a modern training environment capable of meeting the 21st Century needs of VSP employees and the many local agencies that receive VSP training. 

In 2022, VSP received an appropriation to increase sworn salaries and eliminate pay compression in the sworn workforce through the adoption of a pay step scale. Continuing funding for this pay scale is critical to VSP’s efforts to retain its experienced sworn workforce and compete for recruits who may be considering other agencies or civilian career paths. 

The basic structure of the Department has remained relatively unchanged since our inception. As new initiatives have been assigned, our organizational responsibilities have expanded. Populations have increased, demands for our services have grown exponentially, but in general our workforce has remained the same. While we continue to adapt to our workforce to meet the needs of the Commonwealth, it is increasingly evident that workforce augmentation must be part of VSP’s strategic solution to these issues.  

The Virginia State Police (VSP) provide superior statewide law enforcement services and other safety-related services to the citizens and visitors of the Commonwealth of Virginia. In fulfilling its duties, VSP represents the Commonwealth and agency facilities should also be representative and reflective of the standards of the Department. The Property and Finance Division oversees the property management and maintenance of over 100 buildings and real estate across the Commonwealth.

Due to the public safety services provided, the type of facilities required, and long-term financial stability for the department, VSP has primarily maintained a policy of owning, as opposed to leasing facilities. The department currently owns approximately 490,000 square feet of space. Lease agreements are completed as it fits the department's needs. Leased space includes office/administrative functions, hangar/aircraft maintenance, storage, and land at several locations for STARS tower facilities.

Staffing Levels

The Commonwealth, its localities, and its citizens all depend heavily on the Virginia State Police (VSP) for the delivery of critical public safety services.  VSP must be adequately staffed to accomplish this mission effectively and ensure officer safety. Unfortunately, sworn staffing at VSP has reached critical levels due to a decade of sub-par applicant volume.  This problem has become so severe that the sworn workforce is 10% smaller than it was a decade ago.  Meanwhile, emerging issues in public safety have placed new demands on our sworn workforce.  VSP is faced with performing more law enforcement duties to protect more Virginians with fewer employees.  This reduces patrol availability time, resulting in less proactive enforcement of criminal and traffic laws.  With fewer sworn employees, response times to emergencies also increase, and during times of civil unrest or natural disasters, VSP is unable to send as many sworn personnel to maintain public safety.  In addition, fewer troopers mean those who remain must work longer hours, which negatively impacts work-life balance.  The bottom line is that troopers save lives; fewer troopers result in fewer lives saved.  

 

These workforce demands are inextricably intertwined with compensation issues. In 2022, the General Assembly appropriated funds to increase starting trooper salaries and eliminate pay compression in the sworn ranks by implementing a pay-step scale. This has reduced turnover and prompted a modest increase in trooper applications.  However, these improvements will be fleeting if funding to continue supporting the sworn pay-step plan dries up or if trooper pay does not catch up to what other state police agencies are offering regionally.

 

Similar to the sworn force workforce in VSP, emerging issues within law enforcement have placed a greater administrative burden on our non-sworn support staff. These non-sworn members of VSP support the agency's mission-critical functions, such as dispatch, financial administration, communication and technology infrastructure, and human resources management. Additional sworn members have been allotted to address the ever-growing public safety mission. Yet, without the addition of non-sworn support staff, the civilian workforce at VSP has not been able to maintain a sustainable employee-to-workload ratio, placing the agency at risk for potential failure or delay in critical support services. It is crucial that we address this issue by providing the necessary additional non-sworn support staff. Additional risks further complicate the non-sworn staffing at VSP, such as the ability to recruit and retain highly trained technical staff without addressing pay issues in order to maintain a comparable salary as compared to the nongovernment market in the Commonwealth. Meanwhile, similar understaffing issues pose unique challenges to our civilian workforce because of the technical nature of these employees' work.

Aging Infrastructure

The Virginia State Police (VSP) maintains 62 facilities throughout the Commonwealth, many of which are very old, do not meet current design standards, require expensive maintenance, or are no longer adequate for their intended use.  The most urgent capital need is the VSP Training Academy, which provides training for almost 3,000 troopers, supervisors, dispatchers, civilians, and other law enforcement agencies, including basic, in-service, and specialty training.  Built in the 1950s, with an addition in 1989, the demands of today’s training have far exceeded the facility’s capabilities.  Currently, the VSP runs over 90 mandatory programs each year, and we have seen an approximate 20% increase in demand for training just since 2020.  These factors, among others, have caused VSP to surpass the capacity of our current facility as it relates to office space, classroom space, and lodging, necessitating that we turn away or delay critical training for not only VSP personnel but also other federal, state, and local partners.  Not only have we exceeded the current capacity of the Academy, but due to the age of the facility, numerous structural, environmental, and health issues have emerged that are no longer cost-effective to replace or repair. 

The VSP Academy is the nucleus of the VSP, as it drives the agency’s mission and prepares the workforce for the evolving demands of 21st-century policing.  To succeed, VSP must hire and train new recruits, maintain the certification of our sworn workforce, and meet the increasing training demands to provide professional law enforcement services to the Commonwealth.  

Information Technology and Data Management

The Virginia State Police’s (VSP) aging technology systems and applications pose significant risks in terms of resilience, security, and efficiency. The Department is steadily upgrading these systems but faces many challenges associated with the availability of financial resources and staffing for complex IT procurements, application support, and project management. 

 

In 2021, the VSP IT Division began Phase 1 transformation of VSP’s IT infrastructure to Commonwealth of Virginia services administered by VITA. With Phase 1 complete, VSP IT has started the Phase 2 server and storage migration project, estimated to be completed in two years. VSP incurred several delays starting Phase 2, which has left VSP with an aging server infrastructure and minimal disaster recovery capabilities. While the project is currently on track and operating within budget, failure to ensure funding and resource support of this transformation could result in additional risk to the technology infrastructure.

 

This transition to VITA-provided infrastructure and the need for compliance with state-mandated cloud readiness have escalated the reliance on vendor-supported applications. This, in turn, has and will reshape the mission of the IT Division. The IT Division staffing model has not changed to accommodate the support and implementation of vendor and cloud solutions. As this transition continues, the IT Division lacks the staff to support new cloud solutions and technologies. Additionally, the Agency must explore and utilize emerging technologies commercially and through VITA. Current staffing levels are negating the Agency’s ability to innovate.

 

Similarly, the Department’s many separate systems and paper-based processes limit access to real-time information and impede data-driven decisions.  The Department has initiated a long-term project to further an agency-wide business intelligence strategy focusing on improvements in the collection, accuracy, availability, governance, and use of data.  This project is currently in the exploratory phase and will require significant personnel and financial resources to proceed to development.  

The chief source of funding for the Department of State Police is the general fund. The agency also collects special fund revenue, Highway Maintenance Funds and federal funds. Funding sources for fiscal year 2024 include:

• General Fund – 81 percent

• Dedicated Special Revenue - 3 percent

• Special Fund – 12 percent

• Highway Maintenance Funds – 2 percent

• Federal Funds – 2 percent

• Trust Funds - Grouped in with Federal Funds

Special Fund Revenue

Revenue received from DMV is calculated at $1.50 per vehicle registered in the Commonwealth per Code of Va. § 46.2-1168. These funds are used to support the Safety Program.

Monies received from the State Corporation Commission are used to support the Help Eliminate Auto Theft (HEAT) Program and the Insurance Fraud Program (§ 38.2-414 and § 38.2-415).

Other special funds include revenue generated from the fee charged to perform sex offender registry searches, revenue received from the sale of surplus properties, indirect costs and court awards from seized assets, and funds directed to the Med-Flight program.

The Virginia State Police (VSP) receives special funds from various sources to support the Safety Inspection/Motor Carrier Program, data line costs, vehicle repairs and med-flight operations. Dedicated special revenue funds are received from various sources to fund the following specific programs:

• Insurance Fraud Investigation and Prevention   

• Help Eliminate Auto Theft (HEAT)

• High Occupancy Vehicle (HOV) Enforcement

• Internet Crimes Against Children (ICAC) Program

VSP also receives federal funds from various federal sources to support a variety of grant programs. These grant programs enhance homeland security, improve the accuracy of computerized criminal histories and support the department’s efforts to combat Internet crimes against children, methamphetamine production, intellectual property crime, and violent crime.

In Calendar Year 2023, uniformed personnel patrolled over 29 million miles and responded to over 886,000 incidents, including over 392,000 traffic summonses. These enforcement efforts, in conjunction with strong traffic safety education initiatives, are essential for ensuring highway safety for the citizens and visitors of Virginia. Investigative personnel received over 26,000 requests for service. VSP personnel also seized illegal drugs valued at over $199 million.

Over 567,000 applicants and criminals were processed through the Automated Fingerprint Identification System (AFIS) and more than 515,000 firearms purchase background checks were processed. The Virginia State Police (VSP) also maintains the Sex Offender Registry website, which provides information to the public regarding the location of known sex offenders in the community. The accuracy of this Registry is supported by physical address verifications conducted by VSP employees assigned to the Firearms and Sex Offender Investigative Unit (FSOIU). This unit conducted over 41,000 address verifications during calendar year 2023.

The department's Property and Finance Division Accounts Receivable section collected $42,386,176 and the Procurement section processed 6,340 purchase orders with a net spend totaling $352,350,334 for 2023.

The following statistics provide a snapshot of the magnitude of VSP operations during calendar year 2023.

The population in Virginia is growing and changing. With this growth, the number of registered vehicles and licensed drivers also increases. As the state has grown, so has the demand for law enforcement services.

The Virginia State Police (VSP) primary services include the following in which our troopers and civilians are frequently the Commonwealth’s sole source:

• Criminal Justice Information Services

• Telecommunications and the Statewide Agencies Radio System   

• Firearms Transaction Program

• Sex Offender Registry Program

• Sex Offender Registry Program Monitoring and Enforcement   

• Concealed Weapons Program

• Aviation Operations

• Commercial Vehicle Enforcement Program   

• Counter-Terrorism

• Help Eliminate Auto Theft (HEAT) Program   

• Drug Enforcement

• Criminal Investigation and Intelligence Services

• Uniform Patrol Services   

• Special Operations

• Insurance Fraud Program

• Vehicle Safety Inspections

• Highway Safety Regulations and Education   

• Repository of Criminal Record Information

• Arrest Fingerprint Capture, Transmission, and ID

• Employment Criminal History Background Checks   

• Crime Statistics

• Missing Persons Alerts

• Statewide Air Search, Rescue, and Medivac

• Statewide Land and Water Search and Rescue   

• Independent Investigation of Police Shootings   

• Public Corruption Investigations

• Statewide Criminal/Terrorism Intelligence

• Chemical, Biological, & Nuclear Threat Mitigation   

• Protection of the Governor

• Mass Deployments for Emergencies

• Human Trafficking Enforcement Program

• Gaming Enforcement Program

• Closed Circuit Television for Victim/Witness Courtroom Testimony

The Department takes a primary role for the delivery of public safety and law enforcement services throughout Virginia. We also provide much of the support and technical expertise that local agencies rely on to carry out their missions:

• Commercial Vehicle HAZMAT Crash Response   

• Crime Scene Examinations

• Polygraph Examinations

• Financial Fraud Investigations

• Fire Origin and Cause Determinations

• Post-blast and Explosives Investigations   

• Safe Destruction of Explosive Devices

• Coordinate Multi-jurisdictional Task Forces

• Pharmaceutical Drug Diversion Investigations

• Safe Disposal of Clandestine Drug Laboratories   

• Threat Assessments for all Public Agencies

• Analytical Support for local PD Investigations   

• Forensic Computer Evidence Lab

• Training in Advanced DUI Enforcement   

• Training Drug Recognition Experts

• Trained VA National Guard in Crowd Control   

• Canine Training

• Motorcycle Patrol Training

• Tactical Team Training

• Leadership & Development Training   

• High Tech Investigative Support

• Rapid DNA Analysis

• High Risk Threat Mitigation

• ATF’s National Integrated Ballistic Information Network (NIBIN)

No data

The Virginia State Police (VSP) values its employees and is committed to implementing recruitment and retention strategies that foster long-term employee satisfaction and organizational success.

The Department’s workforce is complex and consists of two distinct employee populations, sworn and civilian, with different compensation programs. Sworn employee compensation suffered from pay compression and inequities for generations until the implementation of the sworn pay chart in FY23; however, the Department’s starting trooper salaries are below the median for state police and highway patrol agencies in the region. As the Department competes with other local, state, and federal law enforcement agencies with recruitment of qualified and diverse sworn employees, it is imperative the Department’s starting compensation remains competitive.

Additionally, the Department’s 900 civilian employees do not have a compensation infrastructure that is adequately funded to keep pace with inflation, changing workforce demands, and labor market trends. Labor market demands, as experienced across all industries, have adversely impacted the Department, as new civilian employees must be hired at or near a competitive market rate to be able to fill vacancies, while many existing employees' salaries remain stagnated. Employees become frustrated with stagnation and often seek employment elsewhere. When any employee leaves the agency, an asset is lost, as well as the investment the agency made in the employee.

Periodic internal alignment adjustments for civilian employees, increased starting pay for troopers, and continued funding for the sworn pay chart step increases are the most important strategies we can employ to stop this vicious cycle. The effects of these initiatives will have wide ranging positive impacts in recruitment of highly qualified and diverse applicants. We acknowledge the need for sustained funding to achieve this strategy; we further understand that funding is subject to forces beyond our control. This strategy’s purpose is to create a funded salary infrastructure that will eliminate pay compression and provide for more frequent salary alignments and transparent, equitable compensation across all occupational groups.

• To address starting pay for troopers and continued funding for Sworn Pay Chart step increases, the Department will continue to speak with local legislators regarding recruitment and retention challenges facing the Department.

• To address compensation/compression for our civilian personnel, the Department needs to secure and earmark funding for a classification and compensation study for the entire civilian population. The Department needs to periodically revisit civilian job classification and compensation to ensure internal alignment and pay equity is maintained.

• Identify funding and/or cost saving opportunities across the agency to partially and incrementally fund compensation with appropriate authorization.

• Continue the work of the Department’s Diversity, Opportunity, and Inclusion (DOI) Officer to maintain and implement strategic agency diversity and inclusion plans and recommend strategies to increase effective communications between all employees within the agency.

VSP deeply values its employees and the tremendous work they perform for the people of the Commonwealth. To show our appreciation and provide feedback, our performance management system must be more robust, define, measure, and reward what is important, evaluate the quality of work performed, provide a path to improvement, and, most importantly, grow our employees' abilities. Leadership evaluations, a product tied to promotions, should accurately assess a candidate’s prior leadership traits as a predictor of future success. This strategy’s purpose is to create a performance evaluation system and leadership management system that are an accurate and fair reflection of the individual’s work performance or leadership potential and provide our employees with a path to growth.

• Continuously examine and improve the current performance evaluation process for employees and include a new Employee Work Profile (EWP) core area for “leadership." The core measures will differ by rank, but everyone is expected to be a leader. All performance evaluations should be tied to the strategic plan.

• Continue education and training for supervisors on performance management. All employees should receive additional training on the agency’s expectations for performance evaluations and how to appropriately document work efforts.

• Test and deploy forthcoming Department of Human Resource Management (DHRM) digital EWP and performance management tools for implementation in the 2024-25 performance cycle. Evaluate additional tools for supervisors to enable a more efficient, modern, and user-friendly process.

We must create opportunities for our employees by investing in their growth as professionals. By enhancing career development opportunities, training, and education, our employees will improve their knowledge, skills, and abilities, which will in turn provide better services to the public, our stakeholders, and our partners. This strategy’s purpose is to invest in our employees to ensure that they will learn and grow across the course of their career. This investment will not only benefit the individual employee, but it will also benefit the Department through the quality of service we provide to the public, our stakeholders, and our partners.

• Look for ways to incentivize education. Seek scholarships through the Virginia State Police Association (VSPA), grant funding through Virginia Department of Criminal Justice Services (DCJS), tuition reimbursement program like what the Virginia Department of Fire Programs (DFP) offers.

• Establish opportunities to receive college/university course credits

• Create a more robust internship program for both sworn and civilian positions that could also serve as a recruitment pipeline across the agency.

The health of VSP’s employees directly affects the services we provide to the public, our stakeholders, and our customers. It is therefore imperative to promote physical, as well as mental, wellness among our employees. This strategy’s purpose is to foster a culture that supports health and wellness among our employees.

• Improve mental health access at the Division level by continuing to provide resilience and mental wellness training to trainees and existing staff. The Wellness Coordinator will partner with mental health providers and facilities across the Commonwealth to provide quality care and will drive internal educational campaigns to lower stigma for employees seeking assistance. The Wellness Coordinator and medical staff will collaborate on overall wellness efforts

• Explore ways to help our sworn employees become more physically fit. Utilize the Department’s full-time physician, nurse practitioner, and knowledgeable personnel to explore physical fitness and dietary education, programs, and incentives. Make fitness more meaningful in the Employee Work Profile/performance evaluation and leverage the VSP Connect platform for program messaging.

• Provide education regarding overall healthy lifestyle (i.e cholesterol clinic/BP check/Weight Watchers, flu shot clinics, etc.). through the Department’s full-time physician, nurse practitioner, and wellness staff.

• Promote a “Culture of Safety” in the organization. Always make safety a priority by conspicuously promoting safer practices. Use safety messages to open all meetings, share examples of good decision making in pursuits and search warrant services, not using Mobile Data Terminal (MDT) while driving, wearing ballistic vest, wearing traffic vests, etc.

The VSP values its relationships with all its stakeholders and recognizes the important part they play in helping to maintain public safety throughout the Commonwealth.

The purpose of this strategy is to promote the uniqueness, professionalism, mission, and accomplishments of the Department to ensure we are universally recognized, trusted, and respected by our public, our partners, and our stakeholders for the exceptional and distinct services we provide.

• Continue to expand the agency’s digital footprint by creating various social media campaigns, podcasts, and video vignettes that highlights VSP’s functional areas.

• Tout our CALEA accreditation by producing a short video of the Superintendent explaining what it is and why it is important. Post it on our social media sites and put out a press release (with a link to the video on our social media pages).

The Department acknowledges our duties carry tremendous responsibility and authority that must be exercised with the utmost care and respect, or we risk losing the support of those who have delegated so much trust and authority in our care. We aim to gain mutual respect by treating our public as a valued customer. Our strategy is to re-invest our efforts into our customers (the public, our partners, and our stakeholders) by providing them with the best services we can provide.

• Customer service must be a part of our daily operation. The public should be viewed as customers. The customer service culture shift must start at the top and be reinforced at every level, through the Employee Work Profile (EWP) and performance evaluations. Embrace a customer service culture where performance metrics measure positive and effective public contacts.

• Design a better public survey that is more inclusive of the whole Department’s performance and captures better metrics for assessing the public’s satisfaction with the Department’s performance.

• Provide more information to the public – Much of the work of the VSP is legislatively exempt from the Freedom of Information Act. These protections ensure the integrity of criminal investigations, personnel matters, protect identities of crime victims, ensure the safety of critical infrastructure, etc. Despite these protections, there are opportunities to provide the public with more information, so they can be better informed about the agency and the excellent work we do.

The employees of VSP live in the Commonwealth’s communities. They have a vested interest in the success of their neighborhoods. VSP employees have expertise that can help our communities become stronger and safer places in which to live, work, and go to school. Our strategy is to be even more engaged in our communities.

• Incentivize community outreach by defining it, measuring it quantitatively through the Weekly Activity Report (SP-127) and qualitatively through public survey mechanism (former citizen’s survey), integrate into Employee Work Profile/performance evaluation.

• K-12 – partner with the Virginia Department of Education to participate in driver’s education and U.S. government classes.

• Virginia Department of Corrections (DOC) outreach – Partner with DOC and their programs that help inmates transition to release.

• The Virginia Shield program is designed to enhance public safety by promoting collaboration and information sharing between law enforcement, public safety officials, and the community. It aims to raise awareness, distribute vital information, and support coordinated responses to threats and criminal activities. The program fosters a partnership approach to safeguarding the community.

VSP will maintain operational and organizational efficiencies.

The Virginia State Police business functions are process driven. Business practices can be modernized while simultaneously improving the quality of our services.

• Analyze our business model needs to determine if the agency can realize efficiencies or cost savings by decentralizing and/or outsourcing.

• Develop well documented business processes and desk procedures to ensure continuity of operations.

• Empower Divisions to develop spending plans accountable to balanced/responsible spending.

The Department must continuously evaluate the distribution of its workforce to ensure resources are assigned in accordance with work demand.

• Continuously evaluate department resources and redistribute where and when needed.

• Identify specialized training/skills that can transfer across the Department.

It is important for the Virginia State Police to continue to be innovative in every aspect of our agency and the services we provide.

• Ensure staff input is incorporated into policy and planning

• Revise and institute the Information Technology Institutional Board (ITIB).

• Encourage innovative thinking from all department personnel

The Department strives to remain best-in-class at implementing innovative policing practices that demonstrate and promote organizational excellence.

VSP is fortunate to have employees with decades of experience in the criminal justice system. In our many years of service, we have witnessed the challenges of such a complex system and share in the frustration of navigating the criminal justice labyrinth. Reformation is formidable, and it must be appropriately balanced with people experienced in all aspects of the criminal justice system. Our strategy is to lend our expertise and experience as law enforcement professionals to improving the fairness and effectiveness of the criminal justice system.

• Be proactive in recommending change through policy/practice and legislation. (i.e. set the example for other agencies to follow with regards to high training standards, investigating use of force, administrative investigations, etc.).

• Be a part of criminal justice reform discussion, with emphasis on police reform, participate in committees, task forces, etc.

• Manage public expectations about enforcement with public service messaging and structure training to reinforce professionalism by all sworn employees in law enforcement related contacts with the public.

• Through memberships and associations with the Criminal Justice Services Board (to include the Committee on Training), Virginia Association of Chiefs of Police (VACP), Virginia Sheriff’s Association (VSA), Virginia State Police Association (VSPA), the International Association of Chiefs of Police (IACP), Association of State Criminal Investigative Agencies (ASCIA), IACP State & Provincial Police (S&P), National Organization of Black Law Enforcement Officers (NOBLE), National Latino Law Enforcement Organization (NLLE), Mid-Atlantic Association of Women in Law Enforcement (MAAWLE), local/regional academy boards, etc. work collectively to effect positive change.

Virginia hosts some of the finest institutions of higher education in the nation. VSP recognizes the need to continue to develop its relationships with such organizations. Opportunities may include education for our employees, VSP internships for university/college students, research assistance, data analytics etc.

• Create partnerships with community colleges for internships, recruitment, and educational opportunities (for both entities).

• Partner with colleges and universities to conduct research and studies on specific projects.

• Partner with community colleges to offer college credit for as much of our training as possible to include specialty classes and expand those opportunities towards a degree.

• Develop more internship programs for college students that includes the diverse areas of the agency (Virginia Fusion Center, Information Technology Division, Property and Finance Division, Criminal Justice Information Services Division, etc.). This will help create a recruitment pipeline for both sworn and civilian positions.

VSP is currently plagued with aging technology that is obsolete and ineffective. Data systems are siloed causing data entry in multiple systems and preventing data analysis. Investing in new and evolving technology will stimulate our ability to be more innovative, providing us the opportunity to extract data to make better informed decisions regarding resource allocation, crash prevention strategies, crime prevention strategies, etc. This strategy will provide us with technology tools, such as the Drone Program, designed to help us work smarter and provide better services to the public, our partners, and our stakeholders.

• Implement E-Summons across the entire Department.

• Expand the use of Advanced License Plate Readers (ALPR) across the Commonwealth.

• Establish a photo speed enforcement program for work zones.

• Adopt a practice where the Bureau of Field Operations conducts high-definition scene scanning for the Bureau of Criminal Investigation and vice versa using faster GPS and drones.

• Form a technology working group to explore new technology for law enforcement use. As technology often exceeds legal guidelines, the committee should also focus on legal applications of technology and help with careful implementation of new technology to ensure it is used in both a legal and ethical manner.

• Further develop and expand the use of crime gun intelligence through incorporation of ATF’s National Integrated Ballistic Information Network (NIBIN) and analytical support.

The Department continues to identify and collaborate with an array of stakeholders to maintain the public’s confidence and ensure public safety.

The VSP has unique expertise, equipment, and tools. It is incumbent upon us to ensure that we share these assets with our partner agencies to ensure all resources are brought to bear on serious crimes, information is exchanged, knowledge is shared, and communities are safer, etc. Strengthening our relationships will have tremendous, long-term benefits for the Commonwealth as a whole. Our strategy is to demonstrate our leadership in the public safety arena by providing training, technical assistance, additional resources, information sharing, and collaboration tools, technology, equipment, etc. to other public safety agencies in the spirit of cooperation, enhancing the safety of the public, and in pursuit of justice.

• Conduct police shooting training for Commonwealth Attorneys.

• Establish regional leadership meetings/chiefs meeting/professional counterpart meetings.

• Open some training courses to local agencies, including human trafficking collaborative training, Fusion Center Liaison Officer (FLO) program training, and Insurance Fraud Red Flag training

• Expand approved professional organization/association memberships to levels below Division Commander.

Members of the Virginia General Assembly are often not familiar with the functions, capabilities, legislative mandates, responsibilities, and challenges affecting VSP. Yet they are often charged with making decision that impact Department operations. Our strategy is to build relationships with our legislators so they can make better informed legislative and budgetary decisions that affect the Department and the services we provide.

• Create off-season legislative workgroups and full-time legislative liaison staff. This needs to happen at the local level – all politics are local. Legislators need to understand how VSP is impacted at the local level.

• Host legislative days at SPHQ.

• Involve legislators in activities when we are not asking them for anything to allow them the opportunity to get to know the agency and our members, and to see for themselves how we operate. (Family Day, Superintendent’s Award Ceremony, etc.)

The Department’s relationships with the public are constantly evolving as the expectations of the communities we serve are changing. VSP recognizes that to properly serve the public we must adapt to meet the public’s changing expectations of us. It is important to ask the public about their expectations of the police as well as the police providing information about their capabilities. Our strategy is to recognize these evolving expectations and adapt to them in a more expeditious manner to ensure the services we provide align with the expectations of the public we serve.

• Measure public expectations using a survey instrument.

• Train and reinforce professionalism by all sworn employees in law enforcement related to contacts with the public—take primary emphasis off summonses and focus on non-custodial/ non-enforcement interactions.

VSP has relationships with many organizations, groups, public safety entities, etc. We have learned through our successes in thwarting the opioid epidemic how developing nontraditional relationships introduces unique and previously unimagined perspectives into the power of the collective. Expanding our relationships can offer new hope in so many areas where we have struggled to find the answers. Such partnerships could be leveraged to provide better service to mental health consumers, provide a conduit for more diversity, provide expertise in areas where the Department is lacking, etc. Our strategy is to look for non-traditional stakeholders and partners to work with collectively to solve problems that are too big for any single group to conquer.

• Engage our underserved communities and begin building relations.

• The Insurance Fraud Unit should establish public/private partnership working groups with banking/loss prevention/commercial industries and businesses.

• Host a media event, by invitation, at the Academy to help establish better relationships with traditional media and private organizations.

• Establish relationships with community mental health providers/Virginia Department of Health (VDH)/Crisis Intervention Team (CIT) programs and identify ways to use them as a resource when we need assistance with people experiencing mental health crises.

• Establish relationships with private organizations

Effective law enforcement requires the capability to access data from many sources. The Information Technology and Planning Service Area is responsible for maintaining the computers and information systems that make this access possible. Some of these critical systems include the Virginia Criminal Information Network (VCIN), the Computerized Criminal History System (CCH), the Multimodal Biometric Identification System (MBIS), the Firearms Background Check (VCheck) System, the Master Name Index (MNI) System, the Motor Vehicle Inspection Program (MVIP), and the Incident-Based Reporting System (IBR).

This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52.1 - Establishment of Department of State Police authorizing operating divisions.


• § 2.2 Chapter 20.1 - Chapter that authorizes the Virginia Information Technologies Agency.

• Mission-critical criminal justice applications   


• Administrative applications


• Information technology hardware and support

The primary source of funding for the Information Technology and Planning Service Area is from the general fund.

The Criminal Justice Information Services Service Area encompasses the collection, storage, and retrieval of important law enforcement data. This area includes criminal history records, fingerprints, investigative reports, and photo laboratories. This service area is also responsible for all records pertaining to the department, both administrative and archival. The Incident-Based Reporting (IBR) System collects and analyzes crime statistics submitted by participating law enforcement agencies throughout the state. Crime statistics collected include data on 24 different offense categories and on arrests for all criminal offenses. The Criminal Justice Information Services Service Area also administers the Virginia Criminal Information Network (VCIN) and maintains the Central Criminal Records Exchange (CCRE), the Civil & Applicant Records Exchange (CARE), and Multimodal Biometric Identification System (MBIS). It is also the repository for Concealed Weapons Permits. In addition, the Virginia Missing Children’s Clearinghouse and the Non-Criminal Justice Interface (NCJI) are maintained in this division. Activation of the AMBER Alert, Blue Alert, Senior Alert, Missing Person with Autism Alert, and the Critically Missing Adult Alert systems are also coordinated by the Criminal Justice Information Services Service Area. 

This service area is closely aligned with five goals in the department’s strategic plan: (1) recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) improve business processes for quality, service, and efficiency; (4) implement innovative policing practices; and (5) develop exceptional relationships with our partners.

• § 52-25 - Uniform Crime Reporting system established under Department of State Police.


• § 52-30 - Directs the Department of State Police to compile and submit reports to the Federal Bureau of Investigation as required by federal standards.


• § 52-34.1 through 15 - AMBER, Senior, Blue, Missing Person with Autism, and Critically Missing Adult Alert programs.


• § 52-4.4 and 18.2-308.2:2 - Firearms Transaction Center established.


• § 18.2-295 - Machine gun registration requirements.


• § 19.2-387 - Central Criminal Records Exchange.


• § 19.2-392 - Automated Fingerprint Identification System.

• Provision of criminal history records for criminal and non-criminal purposes


•  Collection, analysis and submission of statewide crime data to the federal government   


• Collection, analysis and publication of Officer-Involved Shootings


•  Collection and dissemination of Community Policing Act Data


•  Maintenance of VCIN for all criminal justice agencies in Virginia


•  Statewide point-of-contact for the National Crime Information Center (NCIC)   


•  Fingerprinting services – Criminal and Non-Criminal


• Maintenance of the Multimodal Biometric Identification System (MBIS)


•  Maintenance of the Missing Children Clearinghouse   


•  Maintenance of the Machine Gun Registry


•  Maintenance of the Firearms Transaction Center


• Activation of the AMBER, Senior, Blue, Missing Person with Autism, and Critically Missing Adult Alert systems

Funding for the Criminal Justice Information Service Area is provided by the general fund and federal grants. Funds appropriated to this service area support the staff and related administrative expenses associated with providing the service. Federal grants have been received for the last several years and used to improve various functions within the area including criminal history and archiving of records and fingerprints.

This service area generates revenue from the sale of criminal history information and fingerprints. Money collected from this source is returned to the general fund.

The Telecommunications and STARS Service Area is responsible for radio maintenance, dispatch centers, microwave and land mobile radio network operations, upgrading and maintenance, telephone installation and maintenance, as well as the support of 23 STARS participating agencies' communications requirements. The Statewide Agencies Radio System (STARS) Program was originally conceived to be an upgrade to the Virginia State Police’s aging 1977 land mobile radio system. The implementation phase of STARS is complete, and we are now improving on what the Systems Integrator installed. Through competitive procurements and negotiations, the STARS team has reduced the cost of these upgrades. STARS is the first statewide radio system in the United States to incorporate Land Mobile Radio (LMR) with long-term evolution (LTE) cellular technology.

The Communications Division is responsible for engineering, installing, and maintaining STARS. This system includes state of the art of land mobile and microwave radio network operations and dispatch centers that supports the 23 STARS participating agencies' communications requirements. The Commonwealth’s Link to Interoperable Communication (COMLINC) is maintained by Communications Division personnel and provides interoperability between state and local agencies for planned and unplanned events. The Communications Division also supports mobile data computers, in-vehicle, and body-worn camera systems, speed determining equipment, and a private telephone network. Other functions include providing voice and wireless data equipment and services, installing, repairing, and maintaining radio transmitters, towers, and generators supplying communications support for special events and emergencies. They also provide installation and fleet services at State Police Administrative Headquarters for building and equipping vehicles for STARS agencies. This responsibility includes compliance with the requirements of the Federal Communications Commission (FCC), the Federal Aviation Administration (FAA), and the Environmental Protection Agency (EPA).

Good communication is critical to all department operations and is essential for our members, the public, and our public safety partners, whether by radio transmission or by phone. This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52-12 through § 52-15 - Establishes the authority to staff, obtain equipment and to operate a communication system as needed and necessary by the Department of State Police.

• Wireless telephone communications services  


• Wireline telephone communications services  


• Mobile data services


• Engineering, installation and maintenance of all infrastructure and vehicular hardware and software


• Engineering, installation and maintenance of all towers, including heating, ventilation, air conditioning (HVAC) and backup power maintenance


• Network operations support


• Call taking, dispatching services, and resolution of trouble tickets

The primary source of funds for the Telecommunications and STARS Service Area is provided by the general fund. This service area provides the coordination and support for the State Police radio system as well as various forms of wired and wireless communication systems including to support maintenance costs of the Commonwealth Link to Interoperable Communication (COMLINC) system.

The Virginia Firearms Transaction Program has been cited as an exemplary program and used as a model for other states. This service area provides gun dealers with instantaneous confirmation of a prospective purchaser’s eligibility to purchase a firearm. The Firearms Transaction Program provides for the approval at the point-of-sale for most firearms based on the results of a criminal history record information check on the buyer by accessing all appropriate state databases and the FBI National Instant Criminal Background Check System (NICS).

The Firearms Purchase Program Service Area is essential to accomplishing the department’s goal of ensuring the safety of citizens and their property by keeping firearms out of the hands of individuals who are prohibited by state law from possessing them.

• § 52-4.4 - Requires that the Department of State Police provide a telephone number to be used by licensed firearms dealers for the purpose of responding to inquiries.


• § 18.2-308.2:2 - Requires a licensed firearms dealer to obtain a criminal history check on a firearms purchaser.


• § 18.2-308.2:4 - Allows the FTC to run the serial number of the firearm for purposes of locating lost and stolen firearms.


• § 18.2-308.2:5 – Requires that the Department of State Police provide a process for background checks for private sales through licensed dealers and at gun show events across the Commonwealth.


• § 54.1-4201.2 – Requires the Department of State Police be available at every firearms show held in the Commonwealth and shall make determinations in accordance with the procedures set out in § 18.2-308.2:2

• Background checks for gun purchase through a toll-free telephone line or Internet access  


• Background checks for employees transferring firearms through licensed dealers


• Required forms, written procedures and training for gun dealers


• Public information materials, including brochures and information on the website  


• Appeal process for denied transactions


• Investigation of illegal attempts to purchase firearms


• Non-resident concealed handgun permit project


• Maintain a registry of all Machine Guns in the Commonwealth

The Firearms Purchase Program Service Area is funded with the general fund.

The department maintains the Virginia Sex Offender and Crimes Against Minors Registry (The Registry) pursuant to §19.2-390.1, Code of Virginia, for the protection of children and those individuals vulnerable to sexual offenders and predators. Persons having been convicted of certain criminal sex offenses or certain crimes against minors are required to register and reregister with the Registry, and such information is available to law enforcement officials, individuals and entities having control over or caring for children, and to private individuals concerned about the safety of their children.

Information maintained in the Registry regarding registrants is available to all inquiring via the Internet. All public, parochial, denominational or private elementary or secondary schools, and any state-licensed or state-regulated child caring institutions, child day centers, child day programs, family day homes, foster homes or group homes that register with the SOR are notified of registrants residing in the community where their facilities are located.

This service area supports the department’s goal to promote the safety and security of citizens and their property. Protecting the citizens of Virginia from known sex offenders is essential to the accomplishment of this goal.

• § 9.1-900 through § 9.1-923 - The Sex Offender and Crimes Against Minors Registry Act


• § 19.2-390.1 - Requires a Sex Offender and Crimes Against Minors Registry to be established and maintained

• Maintenance of the SOR website  


• Registration of sex offenders


• Response to inquiries on possible sex offenders


• Notification of registered entities when sex offenders move into their community  


• Verification of offenders

The Sex Offender Registry Program Service Area is funded with general and non-general funds. Funding for this service area is derived through fees charged for criminal history and sex offender registry checks as well as the general fund.

The fees collected for conducting SOR inquiries for public and private entities, as well as the general fund, provide funding for the staff and related support costs to operate the Sex Offender Registry Section.

The Concealed Weapons Program Service Area is tasked with processing applications for concealed handgun permits. This includes permits held by residents, non-residents, retired law enforcement personnel, and sworn employees called to active duty with the reserve forces of the United States or on long-term leave due to a service-related injury. This service area maintains the concealed handguns database on the Virginia Criminal Information Network (VCIN). The service area also notifies circuit courts of violations involving persons with concealed handgun permits and of permit holders who become subject to protective orders, civil commitment admissions (voluntary and involuntary), recent arrest or convictions within the Commonwealth or are otherwise determined ineligible to purchase a firearm pursuant to any state law or warrant of arrest.

This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 18.2-308.06 - Nonresident concealed handgun permit applications.


• 19VAC30-190 - Administrative Code regulations for the issuance of a nonresident concealed handgun permit.

• Process all non-resident concealed handgun permit applicant fingerprints through MBIS


• Maintain Concealed Weapons database on the Virginia Criminal Information Network (VCIN), including residents, non-residents, and retired law enforcement personnel with concealed weapons permits


• Notify circuit courts of violations involving persons with concealed weapons permits


• Perform comparison of concealed handgun permit holders and subjects of protective orders, mental health commitments, and new arrests   Provide up-to-date listings on the State Police website of states with concealed handgun reciprocity or recognition

The Concealed Weapons Program Service Area is funded with the general fund.

The Communications Division is responsible for engineering, installing, and maintaining the Commonwealth’s Statewide Agencies Radio System (STARS) for the use of 23 different agencies. This system includes state of the art of land mobile and microwave radio network operations and dispatch centers that support STARS participating agencies' communications requirements. The Commonwealth’s Link to Interoperable Communication (COMLINC) is maintained by Communications Division personnel and provides interoperability between state and local agencies for planned and unplanned events. The Communications Division also supports mobile data computers, in-vehicle, and body-worn camera systems, speed determining equipment, and a private telephone network. Other functions include providing voice and wireless data equipment and services, installing, repairing, and maintaining radio transmitters, towers, and generators supplying communications support for special events and emergencies. They also provide installation and fleet services at State Police Administrative Headquarters for building and equipping vehicles for STARS agencies. This responsibility includes compliance with the requirements of the Federal Communications Commission (FCC), the Federal Aviation Administration (FAA), and the Environmental Protection Agency (EPA).

The Telecommunications and STARS Service Area is also responsible for the system operations in seven dispatch centers across the Commonwealth (one in each of the field divisions). The Bureau of Field Operations manages the seven dispatch centers with equipment and technical support provided by the Communications Division. State police dispatch centers are not categorized as Public Safety Answering Points (PSAPs) because 911 calls do not come directly into them. However, #77 calls and redirected 911 calls from local PSAPs, both of which are emergency calls, are handled by state police dispatchers. In fact, all VSP dispatchers are responsible for coordinating emergency assistance with dozens of other public safety agencies in multiple counties in every division.

Good communication is critical to all department operations, and is essential for our own members, the public, and our public safety partners, whether it is by radio transmission or by phone. This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52-12 through § 52-15 - Establishes the authority to staff, obtain equipment and to operate a communication system as needed and necessary by the Department of State Police

• Wireless telephone communications services


• Mobile data services


• Engineering, installation and maintenance of all infrastructure and vehicular hardware and software


• Engineering, installation and maintenance of all towers, including heating, ventilation, air conditioning (HVAC) and backup power maintenance


• Network operations support


• Call taking, dispatching services, and resolution of trouble tickets Anticipated Changes

Through competitive procurements and negotiations, the STARS team has reduced the cost of these upgrades. When the current upgrade is completed, STARS will be the FIRST statewide radio system in the United States to incorporate Land Mobile Radio (LMR) with long-term evolution (LTE) – cellular technology utilizing the APX NEXT portable radio and the FIRST statewide VHF radio system in the United States to be P25 – Phase 2. This certification is a land mobile radio standard developed by the Telecommunications Industry Association (TIA).

The Aviation Operations Service Area provides responsive, coordinated aviation support for the missions of the Department and other Federal, State and local agencies that request our assistance. The mission includes, but is not limited to, patrol, aerial photography, search and rescue, surveillance, transportation, training and medevac. The Division is headquartered at the Chesterfield County Airport and has bases in Chesterfield, Lynchburg, and Abingdon. Medevac units are located in Chesterfield and Abingdon. The Aviation Division currently has seven helicopters and three fixed wing airplanes with advanced FLIR and video capabilities.

The Aviation Service Area supports the accomplishment of two goals in the department’s strategic plan: (1) Engage our communities in our mission and vision. and (2) Develop exceptional relationships with our partners. The Med-Flight program provides air ambulance services to large regions of the Commonwealth free of charge, while for hire services average $40,000 or more per mission. This is a life-saving service area that is very popular with the public and engages them in our mission. The Division assists with search and rescue missions, providing a service that the vast majority of law enforcement agencies in Virginia simply cannot afford to implement. Instead, many routinely rely on VSP for critical Aviation support, which enhances professional relationships.

• Title 52- The Code of Virginia title that authorized the Department of State Police and allows for the Superintendent to establish other divisions as needed.

• Medical evacuation


• Aerial surveillance


• Search and rescue


• Tactical response


• Executive transport


• Marijuana eradication


• Impact assessments for natural and man-made disasters


• Aerial photography

Funding for the Department of State Police Aviation Operations is provided by the general fund and non-general funds from various sources including the Department of Health and the Rescue Squad Assistance Fund.

The Aviation Operations Service Area provides medical evacuations, search and rescue, and aviation support for law enforcement operations. Funds appropriated to this service area support the staff and related expenses associated with providing the service as well as aircraft related expenses.

Maximum gross vehicle weight and vehicle size restrictions are necessary to reduce undue wear and tear of the highway surfaces and improve highway safety. The Commercial Vehicle Enforcement Service Area is responsible for enforcing the laws and regulations associated with commercial motor carriers operating on the highways of the Commonwealth.

These responsibilities include the enforcement of commercial motor vehicle size and weight regulations, as well as inspections of these commercial carriers. Size and weight laws are enforced at permanent weighing facilities which operate on days, nights, weekends, and holidays. Portable scales are also used in this program.

This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52-8.4 - Establishes the powers and duties to promulgate regulations for motor carriers.


• 19VAC30-20-40 - Administrative Code section for the motor carrier safety regulations.

• 
  Enforcement of commercial vehicle size and weight regulations


• 
  Safety inspection of commercial vehicles and drivers

Funding for the Commercial Vehicle Enforcement Service Area is provided by the Department of Transportation Highway Maintenance Funds.  Funds appropriated to this service area support the staff and related expenses associated with providing the service.

Response to terrorist incidents is currently the responsibility of the Special Investigations and Programs Division (SIPD) and the Criminal Intelligence Division (CID). SIPD is trained and equipped to respond to chemical, biological, radiological, and nuclear (CBRN) incidents as well as environmental crime scenes. The seven areas within the SIPD serve as core members of the Statewide Regional Response Teams. These teams are composed of SIPD personnel, tactical team members, evidence technicians, and arson/bomb technicians. In the event of a terrorist incident involving an environmental crime scene, the Statewide Regional Response Team would respond. CID includes analysts and special agents that are trained in the identification of precursor terrorist activity.  These analysts and agents vet, investigate, and disseminate intelligence and information regarding likely precursor terrorist activity with federal, state and local law enforcement and other vetted entities with the need and right to know.  A cornerstone of this training is training on the protection of privacy, civil rights, and civil liberties of U.S. citizens in the execution of this mission.

This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52-8.1 - Establishes the powers and duties of the Bureau of Criminal Investigation which includes the Support Services Division.

• Response to terrorist incidents


• Criminal interdiction


• Support of City-State Partnerships

The Counter-Terrorism Service Area is funded through the general fund. This service area, in conjunction with federal, state and local agencies, is responsible for responding to terrorist activity within the Commonwealth.



Funds appropriated to this service area support the staff and related expenses associated with providing the service.

The Help Eliminate Auto Theft Program (HEAT) is Virginia’s comprehensive attack on motor vehicle theft through enforcement, recoveries, intelligence gathering, and preventive initiatives.

The HEAT Service Area is clearly aligned to the department’s goal of promoting the safety and security of citizens and their property.

• 52-8.1 - Establishes the powers and duties of the Bureau of Criminal Investigation which includes the HEAT section.


• 38.2-414 - Establishes an assessment to fund (known as the HEAT Fund) and operate a statewide program leading to the arrest of persons who commit motor vehicle theft-related crimes.

• Crime prevention and VIN etching programs


• HEAT Hotline and reward program


• Training for local law enforcement personnel with training materials and public service announcements

The Help Eliminate Auto Theft (HEAT) Service Area is funded with non-general funds derived from insurance fees collected by the State Corporation Commission. Funding in this service area is used to support the staff and expenses associated with providing the service.

While some of the department’s narcotics enforcement is handled within the Uniform Patrol Service Area, enforcement of narcotics laws requires a level of expertise and commitment of time not always available within the Uniform Patrol Service Area. The Drug Enforcement Service Area includes general drug investigations, multi-jurisdictional operations, highway and parcel interdiction, drug detection, and surveillance.

The Bureau of Criminal Investigation remains committed to its support of law enforcement agencies’ efforts to enforce drug laws through coordination and participation in state, local and federal task forces. Many of the cases are historical conspiracies that require long-term investigations. The bureau’s flexibility permits it to work in rural areas, as well as urban localities.

Since illegal drug use is commonly accompanied by violent crime, the Drug Enforcement Service Area is aligned with the department's goals of This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52-8.1:1 - Establishes the powers and duties of a drug law enforcement and investigation division.

• Drug investigation


• Multi-jurisdictional task force management and support


• Illegal marijuana eradication


• Pharmaceutical diversion investigation


• Methamphetamine laboratory response and investigation


• Highway, parcel and mass transit interdiction

The Drug Enforcement Service Area is a major activity of the Bureau of Criminal Investigations (BCI). The primary source of funding is the general fund and seized assets. Sworn personnel assigned to drug enforcement work closely with law enforcement agencies through task forces consisting of multiple local, state, and federal agencies.



Like similar sworn services, the primary costs are for salary and related benefits and for expenses associated with vehicles and specialized equipment.

The Bureau of Criminal Investigation and the Criminal Intelligence Division are responsible for responding to requests for investigative support from the Governor, Attorney General, Commonwealth's Attorneys, grand juries, department employees, and local police and sheriffs throughout Virginia. Functions performed under this service area include general investigations and specialized investigations involving arson/bomb, white collar crime, gangs, public officials, high technology crimes, computer evidence recovery, crime scene examination, fugitives, auto theft investigation, surveillance, polygraph examination, and financial crimes. The High Tech Crimes Division supports federal, state, and local law enforcement investigations by providing technical equipment, wire intercepts, forensic examination of electronic and computer equipment, and surveillance for state and local law enforcement investigations. The Criminal Intelligence Division (CID) is also responsible for processing intelligence and for operating the Virginia Fusion Center (VFC).

This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52-8.1 - Establishes the powers and duties of the Bureau of Criminal Investigation which includes crime investigation and criminal intelligence.


• § 52-47 through § 52-49 - Establishes the Virginia Fusion Center.

• General criminal investigation


• Intelligence collection, analysis, and dissemination


• Arson investigation


• Bomb response, investigation, and disposal


• High technology crime investigation/cyber related investigations and analysis


• Crime scene examination


• Financial crime investigation


• Elected official investigation


• White collar crime investigation


• Terrorism Hotline


• Police shooting investigation


• Internet crimes against children investigation


• Multi-jurisdictional task force support


• Human Trafficking Investigation


• Gaming Enforcement/Investigation

The Department of State Police Crime Investigation and Intelligence Service Area includes various law enforcement activities conducted by the Bureau of Criminal Investigation (BCI). Funding for this service area is through the general fund with supplemental funding provided by federal grants.

The primary expense in this service area is salaries and related benefits for sworn employees assigned to BCI. Additionally, this service area requires funds to support expenses related to vehicles, equipment and funds to assist local law enforcement.

The Bureau of Field Operations (BFO) is the most visible component of VSP (uniformed troopers and supervisors) and the Bureau that most frequently interacts with the public. The primary mission of BFO is to patrol over 70,000 miles of state roadways and interstate highways throughout Virginia, providing both traffic and criminal enforcement.

In CY2023, BFO personnel cited 392,000 traffic violations and made 18,954 criminal arrests, to include 3,517 for driving under the influence of alcohol/drugs (DUI) and for illegal drugs/narcotics offenses. BFO troopers also investigated 69,634 traffic crashes and assisted 68,861 disabled motorists along Virginia roadways.

Additional functions of BFO include:

• Canine Section - The Department maintains one of the top law enforcement canine programs in the country. The canine program is comprised of several different specialty programs including Patrol, Narcotics Detection, Explosives Detection, and Tracking.


• Special Operations Division (SOD) - The SOD is comprised of seven geographic Tactical Teams which provide highly trained specialized teams equipped with special weapons, vehicles, explosive breaching capability, and advanced technology for use during high-risk security and law enforcement operations. In addition, SOD incorporates the supervisors assigned to the Search and Recovery Team (SRT). The mission of the Department’s SRT is multifaceted and designed to enable the Department to provide a wide variety of recovery and emergency services throughout the Commonwealth, including:
  
  
  
  • Underwater criminal investigations   
  
  
  • Swift water/flood rescue operations   
  
  
  • Land search and rescue operations   
  
  
  • Rope rescue operations
  
  
  • Advanced life and tactical medical support
  
  
  
  


• Tactical Field Force - The Tactical Field Force is designed to provide an organized and disciplined response to civil disorder, crowd control, search and rescue operations, and other tactical situations. This highly trained and specially equipped team is capable of quickly deploying across the Commonwealth to variety of critical incidents and emergency situations.


• Aviation Operations - The mission of the Aviation Division is to provide responsive, coordinated aviation support for the missions of the Department and other Federal, State and local agencies that request our assistance. The mission includes, but is not limited to, patrol, aerial photography, search and rescue, surveillance, transportation, training and medevac. The Aviation Division currently has eight helicopters and three fixed wing aircraft with advanced FLIR and video capabilities. The Aviation Division has 3 bases located in Chesterfield, Lynchburg and Abingdon.


• License Plate Reader (LPR) Program – BFO employs numerous fixed and mobile license plate readers which have proven to be very effective for locating stolen vehicles, wanted persons, and missing/endangered persons. Unless the VSP LPR data is retained for a specific criminal investigation, it is purged within 24 hours. A supervisor coordinates the VSP LPR program statewide, and 67 other law enforcement agencies have access to the VSP LPR system under written agreements.


• Crime Prevention Program - The goal of the Virginia State Police Crime Prevention Program is to assist state and local units of government, private entities, and the residents of Virginia in reducing the incidence of crime in the Commonwealth through a comprehensive and responsive program. This includes developing programs that enhance school safety.


• Community Relations Program - The purpose of the Department’s Community Relations Program is to:
  
  
  
  • Encourage police-resident partnerships in the cause of crime prevention
  
  
  • Foster and improve communication and mutual understanding between the Department and the residents of Virginia
  
  
  • Promote public safety approaches to the solution of community problems, and stress the principle that the administration of justice is a total community responsibility
  
  
  • Enhance cooperation among the police, prosecution, the courts, and corrections
  
  
  • Assist police and other community leaders in understanding the nature and causes of complex problems in people-to-people relations
  
  
  • Strengthen implementation of equal protection under the law for all persons.
  
  
  
  

Many local law enforcement agencies across Virginia rely on the state police for support for many of the uniformed law enforcement functions described above. If VSP did not provide those services, these agencies may not have any other means to obtain them.

As the largest, most visible and interactive part of the state police, our uniformed patrol in BFO supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; ( 2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52-4 - Establishes the highway patrol as one of the functions of the Department.

• Preventive patrol and enforcement of criminal and traffic laws


• Response to calls for service


• Motor vehicle crash investigation and accident reconstruction


• Aircraft crash investigation


• Highway safety education/crime prevention


• Disaster response


• Specialized technical services (tactical teams, search and recovery team, crash reconstruction, tactical field force, canine, and aviation support)

The Uniform Patrol Services Area is the most significant budgetary service area within the department. Because of the service provided in traffic enforcement and other investigation services, this service area includes the majority of positions and funding authorized for the department.  Funding for this service area is through the general fund with supplemental funding provided by special funds and federal grants.

It has been estimated that insurance fraud costs the average Virginia household approximately $200 to $1,000 in additional insurance premiums annually and adds as much as $1,000 to the cost of goods and services. This service area is dedicated to reducing the impact of fraudulent insurance claims. The Insurance Fraud Program special agents’ primary focus is on fraudulent property and casualty insurance and workers’ compensation claims. The law requires insurance professionals who have reason to believe that someone is committing insurance fraud to report this information to the Virginia State Police.

This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52-8.1 - Establishes the powers and duties of the Bureau of Criminal Investigation which includes the Insurance Fraud Program.


• § 38.2-415 - Establishes an assessment to fund a program to reduce losses from insurance fraud related crimes.

• Insurance fraud investigation


• Insurance fraud trend analysis


• Training of criminal justice personnel with training materials and public service announcements


• Insurance Fraud Hotline and reward program


• Recognition program for law enforcement, the insurance industry, and Commonwealth's attorneys

The Insurance Fraud Program Service Area is funded with non-general funds derived from insurance fees collected by the State Corporation Commission. Funding in this service area is used to support the staff and related expenses associated with providing the service.

Reducing the number of vehicles with safety defects on Virginia’s highways is the goal of the Vehicle Safety Inspections Service Area. This service area is performed by the Safety Division and includes program administration, enforcement of motor carrier safety and hazardous materials regulations, compliance reviews, supervision of the inspection program, and safety equipment approval. The Safety Division is also responsible for the supervision and testing of vehicle mechanics to ensure compliance with inspection rules and procedures.

This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52-4 - Establishes the adoption of standards for motor vehicle appliances, accessories and safety devices as one of the functions of the Department.


• § 46.2-1168 - An additional fee for a motor vehicle registration is set aside for the payment of administrative costs for the vehicle inspection program.

• 
  Administration of Motor Vehicle Safety Inspection Program


• 
  Preparation and distribution of the Safety Inspection Manual


• 
  Administration of licensing program for stations and inspectors


• 
  Distribution and tracking of inspection stickers


• 
  Administration of the Inter-Departmental and Intra-Departmental Safety Program

Funding for the Vehicle Safety Inspections Service Area is provided by Department of Motor Vehicles through a $1.50 fee charged for each vehicle registered in the Commonwealth and supplemented by federal funds. This service area is responsible for monitoring licensed businesses and inspectors to ensure compliance with Virginia inspection laws and regulations and enforcing motor carrier laws.



Funding in this service area is used to support the staff and related expenses associated with providing the service.

The department maintains the Firearms and Sex Offender Investigative Unit (FSOIU) to assist the efforts of law enforcement agencies and others to protect their communities and families from repeat sex offenders, and to protect children from becoming victims of criminal offenders by helping to prevent such individuals from being allowed to work directly with children. Persons having been convicted of certain criminal sex offenses or certain crimes against minors are required to register and reregister with the Sex Offender and Crimes against Minors Registry. The FSOIU then enforces the SOR laws by registering the offender, educating the offender, verifying the offender, and when a violation of law has occurred, investigating and arresting the offender.

This enforcement will ensure the public has access to accurate data on the whereabouts of registered sex offenders. This data will allow the public to make informed decisions that will help protect children and families in the Commonwealth of Virginia.

The Firearms Investigative Troopers enforce firearms-related offenses across the state to include illegal attempts to purchase firearms by prohibited persons, straw purchases, and dealer violations.

This service area supports the department’s goal to promote the safety and security of citizens and their property. Protecting the citizens of Virginia from known sex offenders is essential to the accomplishment of this goal.

The Firearms Investigative Troopers support the agency’s goal of preventing illegal firearms purchases, firearms trafficking, and dealer violations. Firearms Troopers also educate firearms dealers on potential straw purchase indicators.

• § 9.1-907 - Establishes the procedures upon a failure to register or reregister for the Sex Offender and Crimes Against Minors Registry.

• Initial registration of sex offenders


• Semi-annual verifications, 30-day address change verifications, and 30-day employment verifications


• Investigation of SOR violations and response to reports of potential violations concerning sex offenders


• Education of the public, to include the sex offenders, on the laws governing the SOR


• Firearms investigations are conducted when a person is denied a firearm according to their background check and is subsequently arrested if prohibited by law.


• Investigation of potential illegal firearms purchases to include straw purchases and dealer violations


• Firearms Troopers attend gun shows to ensure those who illegally attempt to purchase firearms are arrested to include private sale background checks.

The Sex Offender Registry Program Enforcement Service Area is funded through the general fund.

The Superintendent’s Office provides leadership, oversight, and guidance in furtherance of the Department’s mission to ensure a safe and secure Commonwealth. 

The Superintendent’s Office leads and directs the agency towards achieving its mission and strategic goals.   It derives its authority from Virginia Code § 52-1. 

• Supervision of law enforcement services

• Oversight of the Executive Protection Unit

• Management of the Public Relations Office

Funding for the General Management and Direction Service Area is provided primarily by the general fund.

The Accounting and Budgeting Area of the Property and Finance division manages the Department’s financial functions and fiscal duties, to include accounting, budgeting, federal and state grants management, accounts receivable/collections, payroll, fixed assets, and travel expense reimbursements. These functions are managed in compliance with all federal, state, local and special regulations and policies to ensure the financial resources are secured to support the Department’s public safety responsibilities.

This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52.1 - Establishment of Department of State Police authorizing operating divisions to support the mission

• Preparation and processing of all agency payment to vendors and other agencies.


• Invoicing, collecting, and monitoring of funds owed to the agency


• Preparation and management of the annual operating budget


• Preparation and management of financial reporting of state and federal grants, including seized and forfeited assets


• Monitoring and report of all agency accounting transactions

Funding for the Accounting and Budgeting Service Area is provided primarily by the general fund.

The Human Resources Division is a centralized human resource service unit with continued emphasis on attracting and employing a qualified and diverse workforce. The Division serves 3,071 authorized positions and additional wage personnel. The Division is composed of the following core units & programs: Applicant Investigation, to include Line of Duty Act investigations in conjunction with the Virginia Retirement System; Benefits Administration; Classification and Compensation; Employment and Employee Relations; Employee Medical, Wellness, and Workforce Safety Services; Volunteer Program, Time and Attendance, and Employee Engagement and Activities.  

The Human Resources Division operates in accordance with the Virginia Department of Human Resources Management (DHRM) policies, employment and labor laws, and Occupational Safety and Health Administration (OSHA) regulations. The operations of the Human Resources Division align with the five strategic goals in the Department’s strategic plan: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52.1 - Establishment of Department of State Police authorizing operating divisions to support the mission.

• Provides confidential HR consultative services 


• Conducts pre-employment background investigations 


• Collaborates with Chief Wellness Officer in employee health and wellness education.  


• Conducts Line of Duty Act investigations


• Provides benefits administration 


• Conducts appropriate salary actions, proper classification of allocated positions, and effective performance management protocols.  


• Manages the Department’s hiring, workforce management, employee relations, ADA, EEO, and grievance processes.   


• Provides basic medical screenings and guidance to sworn members 


• Manages the Department’s volunteer program 


• Provides guidance and oversight in workplace safety 

?

The primary source of funding for the Human Resources Division is from the General Fund.

The Buildings and Grounds Section (B&G) is responsible for providing services to all VSP real estate property and its associated systems and equipment for all VSP departments statewide. While overseeing the upkeep of its buildings, the department also oversees all facility-related projects from start to completion, to include new construction, building renovations and alterations, facility refresh, and basic building repairs.

Buildings and Grounds’ mission is to assure that VSP continues to provide the best possible facilities to its staff to allow them to work efficiently and effectively while providing services to the people of the Commonwealth.

The services that are provided by Buildings and Grounds (B&G) are in alignment with the overall mission of VSP. These services include maintaining and servicing the currently owned properties; maintaining the building systems and building structure; renovation of existing facilities to allow for new types of use; design and construction of new building structures; and providing responsive service to building issues.  

• § 52.1 - Establishment of Department of State Police authorizing operating divisions to support the mission.

Products and services provided by B&G range from small building equipment and parking lot repairs to major new building design and construction. ?B&G works in accordance with the Construction and Professional Service Manual (CPSM), the Virginia Public Procurement Act (VPPA), the VSP Procurement Policies and Procedure Manual, and the various Building Codes.? 

B&G provides services to maintain and upkeep all currently owned real estate property. Building systems include:? 

• Roofing systems? 


• HVAC systems including Building Automation Systems for heating, cooling, and ventilation? 


• Elevators? 


• Fire Alarm systems? 


• Fire suppression systems – for office spaces as well as for data centers


• Water and plumbing systems? 


• Electrical and lighting systems? 


• Landscape? 


• Building access and building security systems? 


• Power back-up batteries for server rooms, UPS (un-interruptible power supply), and standby emergency power generators? 


• Parking lots surface maintenance and lighting upgrades? 

B&G along with VSP Procurement dispatches contractors to provide responsive repair services to our facilities.? B&G establishes scope of work for the required repairs to facilitate for contractors to provide pricing.? B&G manages the Architectural and Engineering term service contract.? B&G also works with DGS to procure facility lease contracts, and to address leased building service needs.? B&G is responsible for maintaining and updating VSP’s building information in COVA Trax.?

B&G manages Architects and Engineers through the design phase of new projects and ensures the design matches VSP facility requirements.? It works with DGS and Procurements to bid out project (IFB and RFP) to solicit quotes.? It oversees all new construction projects through completion.? Works with DEB during the design review process, submits the required approval forms and documents, applies for permits, and coordinates project inspections.? 

B&G handles all Maintenance Reserve projects to update and renew building systems and tracks the fund expenditure to assure compliance with DPB criteria.?

B&G works with Department of Environmental Quality as needed to address environmental quality control measure as required by DEQ for new contraction projects, as well for under and above ground fuel storage tanks.? 

B&G handles repairs and maintenance of VSP vehicle fueling stations.? 

B&G handles grounds issues at communication tower sites such as rainwater runoff and drainage issues.? 

The primary source of funding for Physical Plant Services is from the General Fund.

The Procurement Section of the Property and Finance Division ensures that all Information Technology systems and Non-Information Technology goods and services required by VSP are acquired at the lowest possible cost, consistent with the quality required, delivery to different geographical areas and in compliance with the policies and procedures of the Commonwealth of Virginia.

Procurements must be in accordance with the Virginia Public Procurement Act and VITA policies. This service area supports the accomplishment of all the department’s goals, which are: (1) Recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) Improve business processes for quality, service, and efficiency; (4) Implement innovative policing practices; and (5) Develop exceptional relationships with our partners.

• § 52.1 - Establishment of Department of State Police authorizing operating divisions to support the mission

• Procure and provide contract administration services to many mission-critical information technology systems


• Procure, provide contract administration and delivery services for needed equipment and supplies.


• Procure and provide contract administration services for needed non-information technology services.

The primary source of funding for the Procurement office is from the general fund.

The Virginia State Police Training Academy is recognized by the Department of Criminal Justice Services (DCJS) as certified criminal justice training academy. As such, the Training Academy provides basic training for troopers and dispatchers, in-service training for troopers, special agents, and supervisors, and advanced training for our field training officers, as well as DCJS certified instructors.

In addition to mandated training, the Training Academy provides other agency specific training for a staff of over 3,000 employees. Some examples of other programs our Academy develops and delivers are Canine Basic Schools, First Line Supervisor/Professional Development Courses, Special Agent Basic, Advanced Crash Investigation, Advanced Roadside Impaired Driving Enforcement (ARIDE), Drug Recognition Expert (DRE) Training, Interdiction for the Protection of Children, as well as over 80 other training programs deemed necessary to prepare both our sworn and non-sworn personnel to meet the critical training needs of the agency.

All DCJS mandated training must be provided in accordance with Virginia Code § 9.1-102. As such, the Training Academy provides all entry-level, in-service, and advanced training in compliance with the compulsory minimum training standards established by DCJS. The Training Division (Training Academy) is a component of the Bureau of Administrative Support Services (BASS).

This service area is closely aligned with five goals in the department’s strategic plan: (1) recruit, prepare, and retain a competent, diverse, and resilient workforce; (2) Engage our communities in our mission and vision; (3) improve business processes for quality, service, and efficiency; (4) implement innovative policing practices; and (5) develop exceptional relationships with our partners.

• § 52.1 - Establishment of Department of State Police authorizing operating divisions to support the mission. 

• Uniformed operations training


• Investigative operations training


• Civilian operation training


• Online/Distance Learning training


• Video Production Services


• Recruitment of personnel (Sworn/Civilian)


• Computer Lab/Research Center

The primary source of funding for the Training Division is from the general fund.

The Department maintains a cafeteria system tasked with serving 3 meals a day. The primary emphasis of the cafeteria is to provide meals to our Basic Students attending the Training Academy. In addition to our Trainees, all sworn and civilian members who are assigned to attend training at the Academy are provided lunch. Furthermore, all Department members who are assigned to the SPHQ complex are invited to visit for lunch only. Both sworn and civilian employees who attend for lunch are required to pay a cash only lunch fee. All our cafeteria employees are trained by a cafeteria manager and maintain a ServSafe Certification. Proper staffing of the cafeteria is maintained in part to a longstanding relationship with the Department of Corrections where 2-3 work release inmates are transported to and from the cafeteria daily.

Virginia State Police’s Strategic Plan, Strategic Goal #1, states that the agency’s number one goal is to “recruit, prepare and retain a competent, diverse, and resilient workforce.” The Virginia State Police is committed to fund and deliver quality training to aid the agency in achieving this goal. 

• § 52.1 - Establishment of Department of State Police authorizing operating divisions to support the mission. 

• Meal services provided to Basic Training Students, incumbent members attending training, SPHQ staff and visitors

The primary source of funding for Cafeteria Services is from the general fund.