HomeMy WebLinkAboutItem 3a. Study Session - Public Safety Center Program and Design UpdateCity of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: November 2, 2021
TO: Mayor and Council
FROM: Matt Horn, Public Works Director
Brian Nelson, Acting City Engineer
VIA: Derek Johnson, City Manager
SUBJECT: ITEM 3a – PUBLIC SAFETY CENTER PROGRAM AND DESIGN UPDATE
Below are a series of Council posed questions and staff responses in preparation to this
evening’s Study Session on the Public Safety Center Program and Design Update. The
purpose of this Study Session is to provide preliminary feedback to staff on the fu ture
programming and design and pathway’s regarding a replacement Public Safety Center.
This evening does not represent final approval of designs, programming, and/or use of
said center. The purpose of tonight is to receive a briefing on the long history of the
project, next steps, and direction from council on program and design concepts.
1) Please provide information on how the estimated 128 parking spaces needed
for the new public safety center was developed. What can we do to
encourage people to NOT drive to work, and therefore require fewer parking
spots onsite?
Parking counts were completed and incorporated in the 2021 Space Needs
Assessment which is included as Attachment D of the report and shown on page
22. Parking space needs are based on the number of current and future staff as
well as all associated department vehicles. As conceptualized, the proposed
parking structure was sized to meet minimum needs and construction of this
project would require implementation of programmatic measures to use alternative
modes of transportation and reduce parking demand for future staffing levels.
Sworn staff City fleet and personal vehicles were prioritized with other non-sworn
staff needs. When operating the facility, priority will be placed on non-single
passenger vehicle parking.
It is important to note, that this site is also proposed to house the City’s Emergency
Operations Center (EOC), Training, Community Room, and additional parking is
required for large event or “surge capacity”. Lastly, the site offers virtually no street
parking and given the nature of operations, especially in emergency operations,
parking must be contained within a secured area.
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Item 3.a – PUBLIC SAFETY CENTER PROGRAM AND DESIGN UPDATE Page 2
2) What was considered when deciding to locate the EOC in the Public Safety
Facility? Was this design modeled off other facilities? With the addition of
a Community Room in this building, would that be able to serve as a Family
Assistance Center in an emergency?
The current EOC is within the City, at Fire Station Number 1, a building designed to
withstand most emergency events. The current facility is insufficient in 2021; and is
significantly deficient when full team deployment occurs. The Ludwick Community Center
serves as a back up to Fire Station #1 and as a USO Center from the 1940s is also not
designed for modern EOC use. Staff, in studying City EOCs, has found central location to
City facilities to be the current best practice model for urbanized agencies. Staff has
recommended including a new EOC in the Public Safety Center in order to collocate this
facility and take advantage of construction of the new Public Safety Center.
The new EOC would be designed with public space (for media briefings), operational
space and appropriate break-out rooms for focused response and planning activities, and
would include integrated technical support. Should the Cities EOC be compromised or in
danger, a "back-up" EOC could be set up outside the City and use the County EOC or
other locations in order to fully support City operations.
The City’s EOC as conceptualized is not modeled after any specific jurisdictions’
facility, however this (a Public Safety Facility with an EOC) is a common industry
design for municipalities similar in size. Facilities for Santa Barbara County and
Paso Robles were toured and the consultant team has worked on planning,
designing and building EOC’s. Santa Barbara County’s facility is a stand-alone
facility that is collocated with regional fire facilities. The City of Paso Robles Public
Safety building uses an EOC that is dual designed as an EOC and training room.
The Paso Robles facility is in the downtown corridor and a backup facility is located
near the Airport Terminal.
The Community Room is an important component to the new Public Safety Center
and is intended to be used more regularly and to hold community meetings on
public safety and for a place for families, businesses and others to seek support
during Emergency Operations. In an Emergency, a Family Assistance Center is
could be established at this location or at a, County or Cal Poly facility depending
on the nature and scope of the emergency. The Community Room will allow for
increased City support for cooling and warming operations during inclement
weather. This will also allow for facility staff to support direct service needs for the
Community’s vulnerable populations during those times.
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Item 3.a – PUBLIC SAFETY CENTER PROGRAM AND DESIGN UPDATE Page 3
3) Have various community groups (BIPOC, GALA, etc.) been given the
opportunity to weigh in on any of the design elements yet?
As this is the conceptual phase of the project, community groups and public
outreach and input is planned and will occur for the next step in the process. A full
public engagement plan will be developed following direction so that Staff can
convey the scope and program of the project. The project and building is at a early
schematic level of design and the design is expected to be adjusted to meet
community input on design. This Study Session is intended to check in with
Council to obtain early-stage conceptual project input to ensure leadership
supports the current concepts. A few notable elements as currently conceived is
the provision of inclusive and equitable spaces including non-gender based “locker
room”, exercise facilities, and the Community Room.
4) What is the anticipated funding plan including funding sources for this
project?
With the adoption of the 2021-23 Financial Plan, Council allocated the use of
Measure G20 revenues in the amount of $100,000 in Fiscal Year (FY) 2021 -22
and $300,000 in FY 2022-23 These funds support public outreach and the project
entitlement process, including environmental review, as well as preliminary
designs. Staff anticipates with the 2023-25 Financial Plan Council’s review of
funding allocations for final design, permitting, and initial construction services.
The current funding plan and model anticipates the construction will be debt
financed. The funding model currently anticipates Measure G-20 funds will be
used to support the annual debt service payments. The debt payments were
integrated into the fiscal analysis of the capital program, retaining a projected $15
million of annual Measure G-20 funding for other capital needs within the
community such as parks amenities, street resurfacing, and downtown
improvements. This funding plan was developed based upon an evaluation by the
City’s Municipal Advisor regarding the long-term funding availability and capital
needs of the community. In anticipation of this funding plan, the City has worked
to retain its AA+ rating with both S&P and Fitch Ratings and maintained a relatively
low debt burden to date.
5) On page 129 that it notes in 2003, we had about 90 FTEs in the
department. But, then, somewhere else it noted that the current department
FTEs are still about 90. We have not grown at all since 2003? What number
of staff is this building being built to accommodate?
The Police Department currently has 90 Full Time Employees (FTE) as noted and
as Community and daily populations have increased, staff has largely not changed
for over 10 years. Staff continually studying appropriate staffing and programming
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Item 3.a – PUBLIC SAFETY CENTER PROGRAM AND DESIGN UPDATE Page 4
levels for both sworn and non-sworn employees. Growth in the number of staff is
anticipated in the next 30 years. Before coming to Council with any staffing
changes, the Police Department will be undertaking a long term strategic plan that
incorporates the pillars of 21st Century Policing, federal and state police reports
and explores other models for public safety.
Currently the City is experiencing increasing call volumes for all police services,
and population growth which are traditional indicators that more staff will be
required in the future. As the City continues to examine a diversified response
philosophy, whereby more civilian teams specializing in addressing complex and
interconnected sociological issues are utilized, more space will be required the
collaborative needs of police officers and field personnel. The Facility is currently
designed with approximately 66 workspaces for staff, such as report writing desk s,
individual offices and open work stations. This is less than the total FTEs for the
department as traffic and patrol officers share report writing spaces and do not
require a dedicated space.
6) The current design for the men’s restroom and locker room includes
accessible bathroom stalls and showers, but I didn’t see that in the women’s
restroom and locker room. Is this an oversight? Are gender-neutral facilities
included in the building design?
The initial conceptual design started with the traditional separation of men’s and
women’s restroom and locker areas. The plans however are being revised to
reimagine a single, open “locker room” for all genders, that is open to the fitness
area with multiple individual private changing rooms and with single
accommodation restroom facilities in each, with some being ADA compliant. This
design breaks down traditional barriers to inclusivity and provides a positive team
atmosphere for all employees. This will provide equity for all gender identities and
inclusion into locker room and fitness activities interactions, while maintaining a
private space for showering and changing. No longer will employees be required
to utilize gender specific department facilities.
7) What is the construction cost estimate for the new public safety facility?
Based upon the current schematic design level the approximate anticipated costs
are shown below and includes a market escalation for cost increases until the
anticipated construction or the fifth year of the current financial plan. Please note
this estimate is based upon staff’s current understanding of the project. As designs
are developed, stakeholder input is received, and the project works its way through
the entitlement process cost will change. While Council and the community have
the ability to shape and address costs some cost will be market driven including
contractor and worker availability and supply chain issues.
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Item 3.a – PUBLIC SAFETY CENTER PROGRAM AND DESIGN UPDATE Page 5
Cost Breakdown for Schematic Design
Building $27M
Parking Structure $5.6M
On-Site and Off-Site Improvements $3.4M
Permits, Radio and Data Systems, Temp Facilities & Construction
Contingency
$5.2M
Equipment and Furnishings $1.7M
Construction Engineering, Management and Testing $1.4M
Market Escalation (3.5 % per year) $7.7M
Conceptual Project Budget: $52M
8) Please provide photos of the Palo Alto Public Safety Building exterior for
comparison, see below. (8 Stories, 56,000 SQFT, $117M)
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Item 3a
Department: Public Works
Cost Center: 8001
For Agenda of: 11/2/2021
Placement: Study Session
Estimated Time: 90
FROM: Matt Horn, Public Works Director
Prepared By: Brian Nelson, Acting City Engineer
SUBJECT: PUBLIC SAFETY CENTER PROGRAM AND DESIGN UPDATE
RECOMMENDATION
1. Receive a presentation on the replacement of the City’s sole Police Station with a new
Public Safety Center; and
2. Provide preliminary feedback to staff to guide the Public Safety Center programming,
design, and construction pathway forward.
REPORT-IN-BRIEF
The existing Police Station located at 1042 Walnut Street was constructed in 1969 and
reached the end of its service life nearly a decade ago.
In 2017, the City contracted the consulting firm RRM Design Group (RRM), to complete
a feasibility study to determine the best location for a new facility and
to develop conceptual plans for the replacement of the Police Station with a new Public
Safety Center that would include the City’s Emergency Operations Center, a Community
Meeting Room, and a Police Station.
This report provides detailed information about the existing Police Station, including a
report and discussion on existing conditions with key findings, future space needs,
possible amenities for a new facility and the next steps needed to be taken to advance
this major Capital Improvement Project.
The overall purpose of this project is to replace the existing Police Station with a Public
Safety Center. The project has been determined to be required by maintenance,
inspection, and engineering staff, and the Police Department ’s current and future
programmatic requirements. The Public Safety Center will be designed to industry
standards and include space needs for the projected staffing over the next 30 years (i.e.,
planned build out of City) and will be designed for durability over the next 50 years. The
Public Safety Center will not only provide police services but also provide a community
meeting space and the City’s first dedicated Emergency Operations Center. In planning
for the next phase of project development, staff are requesting feedback from Council (at
this Study Session) to guide further policy and design development for the Public Safety
Center.
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Item 3a
DISCUSSION
Background
The 52-year-old Police Station is functionally and structurally obsolete and no longer
adequately meets the space and operational needs of the Police Department
(Department). As detailed in this report, facility and staffing studies and evaluations have
concluded that the facility does not meet current California Building Code requirements,
is inadequate in size, inefficiently configured1, and does not meet the Department’s
existing needs nor would it function sufficiently to service the long-term future needs of
the Department. The current facility has been determined to not meet contemporary
seismic standards and should a significant seismic event occur, critical first responders
could be unable to adequately respond.
A new facility will also help advance City’s Major Goals for Sustainability and Diversity,
Equity, and Inclusion “DEI” as well as expand the City’s opportunities to engage with the
community and be an employer of choice. When and should operational needs exceed
the planned space, other options would be analyzed such as small on -site expansion,
substations or other methods for delivering service.
The topic of the public safety and particularly the replacement of the Police Station was
discussed by the Diversity, Equity and Inclusion Task Force recommendations.
Recommendations included a broad range of topics including closely reviewing the
building program and design2.
Existing Facility – Obsolete and Patchwork of Additions Inadequately Address
Operational Needs.
For decades the San Luis Obispo Police Department’s facility, located at 1042 Walnut
Street, has been inadequate in size, configuration, and infrastructure. Constructed in
1969, the original facility (now 52-years-old) was approximately 12,000 square feet and
served a San Luis Obispo population of 28,000 people. As Department personnel and
operations grew in complexity to meet the needs of an expanding community, the size of
the facility was slightly enlarged to keep up with Department needs.
In 1983 a two-story addition increased the total square footage by 3,600 square feet to
15,600 to meet the space needs at that time. More space was needed but the slope and
size of the lot, and the configuration of the building severely constrained design and
construction potential to meet both existing and future needs.
1 The poor configuration reflects the fact that additions and remodels have been done to add space to the
original building and disconnects key functions such evidence, patrol, command, meeting spaces,
homeless support, etc.
2 Carefully review new Police Station building program and budget for opportunities to reduce costs to
preserve resources for community service investments
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Item 3a
Currently, the Department’s Motor Unit (Traffic Safety) operates out of a repurposed 788
square-foot residence (the “blue house”) (Figure 1) built in 1940s, increasing total gross
square footage to 16,388, which has significant structural and space deficiencies. Another
separate prefabricated 800 square foot metal structure (“storage shed”) (Figure 2), in the
1980s is used for forensics and evidence storage.
Figure 1: 1016 Walnut “Blue House”
Figure 2: Storage Shed Expansion
In addition to population growth, the town has since transformed into a micropolitan city
with a growing job market, tourism industry, and significant growth in student populations
mirroring expansions of both Cuesta College and Cal Poly State University over the last
50 years. More people live in San Luis Obispo, but a proportionately greater number of
people now work, visit and attend school, increasing the demand for policing services.
The service population in San Luis Obispo varies by season and time of day and can
fluctuate between 50,000-100,000.
The Department’s facility challenges were first documented in the “SLO City Facilities
Master Plan 1988” (Attachment A), which concluded that “additional space may be
needed before 1995 and up to 10,000 square feet of additional space , needed by 2010”3
and again in the “Police Facilities Master Plan” produced in 2003 (Attachment B) which
states that “the Department was operating in approximately 43% of the space needed for
a new building”4, which was attributed to undersized existing spaces, such as property
and evidence storage rooms, as well as the lack of designated spaces for community
engagement, meetings, and storage spaces. This determination was based on an
analysis of staff and space requirements5.
3 Attachment A – City Facilities Master Plan (1988). Space Projections, Page 5.
4 Attachment B – Police Facilities Master Plan (2003). Section 2: Projected Facility and Parking
Requirements and Existing Facility Conditions, Page 18.
5 Attachment B – Police Facilities Master Plan (2003). Exhibit 2.1 “Staff and Space Requirements
Summary”, Page 19.
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Item 3a
Most Recent Study and Evaluations
In 2017, City staff retained RRM Design Group (RRM) to develop conceptual designs for
the replacement of the existing police facility. The scope of the analysis included
investigating several alternate sites for a Public Safety Center. Site alternatives were
evaluated6 and based on the investigation it was determined that the current location was
the most cost effective and responsive service location in the City due to being centrally
located in the City and at the intersection of major highways and adjacent to the
Downtown. Other sites were identified to be less favorable for the location of the facility
due to such findings as limited freeway access, large distances from different regions of
town, traffic circulation safety concerns and flood plain issues.
Once it was determined that the existing site was the most favorable to the Department’s
needs to deliver services, development of a preliminary site plan began and exploration
of exterior building features that are consistent with San Luis Obispo architecture began.
Included in this work was facility constructability in which two options for project delivery
were explored. The first included a two phased construction plan which kept the existing
Police Station operational while the new facility was being constructed in the current
parking lot. The second approach con sidered cost and design implications of relocating
Police Department operations to a different location while the new Police Station was
constructed in a single phase. During this work effort it was determined that the single
phased delivery significantly reduced costs by approximately $10 million and time to
construct by approximately 1 year and provided more design flexibility that provides a
better facility.
In 2019, the City contracted with RRM Design Group to begin schematic 30% level
designs of the Public Safety Center with the single-phase approach, including finalizing
the programming efforts for the facility. Due to funding limitations City staff gave
authorization to complete conceptual designs with the expectation that funds to support
full design would be appropriated to complete the design as part of a future Financial
Plan. Since that time, RRM has worked with City staff to better identify the space and
operational needs of the Police Department and has prepared a seismic analysis of the
existing facility (Seismic Evaluation Attachment C) and a detailed building programming
document (“Space Needs Assessment” Attachment D) which describes the need for a
larger facility.
Since initially identified, space deficiencies have continued to amplify, and deferred
maintenance issues have worsened the situation7. The existing facility is in overall poor
condition and continues to lack minimum space requirements for staff, does not comply
with seismic safety standards for critical public safety facilities, ADA requirements, and is
energy inefficient due to aged mechanical and electrical systems.
6 Attachment D – Space Needs Assessment. Page 156.
7 Many maintenance projects such as repaving of parking lots, carpet replacement, painting, electrical,
plumbing, etc. have been deferred as there was general concern about investing significant dollars in a
facility that was recognized as needing full replacement.
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Item 3a
The following two sections provide more detail into the specific deficiencies of the existing
facility, as well as the goals and features of a new facility that would services the needs
of San Luis Obispo for the next thirty years.
1. Existing Facility Condition Assessment and Key Findings
1.1 Summary of Deficiencies
Since the existing facility was designed and built, policing in San Luis Obispo has
changed in many ways including the implementation of new technologies (i.e. digital
CAD/RMS, collection and storage of digital forensic evidence, utilization of highspeed
network equipment and cloud applications, body cam equipment, UAV equipment,
robotics, and digital crash scanning equipment, etc.) in addition to new security and
evidence storage standards, and continuing advancements in forensic science. During
this time, the City has also grown both in population and total area which places
additional demand on the Department to be able to extend its reach and provide
services to a wider demographic and geographic profile. When originally constructed in
1969, the facility was 12,000 square feet and serviced a population of 28,000 people.
Today, the gross square footage of the facility with minor expansions is 16,388 and
services a resident population of approximately 47,000 that can increase to an
estimated 55,733 persons (excluding overnight visitors) each workday8, and can swell
above 100,000 people during event weekends. Visitors largely come from surrounding
Cities, as well as the roughly 8,000 students living on-campus at Cal Poly and 3,600
Cuesta students living outside of the city limits that are not included in the City’s resident
population estimates.
The increase in both sworn and non -sworn staff along with the implementation of new
equipment and technologies over the last 50 years has also effected/changed how
Police facilities are constructed.
The facility does not meet current department functions nor current design strategies
for law enforcement and public safety facilities, including space allocation for the
various specific department needs and understood circulation flow patterns of public
engagement and officer daily duties. Space limitations throughout the facility impact all
units of the department and leave staff with inadequate conditions to perform duties.
Evidence processing areas, locker rooms and showers, report writing stations,
detention areas, investigations, computer forensics, and training areas have all been
repurposed to maximize space. Examples of such repurposing of space include a
fitness room that used to be a storage space, and utility closets that have been
converted into offices. Despite these efforts the existing facility has reached its limits to
further accommodate expansion.
8 City of San Luis Obispo Housing Element 2020-2028, Section 2.2, Demographic Snapshots
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Item 3a
1.2 Seismic Concerns and Seismic Evaluation
The existing facility is unable (based on age and type of construction) to withstand a
major seismic event based upon seismic assessments9. Changes to seismic code are
determined by studying earthquake damage to structures throughout the world. As
building design and construction methods evolve so do the ways in which they are
affected by lateral loads caused by earthquakes.
As a result, California Building Code regarding seismic design has advanced
significantly since the station was constructed. Perhaps the most significa nt change is
the inclusion of requirements that require specialized design and structural standards
for “Emergency Response” or “Essential Services Facilities”10. These more robust
codes have been set forth to insure first responders are able to perform dutie s when
their communities need them most such as an earthquake, wind events, flood, etc.
The current Police facility predates the State requirements for an “Essential Services
Facilities” and is not built for Seismic Performance under the Essential Services Act. In
the RRM Seismic Evaluation it was determined that seismically retrofitting the existing
facility and upgrading mechanical systems to current safety standards would be similar
in cost to a total building replacement on a “per square foot” basis11 with a preliminary
facility seismic retrofit cost projection of $18 million.
A seismic retrofit is not economically feasible and would not resolve the facility’s
programmatic and space deficiencies identified in the following subsections.
Figure 3: Foundation Cracking at 1016 Walnut St., the “Blue House”
9 Attachment C – Seismic Evaluation (2021). Section 3.2.1 Basic Configuration Deficiencies, Page 12.
10 Essential Services Buildings Seismic Safety Act (ESBSSA)
https://www.cab.ca.gov/general_information/esbssa.shtml
11 Attachment C – Seismic Evaluation (2021). Exhibit A, Page 25
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Item 3a
1.3 Workspaces, Workflow, Storage, and Emergency Response
Workspaces have reached maximum capacity with staff routinely working in spaces not
designed for the duties they perform. There is also limited space for training, fitness,
multidisciplinary diversified response teams, community engagement, and emergency
operations.
Space limitations throughout the facility create obstacles for staff due to inefficient
workflow challenging the department to produce quality work. Examples include limited
space for forensics, evidence processing, records keeping, and decentralized evidence
storage which is not energy efficient nor efficient for staff and workflow12.
Narrow corridors create congestion throughout the building. For example, the facility’s
Briefing Room exits into a corridor, where gear is required to be hung on the wall,
thereby creating congestion which could hamper emergency response. A wider
corridor and proper equipment storage areas would expedite emergency response and
workflow.
Figure 4: Hallway Patrol Bag Storage
Since this facility has been modified over the years with a building addition and various
floor plan reconfigurations, interior fire doors have been installed throughout the facility
to comply with fire code requirements. These interior fire doors also contribute to the
inefficient use of space and poor workflow. Poor building design also affects hamper
efficiency and in some cases jeopardizes staff’s ability to perform duties up to current
Policing Standards. Interconnected heating ducts breach acoustical privacy in several
locations, which can jeopardize sensitive security elements of Police work. Interior
spaces are entirely compartmentalized with limited natural light or ventilation and
several offices are completely encompassed by corridors and have no exterior
windows.
12 Attachment D – Space Needs Assessment. “Space Deficit”, Page 3.
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Item 3a
Building inefficiencies can also cause delayed emergency response times. Narrow
hallways, ad hoc spaces, cluttered equipment storage, and adjacencies that have
evolved over time result in a maze-like environment. Workstations and operational
functions are scattered across the site/building resulting in inefficient workflow and
delayed communication and coordination between internal departments.
Figure 5: Property Storage
Figure 6: Combined Electrical and Storage
Evidence is currently stored in multiple locations some with refrigerators/freezers in
unconditioned space creating concern for the department’s ability to maintain proper
evidence chain of custody or storage standards. Evidence storage areas were designed
for other uses and lack ventilation, access, proper lighting, etc.
1.4 Parking Limitations
Parking at the station is severely constrained and forces staff and the community to
seek parking off-site which impacts local streets and neighborhoods13. The number of
secured parking spaces is insufficient for both personal and patrol vehicles, particularly
at shift change when officers are both reporting for duty and returning from the field.
Parking constraints also limits the Department from hosting events with other agencies
as well as the community which diminishes opportunities for engagement.
The current Police Facility has 62 parking spaces with an estimated daily deficit of
approximately 66 spaces under current staffing levels.
13 Attachment D – Space Needs Assessment. “Parking”, Page 21.
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Item 3a
The Department currently has 37 vehicles, 5 motorcycles, and 3 trailers. After parking
Department vehicles at the station, an insufficient number of parking spaces remain in
the secured lot for employee vehicles, with this deficiency increasing during special
events when additional service provisions are necessary. Furthermore, the Department
cannot currently store the Emergency Command Trailer at the station due to space
constraints, resulting in increased response times to any emergency as law
enforcement staff must retrieve the Command Trailer from the City’s Corporation Yard.
Figure 7: Police Facility Parking Lot
(Facing Southwest)
Figure 8: Police Facility Parking Lot (Facing Northwest).
Storage Shed from Figure 2 can be seen in
background.
1.5 Antiquated and Inefficient Building Systems: Electrical and Mechanical,
Accessibility
Several aspects of the building and its electrical and mechanical systems are past their
useful life or do not meet current requirements in the California Building Code Building
System requirements14 for Essential Services Facilities. For example, there are no fire
sprinklers in the building and limited overhead space and plumbing constraints would
create challenges for future installation. Lack of proper exhaust systems places staff at
risk of exposure to sources of pollution and can lead to the spread of air born disease
or chemical agents as air is recycled throughout the building.
The multi-story building has no elevator or ADA path of travel between floors which
makes the existing facility ADA non-compliant and limits the City’s ability to be inclusive
to those with mobility challenges.
14 Attachment D – Space Needs Assessment. “Building Systems”, Page 34.
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Item 3a
Building systems for power, signal, and HVAC has reached their maximum potential
and future changes due to technology or department growth will require whole system
replacements instead of minor changes. Current mechanical systems are not
environmentally sustainable, nor meet current standards for energy efficiency, or
properly demonstrate the City’s on-going commitment to make positive impacts towards
climate action. Many of these systems cannot be maintained because parts for
systems can no longer be procured.
1.6 Safety of Personnel and Building Security
Modern Police Facilities are designed with staff safety in mind as Police officers may
become the target of violence. The existing facility lacks common safety measures such
as ballistic glass at key publicly accessible locations. The existing facility also lacks
safety by design features section as large windows and staff gathering areas exposed
to adjacent streets15. While identifying detailed information of security exposures of the
existing facility is not appropriate for this report, large improvements can be gained by
replacing the existing facility with a new facility using contemporary des ign elements.
1.7 Lacks Space for Community Engagement / Obstacle to Inclusivity
The existing facility also directly affects the department’s ability to engage with the
community and to be a more inclusive employer by integrating teams through such
design enhancements as unisex locker rooms, common areas, community areas,
breastfeeding rooms, etc. The reception counter is unwelcoming due to inadequate
open area in the lobby, and the lack of a Community Room limits opportunities for civic
engagement.
Most modern Police Facilities are designed to include a Community Room which can
be made available for community use and to increase partnerships with the public. This
feature has shown to be very popular and other Police Departments routinely report
that Community Rooms positively affect their relationship with communities they serve.
There is very limited space for volunteer and Explorer Programs which further reduces
opportunities for community engagement and relationship building. Public and
community space is non-existent and the Chief’s Roundtable and Police and
Community Together (PACT) meetings are held in a windowless Briefing Room that is
stocked full of equipment and training materials. Facilities that allow working mothers
to support newborns are not available.
15 Attachment D – Space Needs Assessment. “Building Systems”, Page 35.
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Item 3a
2. New Facility Attributes
2.1 Better Service to the Community
A new Public Safety Center would provide a sustainably designed building and building
site with appropriately sized, designed, and equipped workspace to support modern -
day community-based Police Operations. Among the project goals and broader
objectives are these identified below.
Police Department architectural and site design have evolved considerably since the
current facility was built. Modern facilities are often designed with the intent of being
inviting and welcoming to community members as opposed to feeling hardened and
defensive as was common in the past.
A new Public Safety Center would meet current code requirements for Essential Public
Safety Buildings and would provide the community with its first purposely built
Emergency Operations Center (EOC), strengthening the City’s ability to respond
effectively to public safety emergencies and natural disasters. Improved circulation of
emergency personnel within the building along with improved vehicular capacity would
create a safer emergency vehicle egress from station.
A community room within a new facility would service unmet needs for event and
meetings for Explorers, Volunteers, PACT, Community Action Team, School Resource
Officers, and Neighborhood Outreach as well as offer a welcoming meeting place for
organizations serving all members of the community. The intention of the Community
Room is to provide an inviting and welcoming space belonging to the community and
offering a meeting space for community togetherness. Ideally, this will also function as
a collaborative environment where police and other community groups can come
together on initiatives to better police, build community relations and improve policing
though collaboration. Providing a Community Room as well as brining the site and
facility up to current ADA standards would encourage broader community involvement
for events hosted by the Department and help the city reach its goals of Diversity,
Equity, and Inclusion.
Inclusivity and equity are high priorities of the Public Safety Center. Connectivity with
the community begins with a public plaza that reached out from the Public Safety Center
to the neighboring streetscape to welcome all community members to the site and invite
them to be present in seating areas and plaza promenade to the building
entry. Architecturally, the multi-story lobby communicates the desire for an inclusive
partnership with law enforcement with the transparency of the entry that connects all
floors of the facility to the public plaza and lobby. This transparency is created for the
public to see in the literal sense at the areas of lobby and the Community Room is
supported by the improved collaboration created between the City and the Community
provided by these dedicated areas. The Community Room directly off of the plaza and
public lobby provides a dedicated space for connection, interaction and inclusion of the
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community into the facility and builds relationship with City departments. These spaces
make the Public Safety Center an inviting destination civic space where the community
is welcome.
2.2 Sustainable Design
As the first facility designed after adoption of Counc il’s goal of carbon neutral
government operations by 2030 and adoption of the related “Lead by Example” plan,
the new facility can be a highly visible example of a low carbon emissions and resilient
facility16. Critical features include passive solar, an all-electric building, and
infrastructure to support the transition to all electric and plug-in hybrid fleet vehicles.
Sustainable strategies will be employed to provide low emitting materials and natural
daylighting for enhanced indoor air quality and high efficiency/low water consuming
fixtures and materials with low VOCs and high recycled content to reduce the use of
resources. The facility will also include current best practices for energy management
including high efficiency mechanical systems, onsite generation, storage, and controls
to ensure resilience, limit peak load, and limit exposure to utility costs. To ensure low
operation and embedded emissions, the City could consider pursuing a reputable
building certification such as LEED, or similar. The City also may choose to have the
station designed as Zero Net Energy (ZNE). This will be required for all new
commercial construction in California in 2030 and the City may choose to meet this
requirement voluntarily.
Opportunities for Resilience Hub Features During Project Development
A resiliency hub provides a physical space or set of resources that support resilience
in communities – including access to power, shelter, or information – during climate
driven major weather events and other extreme events , while helping to build and
sustain year-round community adaptive capacity. With the incorporation of the above
sustainable design strategies, the Public Safety Center, within the limitations of building
security required during certain emergencies, could provide essential elements of a
Resiliency Hub, including: resiliency to hazards, such as seismic events, resilient and
reliable power for the Emergency Operations Command Center, uninterrupted
communications systems, and programming and services for community
preparedness, connectedness, health, and wellbeing.
2.3 High Quality Workspaces
Architectural design and building programming methods have advanced significantly
since the existing facility was constructed. With a better understanding of space use
and floor plan programming the City’s design team would eliminate outdated and
constrained working conditions and provide adequate space for functional workgroups.
A properly designed building would provide opportunities to increase team dynamic by
16 Attachment D – Space Needs Assessment. “Sustainability Strategies”, Page 40.
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locating teams together, bring cohesion between units within the department, and
increase privacy which is critical to investigative work.
Providing adequate fitness areas and increasing natural light and ventilation within the
building would help promote long-term employee health and contribute to officer
retention and longevity.
A Public Safety Center would also include secured parking for Department and staff
vehicles that are adequate for day-to-day operations, training, and emergency
response needs minimizing impact on neighborhood streets.
The departmental function and flow is vertically conn ected by the lobby as it connects
the floors with visibility and stairway circulation. Further supporting the
interdepartmental inclusivity and equity for sworn and civilian personnel is the
integration of breakroom areas, wellness areas, patio areas and report writing areas
adjacent to the administrative offices. Within each department, a variety of office space
types are provided with some able to provide privacy and others open to team
areas. Adjacent offices with sound privacy are provided with predominately transparent
walls for connectivity to the team. The wellness area and locker room areas are
designed to promote equity and inclusive opportunity for all sworn and civilian
personnel to participate in the team building and information sharing that occurs in the
wellness and locker room area. At the same time opportunities for every person is
provided for individual privacy for the dawning of uniforms in preparation for duty. The
locker room and wellness workout area are in an open configuration for all to access
their gear and participate in wellness together. Individual changing and showing rooms
and individual restrooms off of the locker area provide for privacy for every person and
the inclusion to be a part of the full team in the locker and wellness area with a modesty
policy. This configuration provides equity of participation of team and privacy for all
and will support the department in being inclusive fo r staff.
2.4 Redevelopment of Existing Site
During the early stages of the conceptual design process RRM was asked by City Staff
to examine the following sites to determine suitability for the construction of a new
facility (Attachment F for exhibits):
Option 1 – Foothill Blvd.
Option 2 - Hind/Windmill Lane
Option 3 - Prado Road
Option 4 - Madonna Road/Highway 101
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Based on examination and evaluation of potential alternative locations, the existing
Walnut Street site was determined to be the most suitable location for a Public Safety
Center due to numerous factors.
The existing location is centrally located and provides quick access to the City’s high
call volume areas such as Cal Poly and Downtown and is also close to H ighway 101
and Highway 1 access making it ideal when responding to calls throughout t he
community.
The site’s topography supports implementing a multilevel building structure which
would help maximize the efficiency of space on this City owned property. As a
previously developed site, reusing the current location would avoid complications
associated with raw land development including associated environmental impacts,
and would streamline the review and entitlements process.
The site is currently zoned for public facilities and office uses, which would require a
parcel lot merger so that the entire property is zoned as public facilities. Adjacent
parcels are predominantly commercial and non-residential uses which help minimize
potential land use conflicts between a Public Safety Center. Selecting a different
location would require extensive public outreach and costs for land acquisition and
public infrastructure improvements, in addition to a new facility itself, and would not
have the service advantages that the current location the existing site affords. The
existing site is serviced by robust off-site utility infrastructure.
RRM 2021 Space Needs Assessment and Recommended Replacement
RRM developed a Space Needs Assessment (Attachment #A) and conceptual design
report with the support and input from the Police Community Development, Public Works,
Fire, and Administration Departments. The Space Needs Assessment describes and
quantifies space needs for current operations and future needs. It also evaluate s the
carrying capacity and program needs of selected alternate building sites to accommodate
those space needs. It was part of the considerations that resulted in a recommendation
to reuse the existing Walnut Street location as described in Section 2.4.
The City previously commissioned City Gate in 2017 to analyze existing and projected
service needs to continue public safety coverage for the City. The findings of this report
are found in the “Citygate Staffing Report”, Attachment E. The conclusions of the City
Gate report align with estimates from staff regarding community growth expectations.
Utilizing these staff projections, RRM Group identified space needs for each division
within the facility17. Using this information and considering interdepartmental workflow
operations RRM produced Table 1 shown below, which was used to determine total
building area required.
17 Attachment D – Space Needs Assessment. “Sustainability Strategies”, Page 4 5.
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This “Summary of Space Needs” was developed to summarize space requirements for
units and functions within the Department. Parking requirements were examined, and the
Space Needs Assessment identifies the number of vehicles, including specialty vehicles
and equipment to be accommodated at the new facility. Additional site requirements for
pedestrian and vehicle circulation, emergency egress, an emergency generator, and
building services such as utilities and trash, were also considered.
Space descriptions were developed to identify the many functional and aesthetic features
to be incorporated into the design of the new Police facility. These project requirements
are intended to guide the design development to meet the City’s objectives for a durable,
highly functional, secure, and healthy work environment. The space needs also
incorporate flexible, dual-purpose, and shared spaces for efficiency and team building.
The new facility is intended to be developed using sustainable design and construction
methods. The facility also strives to embody the City’s goal as a more diverse, equitable
and inclusive community.
Table 1 – Summary of Space Needs - Existing vs. Proposed
Summary
The Police Facility studies and evaluations completed to date all conclude that the
existing station is undersized and deficient. Previous facility additions and improvements
to add space were completed, including several space reconfigurations, to maximize
available area. This has allowed the existing Police Station to remain in service well
beyond the facility design life; however, the facility has reached it limitations. Furthermore,
a Seismic Evaluation of the existing Police Department was pe rformed and concluded
that the current facility would likely sustain damage during a large seismic event and
become unfit for continued use. Seismic retrofitting of the existing Police Department was
investigated but is not a cost effective because the City would still have a facility that does
not meet existing or projected future space needs of the Department to adequately
service the City.
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Item 3a
Replacement of the Walnut Street Police facility has been determined as the most cost
effective and efficient way to meet existing and future needs of the Department. The site
does not have available land for additional buildings or expansions and a complete
demolition of existing facilities is required with a full replacement of all buildings.
Industry standard for public facility design includes constructing for a 50-year useable life
(durability) and sizing the facility for projected staff increases over the next 30 years.
Projecting staffing requirements past a 30-year time horizon has proved to provide little
added value as many of the variables used in this analysis are subject to dramatically
change over longer time periods. Programming analysis performed by RRM concludes
that a new Public Safety Center of approximately 37,800 sf is sufficient to address the
Police Department’s space requirements over the next 30 years. Law enforcement
processes have evolved over time and will continue to evolve in the future. Pr ojections
to 30 years will allow for anticipated growt h of staffing and support spaces needed. As
law enforcement changes, other strategies may be employed beyond adding space to
this facility as processes may be very different due to change in policies and updated
technologies.
Work Completed to Date
To date, consultants and City staff have produced preliminary building programing and
site feasibility study, conceptual site and floor plans (Attachment F), exterior renderings
allowed for City to select architectural style best suited for San Luis Obispo , Space Needs
Assessment (Attachment D), and a seismic analysis (Attachment C). All supporting
documentation has been referenced throughout this report.
Figure 9: Conceptual rendering of proposed facility, looking west from corner of Santa Rosa and Walnut
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Item 3a
Next Steps – (Major Facility Asset Replacement CIP)
A major facility replacement such as the Public Safety Center is of a scale and scope to
be considered an “Asset Replacement”. The project has been identified in the 2021 -23
Financial Plan as a subproject within Major Facility Replacements. To continue to move
forward, the project needs to continue to progress further in the planning and
development phase.
Planning & Entitlements Phase – The following design progress and entitlements are
necessary to construct the Public Safety Center:
1. Conceptual Design and Preliminary Grading - 30% architectural plan set,
finalization of building footprint and programming, preliminary grading and
drainage plan prepared
2. General Plan Amendment – The property currently consists of three parcels, one
is designated “Public Facilities” and the other two are “Office” . A General Plan
amendment is requested so that all parcels have the land use designation of Public
Facilities.
3. Zoning Map Amendment – Change the zoning map to be consistent with the
revised General Plan.
4. Architectural Review – requirement for any major non-residential development
project over 10,000 gross square feet.
5. Conditional Use Permit – Table 2-1 of the City’s Zoning Regulations requires a
conditional use permit for public safety facilities within the public facilities zone.
6. Parcel Lot Merger – Required for consistency with California Building Code as the
parking structure is currently proposed to be located two separate parcels.
An environmental document will need to be developed consistent with the California
Environmental Quality Act (CEQA). An initial study will be prepared and a full entitlement
application will be submitted to the Planning Department. A Planner will be assigned the
project and assist Public Works in the preparation and processing of the application.
Design Phase – Once the project is entitled, RRM can proceed with preparation of
construction documents as sufficient design funding becomes available (see Fiscal
Impact section). The design process consists of three distinct phases: 1) schematic
design, 2) design development, and 3) construction documents. City Staff can expect the
following deliverables for each phase of design:
1. Schematic Design – continue conceptual design process to a complete schematic
package including engineering structural, mechanical, and electrical
2. Design Development – 65% to 90% design progress, including plan set for building
and site plan, draft specifications, preliminary cost estimate, and relocation Plan
for Police staffing, equipment, and materials
3. Final Construction Documents – Plans, specifications, and estimates to a 100%
design level for bid by qualified contractors.
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Advertise and Award Construction Contracts – Upon review and permit approval of the
final construction documents, staff will recommend project approval and authorization to
advertise the project for construction bids. Upon review of project bids, staff will
recommend award to the lowest responsive bidder. For a project of this size and
complexity, the advertisement and award phase may take 4-5 months, with much of that
time allotted to potential bidders reviewing contract documents in order to prepare
accurate bids. Prior to bidding the project City Staff will also hire a Construction
Management company to handle the day-to-day inspections and contractor scheduling.
Start Construction: Approximately 2-3 months following award of contract in alignment
with City approvals and following relocation of Police staffing, materials, and equipment
to an interim location.
Previous Council or Advisory Body Action
Funding for the Police Station Replacement Project was originally identified and funded
in the 2015-17 ($45,000) Financial Plan. Since that time funds have also been allocated
in FY 2017-18 ($15,000) and FY 2019-20 ($50,000) for the continued advancement of
the project. In addition, Council authorized the reallocation of $104,000 to the Police
Station Replacement Project from the Police Department Space Improvements & Carpet
Replacement Project in 2019.
With adoption of the FY21/23 Financial Plan, Council appropriated $100,000 in FY21/2 2
and $300,000 in FY22/23 for continued project development of Major Facility
Replacements CIP projects, including the Police Station Replacement.
Policy Context
Providing a workspace that is both ADA compliant and indifferent to the gender
demographics of PD staff helps promote the Major City Goal of Diversity, Equity, and
Inclusion. Upgrading the mechanical systems utilized by the PD station also provides
opportunities for the implementation of energy efficient systems and environmentally
friendly technologies such as photovoltaics and electric vehicle charging and would help
advance the City goal of being carbon neutral.
Public Engagement
The project will need to be presented to the ARC, PC and finally City Council before
gaining final project approval.
Community outreach efforts will also be implemented to keep the public informed on the
progress of the project as it nears construction.
CONCURRENCE
The Police Department, Administrative Department, Public Works Department, and
Community Development Department are all in concurrence with the project and
recommendations of this report.
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Item 3a
ENVIRONMENTAL REVIEW
This study session itself does not constitute a “Project” under Ca lifornia Environmental
Quality Act (CEQA) Guidelines Section 15378.
Replacement of the Police Facility would require compliance with CEQA guidelines for
construction of the facility. Staff will conduct the necessary level of project specific CEQA
review prior to returning to Council with any recommendation for project construction.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-23
Funding Identified: Yes
Fiscal Analysis:
The estimated cost to replace the Public Safety facility has been fully integrated into the
five-year capital improvement program that was adopted on June 1, 2021 together with the
2021-23 Financial Plan. At this point, the construction of the facility is scheduled for 2025-
26 and the City will issue debt to cover the $52 million construction cost. The budget
forecast incorporated the related annual debt payments coming from the Local Revenue
Measure.
The City’s Municipal Advisor (PFM) provided a long-term evaluation of the City’s capital
improvement needs which considered the bond issuances for the Public Safety facility as
well as the Prado Overpass. The 20-year analysis from PFM concluded that a local
revenue measure allocation of 75% or greater toward capital projects will be sufficient to
fund the long-term capital demand without significant need to defer any projects currently
on the City’s list of projects. The analysis was done with consideration of the City’s
revenue growth assumptions and included an applicable interest for the debt of 5%. City
staff is in the process of assessing the City’s unencumbered physical assets of at least
the value of the amount in borrowing in preparation of the bond issuance.
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Item 3a
Table 2 - Current Projected Schedule and Budget
Fiscal
Year
Task Funding
Amount
Funding Source
2021-22* ARC, PC Presentations and Project
Approval, Building Programming, and
Conceptual Design
$100,000 Local Revenue
Measure
2022-23* 65% Design level Plans, Specifications,
and Estimates
$300,000 Local Revenue
Measure
2023-24 90% Design level Plans, Specifications,
and Estimates, Submit for Permit Review
$400,000 Local Revenue
Measure
2024-25 Final Construction Plans, Specifications,
and Estimates, and Permits, Advertise
project for Construction
$400,000 Local Revenue
Measure
2025-26 Award construction contract, construction
Start
$52,000,000 Debt Financing of
full construction
cost
*Funding appropriated as part of FY21/23 Budget Adoption.
STUDY SESSION FRAMEWORK FOR FEEDBACK TO STAFF
At this study session, Council will receive a summary presentation of this report, hear
input from the public, and provide questions and feedback to staff to guide further policy
and design development for the Police Station replacement. In providing feedback to staff,
below are a series of key focus areas and questions that Council may want to use to
guide the discussion:
Question #1. Is the current schedule for project delivery outlined in Table 2 acceptable
or does Council want to accelerate the project? The timeline presented balances out other
City Capital Project needs such as the construction of the Palm – Nipomo Garage, the
Prado Road Overpass, and the Prado Creek Bridge Replacement projects. Acceleration
of the Public Safety Center would require staff to return to Council to re-prioritize at Budget
Supplement and possibly defer or defund other Capital Project commitments in the
current FY21/23 Financial Plan or following plans.
Question #2. What feedback does Council have regarding the architectural design
presented for the building’s exterior from the provided rendering? As presented, is the
preliminary design acceptable?
Question #3. What input does Council have regarding the size and potential uses of the
community room?
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Item 3a
Question #4. Are there any other questions, comments or concerns that council has
regarding the project as a whole?
ALTERNATIVES
Council could provide feedback in areas other than the example questions listed abov e.
ATTACHMENTS
A – SLO City Facilities Master Plan (October 1988)
B – Police Facilities Master Plan (January 2003)
C – Seismic Evaluation (March 2021)
D – Space Needs Assessment (February 2021)
E – Citygate Associates Staffing Report 2017)
F – Alternative Site Selection Exhibit (January 2017)
Page 33 of 712
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I.
San Luis Obispo
City Facilities
Master Plan
' 1988 to2Q10
OVERVIEW & OPTIONS
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r -
CITY FACILITIES MASTER PLAN
CITY OF SAN LUIS OBISPO, CALIFORNIA
OCTOBER 1, 1988
WEST + DOUBLED EE ARCHITECTS • P.O. Box 1258 • 800 Quintana Suite 2F • Morro Bay, CA 93442 • 805/772-5668
Page 37 of 712
ACKNOWLEDGEMENTS
SAN LUIS OBISPO
CITY COUNCIL
PREPARED BY
RonDunin
Penny Rappa
Peg Pinard
Jerry Reiss
Allen Settle
Mayor
Vice-Mayor
Special appreciation is expressed to the following for contribut-
ing valuable information and assistance to the study.
John Dunn
Toby Ross
David Elliott
Department Directors:
Roger Picquet
Pam Voges
Mike Multari
Bill Statler
Mike Dolder
AnnCrbssey
Jim Gardiner
Dave Romero
Jim Stockton
City Administrative Officer
Assistant City Administrative Officer
Administrative Analyst
City Attorney
City Clerk
Community Development Director
Finance Director
Fire Chief
Personnel Director
Police Chief
Public Works Director
Recreation Director
Other Contributing Individuals:
Jack Kellerman, Terry Sanville, Erwin Willis, Wayne Peterson,
Bill Hetland, Dave Pierce
WEST + DOUBLED EE ARCHITECTS
P.O. Box 1258, 800 Quintana Suite 2F Morro Bay, California 93442
805/ 772-5668
Don Doubledee
Don West
Alisa Bartz
JonMcAlpin
Project Manager
Architectural & Planning Analysis
Communications/Graphics
Graphics
SLO FACILmES MASTER PLAN Page 38 of 712
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Page 40 of 712
SLO FACIUTIES MASTER Pl.AN
SUMMARY AND RECOMMENDATIONS
OVERVIEW
CONTENTS
......... 1
POLICIES ................................ 9
ORGANIZATION INTERRELATIONSHIPS . . . . . . . . . . . . . . 11
PERSONNEL INVENTORY AND PROJECTIONS . . . . . . . . . . 17
INVENTORY OF FACILITIES . . . . . . . . . . . . . . . . . . . . . 23
SPACE PROJECTIONS . . . . . . . . . . . . . . . . . . ...... 43
OPTIONS
CITY HALL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
FIRE STATION NO. 1 ......................... 57
860 PACIFIC (RECREATION OFFICE) . . . . . . . . . . . . . . . . 62
CORPORATION YARD ........................ 66
POLICE STATION ........................... 69
MISCELLANEOUS FACILITIES . . . . . . . . . . . . . . . . . . . . 72
BIBLIOGRAPHY
TABLE OF CONIENrS
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I f. i )
SU1\1MARY AND RECOlVIlVIENDATIONS
Page 43 of 712
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. . ..
PURPOSE
ORGANIZATION
SUMMARY AND RECOMMENDATIONS
The city of San Luis Obispo is facing immediate decisions about
many of its existing facilities:1
• Fire Station No. 1 has documented structural, plumbing and
electrical deficiencies. The site plan and work spaces are cramped
and inefficient.
• City Hall is currently overcrowded and does not effectively
accommodate necessary programs and activities.
• The Recreation Department is located temporarily in a
converted residence which may not be available for long-term use.
• The Corporation Yard needs additional facilities for bulk
storage and covered areas for field crew equipment.
The city has previously dealt with such issues on an individual basis
without considering shared solutions or the benefit of long-term
goals. ·
During budget hearings in 1987, the San Luis Obispo City Coun-
cil requested that no projects proceed without further study of the
city's overall space needs and available facilities. A staff commit-
tee discussed the need for a master plan and drafted a request for
proposals to prepare the plan and to confirm evaluations of the
four projects cited above. As a result of an interview process, West
+ Doubledee Architects was selected to prepare the master plan
and a contract was executed February 2, 1988.
The purpose of the Facilities Master Plan is to provide a logical
and reliable planning tool that will assist city officials in making
immediate and long-term facility decisions.
This report incorporates the findings of previously prepared con-
sultant reports, staff reports, census and economic data, field in-
vestigations, staff interviews and data from city-wide office
workspace questionnaires.
1 City of San Luis Obispo, Reqyest for Proposals to Prepare a Master Plan for City Facilities, December 1987.
SUMMARY AND RECOMMENDATIONS 1.
Page 45 of 712
2.
, '
Preparation of the Facilities Master Plan will occur in four phases
which are summarized below. This document is the product of the
first two phases.
I. OVERVIEW
Research and analysis of existing organization, staffing and
evaluation of existing facilities. Projection of future program
demands, staffing patterns, space requirements and anticipated
facility needs.
II. OPTIONS
Graphic illustration, analysis and economic evaluation of
alternative solutions to identified facility needs along with
consultant recommendations.
III. MASTER PLANNING
Development of specific implementation plans, priorities
and guidelines for immediate and future facilities
development.
IV. ARCHITECTURAL PROGRAMMING
A detailed program of functional, spatial requirements for
projects identified in the master planning phase.
The planning methods required to resolve existing and potential
facility/function conflicts are guided by the initial determination of
one of the following basic strategies:
A Adjust facilities by replacement, modification and/or
expansion to satisfy operational needs.
B. Adjust services, personnel and/or management
strategies to conform to existing facilities.
This report is limited to the examination of solutions to facility
needs within the context of existing city policies and practices (A).
Examination of alternative organizational techniques, personnel
practices and management strategies (B) is not included in this
report.
SUMMARY AND RECOMMENDATIONS
. '
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' . ·, '
POLICIES
SUMMARY AND RECOMMENDATIONS
The Overview section identifies existing city policies that guide
facility planning and land development. These policies are sum-
marized below:
Adequate Facilities:
· The city will plan and program for facilities as needed to provide
and support all city services and programs.
Economic Land Use:
The city will make economic use of land and buildings.
When possible, the city will own (rather than rent) the
facilities required for its ongoing operations.
Convenient Access:
The city will provide for convenient public access to facilities.
Architectural and Historic Sensitivity:
New and remodeled city facilities will be designed to protect
historic and architectural values and to be compatible with existing
development.
Civic Center:
City Hall will remain downtown and the city will reinforce the Civic
Center as the primary location for public facilities.
City Hall Improvements:
The city will improve information records management, meeting
space and storage space at City Hall.
Building Goals:
a. productive work environments
b. safe, energy efficient and easily maintained buildings
c. positive image for the city
d. maximum building service lives
e. attractive recreation facilities
3.
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ORGANIZATION
INTERRELATIONSHIPS
FACILITY INVENTORY
PERSONNEL INVENTORY
AND PROJECTIONS
4.
' '
This study investigates and documents departmental inter-
relationships and linkages .. Four interrelated and overlapping
groups are identified. Group One includes the City Council, City
Attorney, and the City Administrative Officer. It is important for
Group One to have a high degree of privacy in an area that
provides convenient, inter-departmental access. Group Two con-
sists of the City Council, City Clerk, Finance, Personnel and the
City Administrative Officer. This group should also have adjacen-
cy to facilitate constant daily contact between departments.
Group Three consists of Community Development, a portion of
Public Works and the City Administrative Officer. This group
needs to be closely linked for frequent contact. Groups One, Two
and Three should be located in City Hall. Group Four includes:
most of the Public Works Department (primarily located at the
Corporation Yard); and the Police, Fire and Recreation Depart-
ments (each located in separate facilities). It is not necessary for
these departments to be located in City Hall.
The city owns more than 100 properties. Of these, 21 facilities con-
tain most of the city's programs and employees. This study specifi-
cally addresses these 21 facilities in detail. Each facility is
evaluated for its physical condition, use of space and development
potential.
Fire Station No. 1, City Hall, the "old" City/County Library and the
Recreation Department offices are rated deficient in condition
and space use categories. The Corporation Yard and the City Hall
site are rated high for their development potential.
The city has permanent, temporary and contract employees as well
as contracts with private industry for services that might be other-
wise provided by city employees. Currently, the city has more than
300 permanent employees, more than 100 temporary employees
during the seasonal peak and a variety of service contracts with
private industry including reproduction, mailing and building
maintenance. Since 1980, temporary employees and contracted
services have increased significantly while permanent staff has in-
creased at a slower rate. In 1988 the city established procedures
to manage the growth of the workforce and staff costs. These pro-
cedures are expected to slow growth of temporary staff, convert
SUMMARY AND RECOMMENDATIONS
. '
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' . ' '
SPACE PROJECTIONS
SUMMARY AND RECOMMENDATIONS
some long-standing temporary positions to permanent posi-
tions,and increase the use of private industry to provide public ser-
vice.
The permanent city workforce has increased at a rate of 3.0 per-
cent per year for the last ten years. This compares with a 1.3 per-
cent annual rate of population increase, a 5.4 percent annual rate
of county-wide employment growth and a 6.2 percent annual rate
of retail sales growth in the city.
Future growth in the workforce depends on the types and levels of
service provided, how the services are provided and the overall
growth of the community and county. Based on expected com-
munity growth, existing service trends and anticipated programs,
growth of the workforce is expected to be between two and three
percent per year. This would mean that the city would have a
workforce of 450 to 575 permanent employees and that City Hall
would have 150 to 200 total employees by the year 2010.
Analysis indicates that only 55 to 65 employees can be efficiently
housed in the 20, 134 square foot City Hall in the current configura-
tion, including occupancy of areas of the basement that are less
than desirable for use as office space. There are currently more
than 80 employees working in the building. Approximately 18,000
additional square feet will be required to comfortably and effi-
ciently house existing employees and public functions at this loca-
tion. By the year 2010, an additional 10,000 to 20,000 square feet
may be required.
The Corporation Yard facilities were planned to provide for a staff
of 91 to serve a city population of 55,000 to 60,000. Projections,
however, indicate that the Operations and Maintenance buildings
may reach design capacity as soon as the year 1995 at a city popula-
tion of 45,000 to 48,000. Planned warehouse and toxic storage
buildings have not been constructed. The continuing need at the
Corporation Yard is for storage facilities and shelter for vehicles
and equipment.
The labyrinth of corridors in the Police Station contribute to the
high ( 40%) percentage of support area. A support area of 30 per-
cent is more typical of this type of facility. Additional space may
5.
Page 49 of 712
6.
' <
be needed before 1995 and up to 10,000 square feet of additional
space, needed by 2010.
Fire Station No. 1 has a very low percentage of support area due
to the poor circulation pattern. Internal circulation through office
areas is disruptive and inefficient. This two bay facility is operat-
ing as a four bay fire station and the 9,600 square foot building has
an existing space deficiency of between 5,000 and 7,000 square
feet.
The Recreation Department has historically been the fastest grow-
ing department. The existing 2, 700 square foot office space in the
converted residence at 860 Pacific is inefficient and slightly defi-
cient for current needs. A need for an area of 3,500 to 4,000 square
feet is projected by 1995 and up to 6,500 square feet by 2010. This
office area would be best located within a large recreation center.
It is anticipated that the community will be inclined to support con-
struction of a new, large recreation facility before 2010. Such a
facility should include the administrative and office areas.
SUMMARY AND RECOMMENDATIONS
. '
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GvVV o
o
35a
Sftf
■ .^OLi'Cl
-•- •
City of San Luis Obispo
POLICE
FACILITIES
MASTER
PLAN
Final Report
January 2003
Daniel C. Smith and Associates, Inc.
2150 Capitol Ave. Suite 210
Sacramento, CA 95816
Kaplin McLaughlin Diaz Architects
222 Vallejo Street
San Francisco, CA 94111
Page 133 of 712
City of San Luis Obispo
Police Facilities Master Plan
Table of Contents
Introduction.........................................................................................................................................1
Background...................................................................................................................................... 1
Section 1: Service Demand and Staffing
Introduction........................................................................................................................................ 3
Methodology.................................................................................................................................... 3
Population...........................................................................................................................................5
Historical Trends.........................................................................................................,................... 9
Comparative Cities Analysis............................................................................................................13
Macro-Level Alternative Staffing Futures.................................................................................. 14
Detailed Staffing Plan.......................................................................................................................17
Section 2: Projected Facility and Parking Requirements and Existing Facility Conditions
Parking Requirements.......................................................................................................................20
Employee, Volunteer and SNAP Parking.........................................................................................20
Department Vehicle Parking.............................................................................................................20
Visitor Parking................................................................................................................................. 21
Total Number of Parking Spaces and Area Requirements...............................................................21
Existing Police Department Facilities and Site................................................................................22
Section 3: Facility and Site Planning Options
Introduction..................................................................................................................................... 26
Master Planning Options................................................................................................................ 26
Facility Options Advantages and Disadvantages......................................................................... 31
Evaluation of Options and Recommended Actions............................................................... 32
Recommendations........................................................................................................................... 36
Section 4: Communication Center Relocation
Relocation of the Communication Center........................................................................................37
Existing Conditions...........................................................................................................................37
Appendix A: Detailed Staffing Plan........................................................................................... A-l
Appendix B; Workstation Standards........................................................................................... B-l
Appendix C: Detailed Space Program ...........................................................................................C-l
Daniel C. Smith and Associates/KMD Architects Page 1
Page 134 of 712
City of San Luis Obispo
Police Facilities Master Plan Introduction
INTRODUCTION
In January 2002 the City of San Luis Obispo Police Department requested the services of a
consultant to prepare a Master Plan for Police Facilities for a twenty-five year planning period.
In addition to the overall planning objectives of identifying long range facility needs, the
department also requested that the short term relocation of the Communication Center be
identified in the context of the long range expansion options available to the city.
The consultant team of Daniel C. Smith and Associates and KMD Architects was selected to
develop the Master Plan for the Police Department. The project was initiated during the second
week in June 2002. The team conducted issued a data collection questionnaire, conducted
interviews, gathered demographic and related data and surveyed existing questionnaires.
The information derived from this process was utilized to prepare two interim reports. The first
report, Service Demand and Staffing, was presented in August 2002. This document contained
detailed analysis of the historical and projected city population, demands for Police service and
the Police Department staff necessary to accommodate these service demands.
A second report was also presented in August detailing the existing size and conditions of the
present San Luis Obispo facilities. A third report was presented and reviewed in October 2002.
This report detailed the space requirements for the next twenty-five years in five-year
increments.
This document represents the culmination of the consultant team's efforts and presents the Police
Facilities Master Plan including facility development options, site requirements and costs. It also
includes an analysis of the relocation options for the Communication Center. This document
incorporates the previously presented material revised from the Police Department review
process.
BACKGROUND
The City of San Luis Obispo is a municipality of 44,450 residents located in the central coast
region of the state. It is in close proximity to California Polytechnic State University (18,000
enrollment) and Cuesta Community College (9,000 enrollment). Highway 101, a major north and
south route, bisects the city. The city has an incorporated area of 11 square miles. The residential
community is fairly affluent and housing prices are higher than the state average. At the same
time, however, a significant portion of the city housing stock accommodates the student
population, normally with a high occupancy rate per dwelling. The somewhat diverse nature of
the city population impacts the public safety issues and attitudes.
The San Luis Obispo Police Department presently has 90 regular staff (61 sworn and 29 non-
sworn). The department uses volunteers and temporary (student) staff to supplement their
operations.
Daniel C. Smith and Associates/KMD Architects Page 1
Page 135 of 712
City of San Luis Obispo
Police Facilities Master Plan Introduction
The department facilities are located mainly on a site bound by Walnut, Santa Rosa, Osos Streets
and Highway 101. The site has approximately one acre of available land. The site is susceptible
to flooding on the northern portion. The original police building was opened in 1969 and
provided approximately 8,000 to 9,000 net square feet and 10,000 to 12,000 gross square feet. In
1983 a two-story addition was added on the southern end of the original building. This addition
brought the total square footage of the building up to 15,600 gross square feet and 12,800 net
square feet. In the 1990’s the department acquired a small residence on the southern portion of
the site. This facility provides for 788 square feet. In addition, the department purchased a pre
fabricated structure to house property and evidence and to provide an area to conduct forensic
testing on vehicles. This provides for an additional 600 to 800 square feet. The Police
Department also has a donated office space in the downtown area that is utilized as a satellite
facility primarily by the bicycle patrol.
Organizationally the department is divided into three units, the Office of the Chief,
Administration Bureau and Operations Bureau. The department’s communications unit provides
dispatch for both City Police and Fire services. The department provides only temporary arrestee
holding and all long-term incustody individuals are booked into the county jail. There are a
number of facility issues presently facing the department. These are summarized as follows:
■ Existing support spaces (i.e., lockers, general storage, evidence storage) are insufficiently
sized to meet present needs;
■ The Communication Center is substantially undersized in an area susceptible to flooding and
lacks basic employee support space;
■ The department is decentralized to some extent with two facilities on the site;
■ Employee and public parking is in very short supply; and
■ Some areas are inefficiently utilized (public lobby).
As the department grows in the future it is essential that it have a master plan to address these
existing deficiencies while at the same time providing orderly growth.
This report is structured to provide that master plan and is organized as follows:
Section 1:
Section 2:
Section 3:
Section 4:
Service Demand and Staffing Projections
Existing Facilities and Parking Requirements and Existing Facilities Conditions
Facility and Site Planning Options
Communication Center Relocation
Daniel C. Smith and Associates/KMD Architects Page 2
Page 136 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
SECTION 1: SERVICE DEMAND AND STAFFING
Introduction
The primary focus of this section is to document the development and details of the staffing plan
that will serve as the foundation for formulating the facilities space program provided in the next
section of this report.
Specifically, this section will:
Provide an explanation of the methodologies used by the Consultant to develop the staffing
projections and plan addressed below.
Document historical and projected population levels for the City of San Luis Obispo and the
region.
Examine the historical volume of police calls for service (CFS) and associated reported
crimes relative to population change.
Provide an historical analysis of the San Luis Obispo Police Department’s staffing levels
versus population, calls for service, and other workload data.
Provide a comparative analysis of the City’s police per capita to selected cities that are similar
to the City of San Luis Obispo.
Formulate logical alternative macro-level staffing futures and provide an analysis.
Provide a detailed staff program that will be utilized for facility programming and planning
purposes.
Methodology
In order to develop a logical forecast of police staffing levels, and subsequently, specific staffing
plans, the Project Team adopted a philosophy which in the broadest sense entails:
Comprehending past and current conditions.
Ascertaining the projected population of San Luis Obispo in the year 2027.
Understanding the City’s character and socio-demographic make-up.
Anticipating any potential changes in the types of services that the Police Department would
deliver and identifying how the delivery of those services would change and/or evolve.
The specific methodology that the Project Team used included, but was not limited to:
1. Data Acquisition and Fact Finding: The Project Team collected the following baseline set of
data from the agencies listed below:
City Planning - population estimates and forecast; annexation and building development
information; college enrollment and housing data.
City Police Department - historical service demand and staffing data
Federal Bureau of Investigations -comparative cities staffing and reported crime levels.
Daniel C. Smith and Associates/KMD Architects Page 3
Page 137 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
2. Understanding and Validating the Acquired Data: The Project Team reviewed the collected
information to assure that the latest information was being used and to identify any
inconsistencies or large changes in recorded the data from year to year that might indicate a
change in recording and/or classification methods. Where inconsistencies where found, the
Consultant Team discussed them with appropriate City personnel to understand the underlying
causes, and to either discount or adjust certain data as necessary.
3. Distribute Questionnaires to, and Conduct Interviews with Department Management: The
Consultant Team developed questionnaires that were distributed to department management
which queried them to provide historical staffing and their best estimate of future staffing
needs. Additional questions involved assessing the potential for: a) departmental
reorganizations; b) changes in the types of services that would be provided; c) how those
services would be provided; and, d) other operational issues that could affect future staffing
levels.
4. Historical Analysis of Population, Service Demand, and Staffing Trends: The Project Team’s
analysis included:
Comparing annual changes in the volume of police calls for service, workload, and staffing
levels versus population in terms of rates per 1,000 population.
Correlating past staffing levels to population, calls for service, and crime levels per capita.
5. Ascertaining and Documenting City-Provided Population Estimates and Projections for Staff
Forecasting Purposes: This process entailed:
Obtaining the latest estimates of total city population versus established population
projections that were developed in 1994.
Adjusting the initial set of population projections for current year (2002) and those in prior
years based on the latest population estimates.
Understanding the maximum growth that the City expects could occur under any logical
foreseen circumstances.
6. Obtaining Comparative Police Staff Versus Population Levels for Similar Cities:
Police staffing and crime data was collected for nine comparative cities with current
population levels approximate to that forecasted for year 2027 in San Luis Obispo.
Further, because the State University’s student population places significant demand on the
SLOPD, four of the nine cities were selected specifically because they have either a State
University, or University of California campuses either within, or located close to their
municipal boundaries.
The Consultant Team then disaggregated the comparative cities into two primary groups,
those cities having substantial higher education facilities, and those that do not, to see if there
were any substantial differences or trends between the two in terms of staffing per capita and
crimes per capita.
7. Develop logical alternative macro-level staffing futures: The Project Team formulated
alternative staffing futures using the following methods:
Daniel C. Smith and Associates/KMD Architects Page 4
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City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Applying selected historical alternative SLOPD staffing per capita and demand for service
rates to projected population levels.
Applying comparative staffing levels versus population to the projected population of San
Luis Obispo.
8. Formulate a definitive macro-level (bottom-line) forecast of staff requirements: This task was
accomplished by:
Analyzing the likelihood of each alternative projection being realized, by taking into account
expected changes in city revenues, funding levels, types of services to be delivered, service
delivery methods, and changes in organizational structure.
Conducting a workshop with city staff to present the Project Team’s findings, obtain
comment, and ultimately refine the projections as appropriate.
9. Documenting definitive staffing plans oil a position-bv-position basis: This task entailed:
Developing position-by-position staff projections for each department.
Providing draft projections for city review and comment.
Refining the plan as a result of a specific workshop dedicated to this task.
Population
i ntroduction: Population growth is one of the most important generators of demand for public
safety services. As such, the Project Team conducted a thorough analysis of past population
trends and projections. Since the City of San Luis Obispo: a) is the County Seat; b) lies along the
Highway 101 corridor; c) serves as a regional commercial center; and, d) has a State University
located close by, the Project Team also took into account regional population change, potential
student enrollment changes, and the maximum possible build-out scenario for the City.
Historical Population Estimates - Findings: Exhibit 1.1 provides detailed data regarding County
and City population change between 1990 and 2002.
Daniel C. Smith and Associates/KMD Architects Page 5
Page 139 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Exhibit 1.1
Historical Population Estimates
Total Total % Avg. Ann.
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Increase Increase Rate
City 41,958 42,100 42,650 42,900 43,200 42,100 41,404 41,807 42,201 42,446 43,027 43,739 44,450 2,492 6% 0 48%
County 217,162 219,300 222,000 224,500 227,000 229,200 231,900 235,700 239,100 242,100 249.900 256,915 264,127 46.965 22% 164%
Historical Population Change
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
----------------- 350,000
-♦.--♦***
400,000
300,000
250,000
£5
200,000 § o O
150,000
100,000
50,000
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
—o— City - - ♦ - - County
Source: California Department of Finance
As shown:
The City’s population increased from 41,958 to 44,450, or 6%. The corresponding average
annual compound rate equaled 0.46%.
In contrast, the County’s population increased by 46,965 persons, from 217,162 to 264,127.
The total increase of 22%, which occurred at an average compound annual growth rate of
1.64% was nearly three times the City’s growth rate over the same time period.
Projected City and County Full-Time Resident Population: Exhibit 1.2 provides San Luis Obispo
City and County population projections from 2002 through year 2027. City population projections
were provided to the Consultant Team by City Planning through year 2022, where the year 2027
figure was extrapolated by the Consultant Team. County projections were obtained from the
County of San Luis Obispo Long-Range Planning Department which were documented from year
2000 through year 2030 in the five-year planning increments. Therefore, the Consultant Team
interpolated the figures shown for years 2007, 2012, 2017, 2022, and 2027 assuming straight-line
growth for the intervening years not listed in the baseline data.
Daniel C. Smith and Associates/KMD Architects Page 6
Page 140 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Exhibit 1.2
City and County Population Projections
Total Total % Avg. Ann.
2002 2007 2012 2017 2022 2027 Increase Increase Rate
City Population 44,450 49,700 52,200 54,900 57,200 59,500 15,050 34%1.17%
County Population 264,127 273,028 293,138 314,848 338,512 364,388 100,261 38% 1.30%
Historical Population Change
80,000
70,000
60,000
50,000
g 40,000
20,000
10,000
0
. 4 - ‘ ■ T,’
. - • ’ ” T
............
._____4-'"
- _ J___________' _
_______________- —
500,000
- 450,000
400,000
350,000
&
250,000 § o U
100,000
50,000
0
2002 2007 2012 2017 2022 2027
—□— City Population - ■ ♦ - - County Population
Note that the City population projections include all expected areas to be annexed, which will
contain approximately 1,820 yet to be developed housing units, assumed by City Planning to have
an average household size of 2.2 persons.
As demonstrated in Exhibit 1.2, between 2002-2027:
The City’s total population will increase by 15,050 persons, or 31%. The corresponding
average annual increase equates to 1.17%: a growth rate that is nearly two and half times
faster than what has occurred since 1991. Total population will increase from 44.450 to
59,500 over the stated timeframe.
Total County population growth will generally occur at the same rate as City increases.
Daniel C. Smith and Associates/KMD Architects Page 7
Page 141 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Total population will increase by 100,261 persons, or 38%, and will occur at an average
annual rate of 1.30%. Total County population will increase from 264,127 to 364,388
between years 2002 and 2027. Total County population growth will also occur at a rate
somewhat lower than what has occurred in the past, 1.30% versus 1.64% annually.
The City-provided population forecast was developed in 1994, and since that time, growth has
failed to increase at the projected rate. In fact, for year 2002, the City population was forecasted
to reach 47,300, where in contrast, the latest city estimates place total population at 44,450
persons. Using 1990 as baseline, the forecast had called for population to increase by 13%, where
in reality it only increased by 6%, or less than half the rate originally predicted. Will City
population growth continue to lag behind the forecast? Only time will tell. Regardless, the year
2027 forecast is founded on the premise of City build out being attained in that year.
Service Population and Land Use:
Another factor that will impact facilities needs is the “service population” of the community. For
the purposes of this report, “Service Population” is the number of persons actually serviced by the
Police Department during a given time period. The size of the service population is driven by a
host of factors, including but not limited to: a) employment; b) student enrollment base; c) retail
volume; d) recreation, leisure, and entertainment venues; e) special events; and, f) other factors.
As a consequence, concrete figures quantifying the service population remain elusive. However,
the City’s best estimate is that the current service population lines somewhere between 74,000 and
78,000 on a daily basis. These figures vary based on season, day of the week, and time of day.
Additionally, Cal Poly University, which lies outside of the City’s Urban Growth Boundary,
projects that the student population will increase by 3,000 students over the long-term. The
University intends to provide housing for all of the additional students on campus, for which the
University Police provide law enforcement services.
Looking towards the future, proposed land annexations include potential uses that could drive
significant increases in the volumes of traffic, persons commuting to jobs, and mixed uses that will
result in increased volumes of “calls for service” (CFS) related to these uses. These include traffic
accidents, shoplifting, driving under the influence, and a myriad of other calls. Recommendations
for this report take into consideration these factors.
Nevertheless, considering the nature of this facilities planning study and that any new facilities
should last well beyond the established 25-year planning horizon, the City should not only focus
on when build-out will occur and the size of the service population, but rather what is required in
terms of police staff and facilities to service the build-out full-time resident population that has
been forecasted as well as the impacts of the service population.
The impacts of service population and land use can be measured in terms of “calls for service”
(CFS), the volume of which in turn affects “available officer time.” These subjects are addressed
below.
Daniel C. Smith and Associates/KMD Architects Page 8
Page 142 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Historical Trends - Demand for Police Services and Staffing Levels
Explanation of Data: Six years of police-related historical data was collected and analyzed by the
Consultant Team. For the purposes of this report, historical demand for police services has been
quantified in terms of: a) calls for service (CFS); b) reported crimes; and, c) arrests. The
Consultant Team used only the CFS data from 1998 through 2001 for this analysis in order to
assure consistency in the baseline data. Reported crime and arrest data for the established six-year
historical period was readily available and was deemed to be recorded consistently.
For each major area (CFS, Reported Crime, Arrests, and Staff) the Consultant Team has
categorized the data in terms of totals/volume, corresponding rates per 1,000 population; and the
minimum, average, adjusted average, and maximum rates per 1,000 population that occurred
during the established historical time periods. The adjusted average rate was determined by
excluding the years where the maximum and minimum rates occurred and then averaging the data
for the remaining years.
Findings -Calls for Service Versus Population and Related Staff Impacts: Exhibit 1.3 shows that
over a four-year period from 1998-2001:
Total calls for service increased by 1,616, or 6.0%. This increase was nearly twice the rate of
city population growth which increased 3.6%.
However, when office-initiated calls are excluded from this total, public-initiated CFS
actually declined by 4.1%, and the CFS rate per 1,000 population decreased correspondingly,
from 592 to 568.
It is important to note that although the City is a regional center and the County Seat, the
reduction in public initiated calls for service is even more pronounced when compared to the
10% increase in County population.
In contrast, officer-initiated calls for service increased by 86%. Nowhere is that more evident
than downtown, particularly during the evening hours and especially on weekends. There
have been significant increases in alcohol related arrests, citations, and crime. Most of these
take place during the late evening and early morning hours and are directly related to the
entertainment and bars in the downtown.
As a result of the above trends, the “available time” figures related to Police Department
staffing levels has been negatively impacted. “Available time” is that period during which
officers are not busy with other calls or enforcement activities, and time that they therefore
can denote to visible patrol and crime deterrence. The City’s adopted safety element
currently identifies a 30% “available time” level as the objective for patrol response. The
most recent activity figures from year 2001 show that the department was unable to meet this
objective for nearly every month.
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City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Exhibit 1.3
Calls for Service Vs Population
Data_________________________________Analysis
1996 1997 1998 1999 2000 2001 Change % Change
Workload Generators
City Population 42,201 42,446 43,027 43,739 1,538 3 6%
Calls for Service - Volume
Public Initiated 24,996 23,402 24,671 24,856 (140) -0.6%
Officer Initiated 1,892 2,667 3,272 3,648 1,756 92,8%
Total 26,888 26,069 27,943 28,504 1,616 6.0%
Calls for Service - Per 1,000 Pop
Public Initiated 592 551 573 568 (24) -4,1 %
Officer Initiated 45 63 76 83 39 86.0%
Total 637 614 649 652 15 2 3%
Calls for Service - Rates Per 1.000 Pod. - Analysis
Public Initiated Min. Rate:551 Avg. Rate 571 Adj. Avg.571 Max Rate 592
Officer Initiated Min. Rate:45 Avg. Rate 67 Adj. Avg.69 Max Rate 83
Total Min. Rate:614 Avg, Rate 638 Adj. Avg. 643 Max Rate 652
Findings - Crime Levels Versus Population: Exhibit 1.4 shows that over a six-year period from
1996-2001:
Total reported crimes increased by 2,484 incidents, or 47.2%. Correspondingly, the rate of
total crimes per 1,000 population increased from 127 to 177. Does this data indicate that the
City is become less safe and more prone to crime? Quite the contrary, as supported by the
following two factors:
The volume of serious crime (Part 1 Crimes) increased only 3.7% during this timeframe -less
than the increase in population. Therefore the rate of serious crimes per 1,000 population
actually declined from 49 to 48 per 1,000.
Part 2, or less serious crimes volume, which increased by 74.7%, clearly seems to be related
the increase in officers placed on the street and the volume of officer initiated calls, which
increased by 92.8%. It also appears result from more aggressive enforcement of a “zero-
tolerance” policy, as evidenced by a more detailed review of reported crime, which for
example, shows substantial increases in liquor violations.
Therefore, the statistics reflect a common trend experienced nationally, where community-based
policing programs combined with proactive, zero-tolerance policies place more officers on the
street, allowing them to make more arrest for minor offenses, before more serious crime becomes
an issue. In a sense, then, Part 2 crimes rates and officer-initiated calls for service can be self
generating numbers.
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Page 144 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Exhibit 1.4
Crime Levels Vs Population
Data Analysis
1996 1997 1998 1999 2000 2001 Change % Change
Reported Crime
Crime - Volume
Part 1 Crimes 2,038 1,925 2,228 2,020 2,162 2,114 76 3 7%
Part 2 Crimes 3,225 3,113 3,752 4,123 5,273 5,633 2.408 74.7%
Total 5,263 5,038 5,980 6,143 7,435 7,747 2,484 47.2%
Crime - Per 1.000 Pod
Part 1 Crimes 49 46 53 48 50 48 (1)-1.8%
Part 2 Crimes 78 74 89 97 123 129 51 65.3%
Total 127 121 142 145 173 177 50 39.3%
Reported Crime Rates - Per 1.000 Pod - Analysis
Part 1 Crimes Min. Rate:46 Avg. Rate 49 Adj. Avg.49 Max. Rate 53
Part 2 Crimes Min Rate:74 Avg. Rate 98 Adj. Avg.97 Max Rate 129
Total Min Rate:121 Avg. Rate 147 Adj. Avg.147 Max. Rate 177
Findings - Staff Versus Population: Exhibit 1.5 (shown on next page) shows that over the five-
year period from 1996-2001:
Arrest rates increased 16%, or nearly three times the increase in population.
Essentially all of the increase was due to an increase in adult arrests, as juvenile arrest actually
declined between 1996 and 1999, and then returned by 2001 to exactly the volume
experienced in 1996.
Overall, the total arrest rate per 1,000 population increased from 65.9 to 72.4.
Felony arrests declined by 22%, while misdemeanor arrest increased by 16.6%.
These statistics again confirm the effects of placing more officers on the street and more
aggressively implementing zero-tolerance policies.
Findings - Staff Versus Population: Exhibit 1.6 shows that over the five-year period from 1996-
2001:
Staffing levels increased by 7.5 full-time positions, or 9.1%
This increase was essentially divided evenly between sworn and non-sworn staff.
The rate of staff increase was significantly higher than population which grew by 5.6% over
the same timeframe.
The higher growth rate in staff equates to a rise in staff per 1,000 population, from 1.98 to
2.05.
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City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Exhibit 1.5
Arrests Vs Population
Data Analysis
1996 1997 1998 1999 2000 2001 Change % Change
Arrests
Arrest Volume
Adult
Juvenile
2,451
278
2,300
268
2,165
225
2,265
225
2,716
284
2,887
278
436 17 8%
0 0%
Total 2,729 2,568 2,390 2,490 3,000 3,165 436 16,0%
Felony 483 496 458 350 404 398 (85)-17 6%
Misdemeanor 2,246 2,072 1,932 2,140 2,596 2,767 521 23.2%
Total 2,729 2,568 2,390 2,490 3,000 3,165 436 16 0%
Arrests Per 1,000 Pop.
Adult 59.20 55 01 51.30 53.36 63.12 66.01 681 11 5%
Juvenile 6.71 6.41 5.33 5.30 6.60 6.36 (0.36) -5 3%
Total 65.91 61 43 56.63 58.66 69.72 72,36 6.45 9 8%
Felony 11.67 11.86 10.85 8.25 9.39 9.10 (2 57) -22 0%
Misdemeanor 54.25 49.56 45.78 50.42 60.33 63.26 9.02 16 6%
Total 65.91 61,43 56.63 58,66 69.72 72.36 6 45 9 8%
Arrests - Kales Per 1,000 Pop: Analvsis
Felony Min. Rate: 8.25 Avg. Rate 10.19 Adj. Avg,1025 Max Rate 11 86
Misdemeanor Min. Rate:45.78 Avg Rate 53.93 Adj. Avg, 53.64 Max. Rate 63 26
Total Min. Rate: 56.63 Avg. Rato 64.12 Adj. Avg.63.93 Max. Rate 72.36
Exhibit 1.6
Staff Vs Population
Data Analysis
996________1997_______1998_______1999_______2000________2001 Change % Change
Workload Generators
City Population 41,404 41,807 42,201 42,446 43,027 43,739 2,335 5.6%
Staffing Levels
Authorized Positions
Sworn Staff 57.0 57.0 57.0 59.0 61.0 61.0 4.0 7.0%
Non-Swom Staff 25.0 25.0 25 0 26.0 27.5 28.5 3.5 14 0%
Total 82.0 82.0 82.0 85.0 88.5 89.5 7.5 9 1%
Authorized Positions -Per 1.000 Poo.
Sworn Staff 1.38 1.36 1.35 1.39 1.42 1.39 0 02 1.3%
Non-Swom Staff 0.60 0.60 0.59 061 0.64 0.65 0.05 7.9%
Total 1.98 1.96 1.94 2.00 2.06 2.05 0.07 3 3%
Authorized Positions - Rates Per ! .000 Poo. - Analvsis
Sworn Staff Min. Rate:1.35 Avg. Rate 1.38 Adj. Avg.1.38 Max. Rate 1 42
Non-Swom Staff Min, Rate:0.59 Avg. Rate 0.62 Adj. Avg,0.61 Max. Rate 0 65
Total Min. Rate:1.94 Avg. Rate 2.00 Adj. Avg.2.00 Max. Rate 2.06
Daniel C. Smith and Associates/KMD Architects Page 12
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City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Comparative Cities Analysis
Explanation of the Data: Exhibit 1.7 provides comparative population and staffing levels for nine
selected cities with populations ranging between 54,593 and 69,400 (year 2000 data). As
mentioned previously, the nine cities were categorized into those that have State higher education
facilities and those who do not. For each city the Consultant Team compiled comparative staffing
data aggregated by total, sworn, and non-sworn staff.
Findings: As shown below, for those cities which have either California State Universities or
University of California campuses:
The average total staff ratio per 1,000 population is 2.06.
Comparatively, San Luis Obispo corresponding ratio is nearly identical, at 2.01 total staff per
1,000 population.
Probably the most similar city to San Luis Obispo is Chico, considering: a) its State
University b) the size of its student body; c) it is somewhat remote from other large cities; d)
being a regional commercial center; and, e) being located along a major state transportation
corridor. As demonstrated, Chico’s total staff per 1,000 population of 1.97 is nearly identical
to San Luis Obispo’s.
Sworn staff comparisons, between San Luis Obispo versus the combined cities average, and
Chico’s ratio are also nearly identical.
Given the small number of cities that had similar populations to what is forecast for San Luis
Obispo and that had either a State University or University of California Campus, the Consultant
Team also compiled staffing levels for all California with populations ranging from 56,000 to
69,000. Again, with the exception of the City of Turlock, all subject cities total staff and sworn-
staff per 1,000 population rates were very close to that of San Luis Obispo. It is important to note
that these cities also had only slightly lower staff versus population rates than those cities which
did have major campuses associated with them. Flence, municipal police staffing levels seem to
be relatively unaffected by the presence, or lack of a major college campus.
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City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Exhibit 1.7
Police Staff Per 1,000 Population - Comparative Cities Analysis
City
2000 Staff Staff Per 1,000 Pop.
Pop.Total Sworn Civilian Total Sworn Civilian
Cities w/State Colleges/Universities
Chico 59,954 118 85 33 1.97 1.42 0.55
Davis 63,500 84 54 30 1.32 0.85 0.47
Santa Cruz 54,593 130 100 30 2.38 1.83 0.55
Palo Alto 60,500 160 96 64 2.64 1.59 1.06
Totals/Averages 238,547 492 335 157 2.06 1.40 0.66
(Less Palo Alto) 178,047 332 239 93 1.86 1.34 0.52
San Luis Obispo 43,027 90 61 29 2.08 1.42 0.66
Cities without State Colleges/Universities
Turlock 69,400 89 62 27 1.28 0.89 0.39
Lodi 59,400 115 80 35 1.94 1.35 0.59
National City 58,100 117 84 33 2.01 1.45 0.57
San Rafael 56,700 114 70 44 2.01 1.23 0.78
Petaluma 56,100 103 70 33 1.84 1.25 0.59
Totals/Averages 230,300 449 304 145 1.95 1.32 0.63
San Luis Obispo 43,027 90 61 29 2.08 1.42 0.66
Macro-Level Alternative Staffing Futures
Exhibit 1.8 provides a logical range of police staff growth that San Luis Obispo could expect to
experience, based on applying the previously discussed historical trends and comparative cities
analysis to the expected build-out city population of 59,500 persons.
Explanation of the Alternative Futures: During the initial phases of the project, and prior to this
analysis, the Consultant Team requested the Police Department to independently generate its own
detailed staff projections on a position-by-position basis using its best judgment. This scenario is
shown on line 4. All other scenarios (designated lines 1-3 on the matrix below) are based on
applying selected staff per 1,000 population rates to projected total city population levels.
The purpose of developing these statistically-based alternatives was to provide the City and
Department with a cross-check of the raw, grass roots estimates provided by Department, and
place them within logical parameters as defined by historical trends within the city and other
comparative cities.
Daniel C. Smith and Associates/KMD Architects Page 14
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City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Exhibit 1.8
Police Staffing - Alternative Futures
Alternative
Applied
Rate 2002 2007 2012 2017 2022 2027
Total
Increase
Percent
Increase
Population 44,400 49,700 52,200 54,900 57,200 59,500 15,100 34%
Alternative Staff Futures
i SLO Staff Per 1,000 Pop. (1996-2001 Adj. Avg. Rate)1 998 89.5 99.3 104.3 109.7 114.3 118.9 29 4 33%
2 Comp. Cities Staff Per 1,000 Pop (Avg. Group 1*) 2.062 89.5 102,5 107.7 113.2 118.0 122.7 33 2 37%
3 Comp. Cities Staff Per 1,000 Pop (Santa Cruz)2.381 89.5 118.3 124.3 130.7 136.2 141 7 52.2 58%
4 Department Generated Projections1
* Group 1 - All comparable cities with IJniversities/Colleges
89.5 101.5 111.0 125.0 135.0 146.8 57.3 64%
■o-
.*•■O'-
P-
,x '
r *
—□— SLO Staff Per 1,000 Pop
(1996-2001 Adj. Avg. Rate)
--A-- Comp, Cities Staff Per 1,000
Pop (Avg. Group 1)
- -o - - Comp. Cities Staff Per 1,000
Pop (Santa Cruz)
- - -X- ■ - Department Generated
Projections
2002 2027
Daniel C. Smith and Associates/KMD Architects Page 15
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City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Analysis of Alternatives: The exhibit above demonstrates that the resulting alternative futures
would result in staffing levels by year 2027 ranging between 118.9 and 146.8 positions. The total
increases in staff over 2002 levels would range from a low of 29.4 to 57.3 -quite a wide range of
increases, that require further analysis in order to arrive at a recommended staffing level for
facility planning purposes.
Analysis of these alternatives by Consultant Team yielded the following conclusions:
Scenario 1 data represents a realistic minimum staffing future. Under this alternative, staff
increases would closely parallel population, as a result of applying the 1996-2001 adjusted
average rate of 1.998 staff per 1,000 population. Under this scenario total staff would
increase by 29.4 positions or 33%. Although the Department experienced a slightly lower
historic minimum rate of 1.94 staff per 1,000 population, this occurred only in a single year.
Scenario 2 data represents a logical staffing future that is somewhat higher than the minimum
scenario. This future was generated by applying the average police staffing rate per 1,000
population of the comparable cities that have university campuses to San Luis Obispo’s
projected population increases. Note that applied rate of 2.06 total staff per 1,000 population
is essentially identical to the SLO PD’s rate of 2.05 total staff per 1,000 population that was
experienced in year 2001. Under this scenario total staff would increase by 33.2 positions, or
37%.
Scenario 3 data represents a more aggressive future that results from applying the City of
Santa Cruz’s total staff per 1,000 population rate to San Luis Obispo’s projected population
increases. Staffing to this projected level would result in an additional 52.2 staff, or a 58%
total increase above current levels.
However, the Consultant Team’s believes that Santa Cruz’s proximity to the “Bay Area” and
its higher level of tourism means that this city is probably not truly comparable. Indeed, a
comparison of FBI Crime Index points per capita have shown that Santa Cruz experiences
much higher crime rates than San Luis Obispo. Regardless, if this staffing future were
realized, personnel would increase at twice the rate of population growth -not a likely
scenario, unless the City significantly increased the Police Department’s budget allocation at
the expense of others.
Scenario 4 contains the raw, department-generated projections which result in staff increases
that exceed the Scenario 3. The Consultant Team discounted this future as being unrealistic
for the same reasons as Scenario 3
Recommended Staffing Plan: Given the above analysis, the Project Team recommends that the
City should plan as a baseline for Police Department staffing to increase as documented under
Scenario 2. Under this scenario, total staff would raise from its current level of 89.5 full-time
positions to a total of 122.7 positions by year 2027 -a total increase of 37%.
Considering however that facilities are generally fixed in size once they are built and that any new
facilities that are constructed should last well beyond the 25-year planning horizon of this study,
the Consultant Team recommends that locker facilities (which are relatively inexpensive and
consume minimal space on a per person basis) should be planned to accommodate 10-15
additional personnel over the amount that would be required under the baseline projection.
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City of San Luis Obispo
Police Facilities Master Plan
Section 1
Service Demand and Staffing
Detailed Staffing Plan
Exhibit 1.9 provides a summary by department function of the detailed staffing plan provided in
Appendix A, that falls within the baseline projections established above.
Exhibit 1.9
Staffing Plan Summary
Quantity Change
Bureau/Division/Unit 2002 2007 2012 2017 2022 2027 2002-27
Administration (Chief of Police)8.0 8.0 10.0 12.0 12.0 12.0 4.0
Administration Bureau:
Records Division 5.5 6.0 6.0 6.0 6.0 6.0 0.5
Investigation Division 9.0 11.0 11.0 12.0 13.0 13.0 4.0
Property & Evidence Unit 2.0 3.0 3.0 3.0 3.0 3.0 1.0
Communications Division 13.0 16,0 16.0 16.0 16.0 16.0 3.0
Maintenance Unit 1.0 2.5 3.0 3.0 4.0 4.0 3.0
Total - Administration Bureau 30.5 38.5 39.0 40.0 42.0 42.0 11.5
Operations Bureau:
Patrol Division 38.0 40.0 43.0 45.0 48.0 50.0 12.0
Traffic Unit 6.0 6.0 6.0 6.0 6.0 7.0 1,0
Situation Oriented Response Unit 4.0 4.0 4,0 4.0 4.0 5.0 1.0
FST Unit 2.0 3.0 3.0 3.0 3.0 4.0 2.0
Neighborhood Services Unit 1.0 2.0 2.0 3.0 3.0 3.0 2.0
Total - Operations Bureau 51.0 55.0 58.0 61.0 64.0 69.0 18.0
TOTAL ALL DEPARTMENTS 89.5 101.5 107.0 113.0 118.0 123.0 33.5
Net Change Period to Period 12.0 5.5 6.0 5.0 5.0
Cummulative Change 12.0 17.5 23.5 28.5 33.5
% Change - Period to Period 13.4%5.4% 5.6% 4.4% 4.2%
% Change - Cummulative 13.4%19.6% 26.3%31.8% 37.4%
* Excludes SNAP staff
As demonstrated, upon full implementation total staff would increase by 33.5 positions, or 37.4%
to 123 positions at City build-out. Appendix A provides specific staffing plan that documents all
requirements by function, on a position-by-position basis.
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City of San Luis Obispo
Police Facilities Master Plan
Section 2
Projected Facility Requirements & Existing Facility Conditions
SECTION 2: PROJECTED FACILITY AND PARKING REQUIREMENTS AND
EXISTING FACILITY CONDITIONS
The foundation for the development of Police Department space requirements is the projected
staffing and in turn, the space standards applied to their workstations, equipment and other
functional areas. The Police Department staffing is detailed in the previous section. Each
position was assigned either an office or workstation space standard. These standards are detailed
in Appendix B.
During the field survey the consultant team prepared an inventory of existing equipment and
non-office and workstation furniture (i.e., common files, bookcases, shelving, etc.). The
inventories were then adjusted for over or under utilization and then assigned space standards
based on industry specifications with appropriate circulation. Conference rooms, meeting spaces
and other joint use areas were sized based on department provided requirements and expanded
based on future staffing projections.
The results of this process culminated in a net square footage determination for each unit, section
and division within the department. These space requirements are summarized in Exhibit 2.1 and
shown in detail in Appendix C
As detailed, the total department space requirements are projected to increase from a present
need of 38,678 gross square feet to 42,729 gross square feet by the year 2027. When the space
requirements are compared with the approximately 17,000 gross square feet presently occupied
by the Police Department, it becomes obvious that the department is operating in about 43% of
the space needed for a new building. Some of the deficiencies can be attributed to the provision
of space for functions that the department does not presently have, such as a community room,
adequate meeting space and sufficient storage areas. In other cases the existing areas are
substantially undersized. These include the communications unit, locker rooms and property and
evidence storage. Some areas have been sized initially to meet the projected increase in the
department staff over the next twenty-five years.
These space requirements represent what would be needed if the city embarked on a plan to
construct a new police department building. It also provides a framework for identifying and
evaluating options for meeting interim and long-range space needs.
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City of San Luis ObispoPolice Facilities Master PlanSection 2Projected Facility Requirements & Existing Facility ConditionsExhibit 2.1Staff and Space Requirements SummaryTotal Staff Total Square Feet2002 2007 2012 2017 2022 2027 2002 2007 2012 2017 2022 20271 0Office of the Chief 4 5 6 6 6 61,655 1,795 1,951 1,951 1,951 1,9512.0 Administrative Bureau2,1Administration Unit2 2 23 3 3827827 827 983 983 98322Support Services2,2.1Records Unit6 6 6 6 2 6 1,841 1,8921,970 1,8451,5121,8452.2.2 Communication Unit13 17 17 17 17 171.702 1,812 1,8461,846 1,846 1,8462.2,3 Maintenance Unit1 3 3 3 4 41.102 1,102 1,102 1,102 1,1021,1022.3 Investigation Division2.3,1 Investigation Unit9 11 11 12 13 132,2052,4742,506 2,506 2,610 2,6102.3.2Property & Evidence Unit 4 4 4 44 4 4,385 4,541 4,716 4,7164,976 5,0543.0Operations Bureau3.1Administration Unit 1222 2 2 556 660 660 6606606603.2Patrol Division37 39 4244 4749 2,578 2,604 2,6342,9332,9592,9983.3 Traffic Unit6 6 66 6 7 746 746 759759 772 7723.4 Situation Oriented Response Unit 44 4 4 4 5 593593 606 606606 6603.5 Field Services Technicians2 3 3 3 33387471471 471 471 4713,6Neighborhood Services Unit1 22 33 3824 824 824824 824 82437 Incustody Processing Area* - -- --2,185 2,185 2,1852,185 2,185 2,18540Department Support4 1Locker and Training Area- *- -- -3,323 3,441 3,592 3,710 3,8293,9474.2 Public Areas-- - -* -3,050 3,050 3,050 3,0503,050 3,0504.3 Employee Services------689 689 689 689 689 689---Total Staff and Net Square Feet90 104 108 113 114 12228,648 29,706 30,389 30,837 31,026 31,649Interdepartmental Circulation/Restrooms/Bldg Support25% 7,162 7,427 7,597 7,709. 7,7577,915Building Envelope/Mechanical/Electrical 10%2,8652,971 3,0393,084 3,103 3,165Total Gross Square Feet38,67540,10441,025 41,630 41,885 42,729Daniel C. Smith and Associates/KMD ArchitectsPage 19Page 153 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 2
Projected Facility Requirements & Existing Facility Conditions
Parking Requirements
Parking requirements for the San Luis Obispo Police Department were calculated for the
following categories:
Employees
Departmental Vehicles
Visitors
The basis for the parking requirement calculations is discussed in the following paragraphs.
Employee, Volunteer and SNAP Parking
The employee parking needs to accommodate the normal day time staffing numbers plus a
minimum of two shifts of patrol and communications staff. These numbers are illustrated in the
following table for selected planning increments. In addition, parking has been provided for
volunteers and SNAP staff.
Exhibit 2.2
Staff Parking Requirements
2002 2017 2027
8-5 Day Staff 36 48 57
Shift Staff 20 25 28
Volunteers 2 4 5
SNAP 4 6 9
Total 62 83 99
Departmental Vehicle Parking
The Police Department presently has 41 vehicles of various sizes and types. The consultant
projected these vehicles based on the growth of the specific department functions (i.e., patrol,
traffic, investigations, etc.). These projections are detailed in the following exhibit.
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City of San Luis Obispo
Police Facilities Master Plan
Section 2
Projected Facility Requirements & Existing Facility Conditions
Exhibit 2.3
Existing and Projected Vehicle Count
Existing 2017 2027
Patrol Cars 14 18 20
Sedans 9 12 14
SUV's 2 2 3
Vans 2 2 3
Pick-up Trucks 3 3 3
Motorcycles 6 7 7
SWAT Van 1 1 1
Trailer 1 1 1
Generator (mobile) 1 1 1
Olliers 2 2 2
Toial 41 49 55
Visitor Parking
A review of the survey questionnaire filled out by the respective divisions and sections of the
department reveal that on average approximately 65 to 75 visitors come to the department per
day. More than half of these visitors go to the Records Department. It is assumed that 75% of the
visitors come to the department between 10:00 AM and 3:00 PM and that they average a 30
minutes per visit. Based on this there needs to be 6 to 7 visitor parking places for the 2002
traffic. This will increase to 10 to 12 by 2027.
Total Number of Parking Spaces and Area Requirements
The following exhibits detail the total number of vehicle parking spaces and the parking area
requirement.
Table 2.4
Vehicle Parking Requirements
2002 2017 2027
Employee/ Volunteers/etc. 62 83 99
Departmental
Standard 30 37 43
Large 5 5 5
Motorcycles 6 7 7
Visitors 7 9 12
Total 110 141 166
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City of San Luis Obispo
Police Facilities Master Plan
Section 2
Projected Facility Requirements & Existing Facility Conditions
Exhibit 2.5
Parking Area Requirements
2002 2017 2027
Standard Vehicle Technical Parking Stall @ 350 Sq. Ft.34,650 45,150 53,900
Large Parking Stalls @ 800 Sq. Ft.4,000 4,000 4,000
Motorcycles 50 Sq. Ft.300 350 350
Total 38,950 49,500 58,250
Existing Police Department Facilities and Site
The following pages summarize the existing Police Department facilities and site.
Site Data:
The existing site is at the corner of Walnut Street and Santa Rosa Street, Interstate 101 is to the
north, and the on-ramp access to 101 is less than a block form the site.
Lot Area: 42,410 sq.ft.
Total City-owned Site: 58,910
Existing Building Height: 23’-6”
Existing Lot Coverage: 20%
Building Data:
There are several structures on the site:
a- The main police facility building,
b- A covered carport for department vehicles,
c- Two storage sheds, for property storage,
d- Trash/Generator enclosure.
e- In addition, the police department has acquired the adjacent lot, which has a two-
bedroom house (total area of 788 sq.ft.) and is currently being used for the traffic
division.
The main building is comprised of two stories; the lower floor is at an elevation of
+230’-0”, and the upper floor, where the main entrance to the facility is located, is at an elevation
of +241 ’-0”. The curb elevation at the entrance is at +238’-0Q”.
1 - Original building was built in 1969
2- The first addition was done in 1982
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City of San Luis Obispo
Police Facilities Master Plan
Section 2
Projected Facility Requirements & Existing Facility Conditions
3- A second addition is currently (2002) being planned to add a women’s locker room.
4- Code Information for the first addition:
Building Code UBC 1979
Occupancy; B
Construction Type: V-N
No. Of Stories: 2
Use Zone: PF
5- Building Area (main facility) including the new addition:
First Level (Gross)
First Level (Net)
Second Level (Gross)
Second Level (Net)
7,095 sq.ft.
5,820 sq.ft.
8,474 sq.ft.
6,969 sq.ft.
Total Gross 15,569 sq.ft.
Total Net 12,789 sq.ft.
Building Systems:
The information herein was based on our site investigations and two interviews with the facility
engineer Mr. John Ridley on July 7, 2002, and July 31, 2002. We have divided the description of
the building systems into different sections to address each component of the existing facility in
order to aid the needs assessment report with the physical aspect side of the building.
Structural Systems:
The existing structure (1969) was primarily concrete walls and concrete slabs, the first addition
was a mix between steel and wood framing, and the second addition (2002) is planned to be a
combination of steel tubing for columns and wood framing. However, we could not find on the
as-builts any indication or references regarding the compliance of California Codes of Essential
Services Building Act.
Mechanical Systems:
The mechanical system of the facility is comprised of two systems. The original part of the
building has an air handler unit with two compressors and a boiler (boiler room on the first floor
level) with fourteen (14) VAV boxes throughout the building.
The first addition of 1982 added five individual package units (AC-1 thru AC-5) on the roof to
serve this addition.
The dispatch area on the first floor level is being fed from the air handler unit through VAV #13,
which also feeds part of a corridor and some other rooms. This may be insufficient for the heat
generated by the communications equipment.
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City of San Luis Obispo
Police Facilities Master Plan
Section 2
Projected Facility Requirements & Existing Facility Conditions
Electrical Systems:
The main power line comes off Walnut Street and enters the building at the first floor level. It
then connects to the main switchgear which is located inside the boiler room on the first level,
and branches out to sub-panels throughout the building. The size or the capacity of the power is
beyond this report.
Back-up System:
The whole building is on a back-up system fed by a generator located near the parking area
outside the building on Walnut street side. This gas generator has about 500-600 hours of service
so far. The transfer switch is located inside the boiler room on the first floor level inside the
boiler room. The tank is located next to the generator and has a capacity of approximately 500
gallons.
Low Voltage System:
a. Intrusion Alarm Security System:
No Intrusion Alarm security system exists in the building.
b. Fire Alarm System:
The existing Fire Alarm System is unsupervised system and it is not connected together or linked
to a panel.
c. Emergency Exit Lights:
The existing exit lights are on battery back up.
d. Automatic Release Doors:
There are few doors (one exterior door, and a couple of interior doors) connected to automatic
release system located inside the dispatch center on the first floor level. The exterior door is
monitored with a camera connected to the dispatch center.
e. Voice/Data Systems:
The main trunk line for voice/data comes off Walnut Street. The location of the MPOE is on the
lower level at the north corner of the building. The Main Distribution Facility (MDF) is located
on the first floor level.
Plumbing:
a. Domestic Water:
Domestic water comes off Walnut Street, and the water meter is located at the sidewalk in front
of the main entrance.
b. Sanitary Sewer System:
The main sanitary sewer line runs parallel to Santa Rosa street; the building is connected at
Walnut street and Santa Rosa street.
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City of San Luis Obispo
Police Facilities Master Plan
Section 2
Projected Facility Requirements & Existing Facility Conditions
c. Storm Drain System:
Storm Drain system is located on both Santa Rosa and Walnut streets. The building has an under
slab perforated pipe system connected to the storm sewer system. The existing drainage system
has frequently been overloaded during periods of heavy rain. This has resulted in water damage
to the lower level northeast site, near expensive communication equipment. Recent repairs
should be viewed as only a “stop gap” measure with an ultimate need for a completely new
system.
d. Gas Line System:
The main gas line comes off Walnut Street, and the gas meter is located near the sidewalk near
the building entrance.
e. Fire Sprinkler System:
The building is not sprinkled.
Americans with Disabilities Act fADAl:
The facility as it stands right now does not comply with ADA regulations. There is no elevator to
connect the two floors together; also there is insufficient building signage. The toilets (with
exception of the new addition) do not comply with the ADA regulations.
Other Systems:
Roofing system:
The existing roof is composed of two systems:
1- Flat roof with Built-up system.
2- Sloped roof with composite shingle system.
Zoning Data:
These data are based on our meeting dated July 31st 2002, with Mr. Ronald Whisenand, Deputy
Director of Community Development for City of San Louis Obispo.
The existing facility (all three lots) is located within zone “Office”.
Zoning Characters: PF
Maximum allowable height: 35 feet, with additional 10’ for antennas or architectural features.
Maximum Coverage area: 60%
F.A.R. ratio (floor area ratio): 1.0
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City of San Luis Obispo
Police Facilities Master Plan
Section 3
Facility and Site Planning Options
SECTION 3: FACILITY AND SITE PLANNING OPTIONS
Introduction
As detailed in the previous section, the San Luis Obispo Police Department needs to develop a
plan over the next twenty-five years for accommodating approximately three times the amount of
space that they presently occupy. Not only does there need to be a substantial increase in the
department’s facilities, but also there is a crucial issue in terms of providing sufficient parking
for departmental employees and visitor vehicles. These issues are compounded by the fact that
the existing site at an acre and a half is very constrained. High land costs and limited availability
of centrally located developable land makes identification of a new site a difficult proposition.
Given these conditions the following options were identified and evaluated.
Master Planning Options
In identifying planning alternatives for an expansion of the police facilities there appear to be
three viable options. These options are discussed in the following paragraphs.
Option 1: Expansion on the Existing Site. The existing city-owned site is 58,910 square feet. If
the adjacent lot of 4,900 square feet were purchased it would allow for a total available site of
63,810 square feet. The existing police facility building lower level footprint is 7,095 gross
square feet. In addition, there is an existing house presently utilized by the Traffic and SORT
units, two evidence storage buildings, a covered parking area and a generator enclosure. These
structures take up approximately 3,000 gross square feet on that site. This site layout is shown on
the following page.
To accommodate the 2027 program, it would be necessary to construct a two-story connection to
the existing building with a footprint of approximately 14,000 gross square feet. The existing
building and the new addition would result in a building footprint of 21,100 gross square feet. It
should be noted the 21,000 gross square feet only represents the total area taken up by the lower
levels of the existing building the and expansion facility. This represents approximately 33% of
the available site. Parking could potentially be provided as one level of subterranean parking
under the new structure and the rest as surface parking. As shown this plan would result in full
coverage of the site.
Daniel C. Smith and Associates/KMD Architects Page 26
Page 160 of 712
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City of San Luis ObispoPolice Facilities Master PlanSection 3Facility and Site Planning OptionsSite Plan Option 1/- - --------------- ‘//r-*» n> « masss-S« S3)! V'i bi_ _r.>NJpitOKsm 2 Slow sutlrfc* <*m csr per a£«W/ PWKNC STmS Ok (#00*0 RDORY7777I ^ wOUTI □ □ Ihl snd151 wr# NXIRKMFMSftNe BU 1-3*1 CC*5£® SOfT moi>£J'ZEfflW• t * * *» 0SITE PUN ORION 1iisDaniel C. Smith and Associates/KMD ArchitectsPage 29Page 163 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 3
Facility and Site Planning Options
Option 2: Acquisition of Adjacent Facilities. There is an existing two-story building directly
across from the police facility on Santa Rosa Street. The building houses the Washington Mutual
Bank and a personnel services agency. The Metropolitan Insurance Agency owns the building.
The building has 9,019 gross square feet available on two floors of 4.029 gross square feet and
4,990 gross square feet respectively. The site provides approximately 33,500 gross square feet.
This property could be acquired and the existing building utilized for an interim period to reduce
the present and short-term space requirements shortfall. The building could easily house the
Office of the Chief, Administrative Unit, Records Unit, the Neighborhood Services Unit and the
Investigation Unit. These units could be accommodated in the building for ten years. Assuming
that public meeting space is not provided the shortfall would be approximately 10,000 gross
square feet. Construction of an addition on the existing police building starting in 2008 or
construction of a new police facility on another site could reduce this shortfall. The available
area on the Washington Mutual site would provide for 50 to 60 vehicles or about a third of the
long-term need. The rest could be accommodated on the police site.
Option 3: Construction on a New Site. Obviously construction of a new San Luis Obispo Police
Building would provide the ideal solution. A new facility would allow the department to provide
the required agency space, technological infrastructure, parking and other elements essential to
meeting the needs of a modern law enforcement operation. The following provides the site
requirements for a new facility to meet the 2027 requirements.
Daniel C. Smith and Associates/KMD Architects Page 30
Page 164 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 3
Facility and Site Planning Options
Exhibit 3.1
New San Luis Obispo Police Facility Site Plan Requirements
Structure
Gross Square Feet 42,729
Number of Stories 2
Footprint 21,500
Parking
Staff 99 @350 34,650
Department Vehicles - Standard 43 @350 15,050
Department Vehicles - Large 5 @ 800 4,000
Department Vehicles - Motorcycles 7 @50 350
Visitors 12 @350 4,200
Subtotal 58,250
Total Program Component 79,750
Site Elements
Vehicle/Pedestrian Circulation @20% 15,950
Subtotal 95,700
Landscaping @20%19,140
Total 114,840
Total Acres 2.6
Facility Options Advantages and Disadvantages
Option 1: Expansion on Existing Site. The existing site is located strategically in the City of San
Luis Obispo with easy access to Highway 101 as well as access to east/west connector streets.
Since the site presently accommodates the Police facility there would be little opposition from
surrounding neighbors for its continued use.
The obvious major disadvantage is the limitation of the existing site size. In addition, the
expansion option will necessitate the purchase of the residence at the southern end of the site.
Although it is feasible to construct additional facilities on the site to meet the department’s 25
year requirement, it may necessitate a higher than standard construction cost. Similarly the
Daniel C. Smith and Associates/KMD Architects Page 31
Page 165 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 3
Facility and Site Planning Options
accommodation of parking will require a parking structure, possibly subterranean or multiple
levels. Overall the site will be developed to its maximum potential leaving little to no
landscaping.
Option 2; Acquisition of Adjacent Building and Site. The additional buildings and site across
Santa Rosa Street will enable the department to meet immediate expansion needs in a timely
manner (less than one year) and have additional parking. This option allows the department to
acquire additional facilities incrementally. The department would not have to purchase the
residence on the south portion of the police site.
The major disadvantage is that the department’s operations will be decentralized and
communications fragmented. The acquisition of the Washington Mutual Bank building will also
be expensive. There will also be a need for additional construction for police expansion in ten
years.
Option 3: Construction on a New Site. The construction of a new police building on another site
is the best long-term option. It allows the department to build a facility which has the
technological infrastructure needs for modern law enforcement operations. In would provide
adequate parking for staff, department vehicles and visitors. It would meet all of the codes and
regulations for an essential services building.
The disadvantages are finding a suitably located site with appropriate acreage and allocating the
$10 to $13 million dollars needed to acquire the site and build the building. With the tight fiscal
environment in which California governments at levels are operating, major capital
improvements are not a high priority.
Evaluation of Options and Recommended Actions
In evaluating each of the options there are three major variables which must be considered.
These are:
Limitations of existing site;
Costs for implementation; and
Operational impact.
Each of these variables and their relation to each option are discussed in the following
paragraphs.
Daniel C, Smith and Associates/KMD Architects Page 32
Page 166 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 3
Facility and Site Planning Options
Limitation of Existing Site
The existing site at slightly less than an acre and a half is approximately 60% of the site required
to adequately and efficiently accommodate the 25 year building and parking requirements of the
San Luis Obispo Police Department as defined in Option 3. It is feasible to construct a two story
28,000 net square foot addition to the existing police building, but it would only be possible with
the purchase of the southern parcel and the development of parking under the newly constructed
addition. Even with these actions only 88 parking stalls can be accommodated on the site. This
represents only 53% of the total 2027 requirements for 166 spaces. The available square feet on
the site would also limit any architectural solutions to adding on to the existing building. The
total building footprint would take up 36% of the site and would require relocation of the
generator and the LPG tanks. In addition to these limitations there is a significant drainage issue
on the northern portion of the site which causes occasional water intrusion on the first floor of
the existing building. This could seriously impact the operations of the communication center if
the water intrusion becomes significant with a major storm.
The limited size of the site, the high cost of acquisition of the southern parcel, the drainage
problem and the potential added construction costs for providing under building parking makes
Option 1 a questionable approach.
Costs for Implementation
The costs for each of these options are presented in the following paragraphs. It should be noted
that these are order of magnitude costs based on recent costs per square foot for similarly sized
police facilities presented in 2002 dollars.
Option 1: Expansion on Existing Site. There are four cost components related to this option: 1)
the purchase price for the parcel at the southern portion of the site; 2) the site development costs
associated with relocation of existing structures, the emergency generator and the LPG tank; 3)
construction of surface and under building parking; and 4) construction of the 28,000 square foot
addition.
The cost for the existing residential parcel lot is estimated at $350,000 to $400,000. The site
development, parking and addition construction costs are shown in the following exhibit.
Daniel C. Smith and Associates/KMD Architects Page 33
Page 167 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 3
Facility and Site Planning Options
Exhibit 3.2
Option 1 Cost Estimate
Direct Costs
Site Development
Surface Parking
Under Building Parking*
Renovation **
Addition
15,000 sq. ft. @ $10
14,000 sq. ft. @ $25
10,000 sq. ft @ $50
28,000 sq. ft. @ $175
$1,000,000
$150,000
$350,000
$500,000
$4,900,000
Subtotal - Hardcost $6,900,000
Indirect Costs
A/E Fees 10.00% $690,000
Project Administration 5.00%$345,000
Testing & Inspection 2.00%$138,000
Permits & Plan Review 2.00%$138,000
Soils Testing 0.30%$20,700
FF&E 5.00%$345,000
Subtotal - Soflcost $1,676,700
Total Costs
Land Acquisition $375,000
Direct Costs $6,900,000
Indirect Costs /SI,676,700
Total
* $15.00 premium for drainage, lighting, sprinklers, etc.
** Assumes 66% of existing building is renovated.
$8,951,700
V
rCAV .
Option 2: Acquisition of Adjacent Facilities. The primary costs associated with this option
would be acquisition of the Washington Mutual Building, renovating it to make it usable for the
police department and renovation of the existing police headquarters building for the required
internal moves. For the renovation costs, it is assumed all of the Washington Mutual Building
and 66% of the police building would require some level of effort. There would also be furniture
and moving costs added. These costs are detailed in the following exhibit.
Exhibit 3.3
Option 2 Costs
Building Acquisition
Renovation (Washington Mutual) 9,019 sq. ft @ $40
Renovation ( existing building) 10,000 sf. Ft. @ $50
Furniture & Equipment
Moving Costs
Total
$2,700,000
$360,760
$500,000
$200,000
$50,000
$3,810,760
(9
^ ; ?
Daniel C. Smith and Associates/KMD Architects Page 34
Page 168 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 3
Facility and Site Planning Options
It should be understood that this would be an interim action which would allow the department a
five to ten year solution to their critical space problems. It would not solve the entire
department’s parking problems nor would it provide a long-term answer to the department’s
facility needs. This option would allow the City of San Luis Obispo the time necessary for
identification and acquisition of the needed 2.6 to 3.0 acres for a new police department building.
It would also allow for development of a new facility in a period where fiscal conditions are
more accommodating. This option has the advantage of providing for a potential capital
appreciation since both the new building and the existing police facility site will in all likelihood
increase in value over the next five to ten years.
Leasing the bottom floor for five years and then purchase the building could further phase this
option. Based on present lease costs ($1.65 per foot/per month) this would cost $98,000 per year
or $494,000 for five years.
Option 3: New Construction. The major unknown for this option is site acquisition costs. A 2.6
acre site in a geographically suitable location within the city limits will not be easy to acquire.
For the purpose of this cost analysis it is assumed that a site can be identified and that the costs
would be offset to some extent by sale of the existing police facility site. Assuming the site
becomes a cost neutral item the following is the breakdown of/direct and indirect costs
Exhibit 3.4
Option 3 Costs
Direct Costs
jfiM
BJ- TK
Site Development
Facility Construction
Surface Parking
42,729 sq.ft. @$175
58,100 sq.ft. @$10
$1,100,000
$7,477,575
$581,000
Design Contingency Subtotal $9,158,575
Contingency @ 10%$915,858
Subtotal $10,074,433
Indirect Costs
A/E Fees 7.50%$755,582
Project Administration 5.00% $503,722
Testing & Inspection 2.00%$201,489
Permits & Plan Review 2.00% $201,489
Soils Testing 0.40% $40,298
Data Communication 5.00%$503,722
FF&E 5.00%$503,722
Subtotal - Softcost $2,710,022
Total Costs $12,784,455
The difference between Option 1 and 3 is approximately 3.4 million dollars. But, this option
would provide a state of the art facility which would have significant improvements to operations
and maintenance costs and overall appearance as a community asset.
Daniel C. Smith and Associates/KMD Architects Page 35
Page 169 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 3
Facility and Site Planning Options
Operational I inpact
Option 1 will have to be staged because of the requirements to construct the addition while the
existing facility continues to operate. This disruption would continue for 12 to 18 months.
Parking for department vehicles would need to be found at another secured site. Existing
structures on the site, i.e., evidence building, existing residences and covered parking would need
to be removed requiring temporary relocation of the functions located in these facilities.
Although the new expansion and the renovated existing facility will provide the amount and type
of space required by the department it will still be a less efficient than a new facility. This is
essential because this is an reality another addition on the original 1969 building with the
problems associated with different portions of the facility having different systems.
Option 2 will have less of an initial disruptive impact on operations since the Washington Mutual
Building can be renovated and the administrative, records and investigation functions moved into
the building without impacting ongoing operations. The areas they vacate can then be renovated
and other functions moved in as appropriate.
But it should be stated, over the long term the department’s operations will be split between two
buildings. This will cause some inefficiency in operations, but not of a nature that will cause a
major problem with the overall operations of the department.
Option 3 will be the most efficient in terms of overall police department operations. It will
enable the department to put all operations (with the exception of community service units) in
one facility designed for their specific requirements.
RECOMMENDATIONS
AS STATED PREVIOUSLY, ANY CAPITAL IMPROVEMENT PROPOSAL PRESENTED IN
THE PRESENT FISCAL ENVIRONMENT HAS A LIMITED POTENTIAL FOR
IMPLEMENTATION. AT THE SAME TIME, HOWEVER, IT IS ESSENTIAL THAT THE CITY
OF SAN LUIS OBISPO TAKE A LONG RANGE VIEW OF ITS FACILITIES NEEDS AS THEY
APPLY TO THE POLICE DEPARTMENT. TO THIS END THE ULTIMATE LONG TERM
GOAL SHOULD BE THE CONSTRUCTION OF A NEW POLICE FACILITY WITH
APPROPRIATE AREA FOR PARKING AND OTHER ESSENTIAL SITE ELEMENTS
(VEHICLE SALLYPORT, EMERGENCY GENERATOR, BULK EVIDENCE STORAGE, ETC.).
RECOGNIZING THAT THIS GOAL MAY BE SOME YEARS AWAY, THE POLICE
DEPARTMENT HAS CRITICAL SPACE NEEDS THAT MUST BE MET NOW. THIS CAN
BEST BE REMEDIED IN THE IMMEDIATE FUTURE THROUGH OPTION 2, THE
PURCHASE OR LEASE OF THE WASHINGTON MUTUAL BANK BUILDING. BECAUSE OF
THE COST AND OPERATIONAL DISRUPTION CONSTRUCTING ON THE EXISTING
POLICE FACILITY SITE, IT IS NOT RECOMMENDED. IT WILL NOT ADEQUATELY MEET
THE LONG TERM NEED AND WILL ULTIMATELY APPROACH THE COST OF A NEW
FACILITY.
Daniel C. Smith and Associates/KMD Architects Page 36
Page 170 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 4
Communication Center Relocation
SECTION 4: COMMUNICATION CENTER RELOCATION
One of the major tasks of this study is to review the present conditions and location of the
Communication Center and to make a recommendation relative to its expansion and/or potential
relocation. This section of the report addresses this issue.
Existing Conditions
The existing communication unit consists of four separate rooms in the existing San Luis Obispo
Police Facility. The communication center, is a room with approximately 325 square feet located
on the northeast section of the lower level. The room accommodates four communications
workstations (three of which are fully operational,) and other support printers, fax and equipment
necessary for the operation. An adjacent 175 square foot computer room provides space for
VESTA equipment, HP and Novel servers, recorders, the main office CPU and other support
modems and equipment. This area also houses the personnel lockers and a refrigerator. A small
toilet is across the corridor from the communication center. A 155 square foot radio equipment
room houses the Meridian server which supports the 911 system. The room also houses a
computer workstation and all radio related equipment. This room is located on the northwest end
of the lower level. Finally, the communication supervisor occupies an office of approximately
185 square feet on the upper level. The total communication operations occupy approximately
840 net square feet for all functions. This represents only 49% of the 1,702 net square feet
requirement which is programmed for existing communication operations. The majority of the
deficiency is the lack of support spaces (equipment, lockers, etc.) and the limited communication
center which is programmed for today’s requirements of 700 net square feet and which grew to
800 net square feet for the five communication consoles.
In addition to the lack of adequate space the general environmental conditions (light, airflow,
lack of day lighting and acoustics) contribute to substandard working conditions for
communications staff. These issues are further amplified by the fact that communication staff
works a twelve hour shift. Finally, the location of the communication center in the northeast
portion of the building make it at risk for potential water damage because of the site’s drainage
issue. All of these factors point to the need to relocate the communication operations to an area
which can accommodate an expanded operation with appropriate environmental conditions.
The relocation of the communication function should be coordinated with the other facilities
solution for the entire department. But, the probable lack of immediate funding for any options,
coupled with the critical conditions of the existing communications center requires that an
immediate solution be found for providing the required facilities.
A review of the existing police facility indicated there were three potential areas for relocation:
1) the existing training center space on the lower level; 2) the investigation section bay and office
on the east side of the upper level; and 3) the conference room toilet and interview room on the
west side of the upper level. Each of these areas has certain advantages and disadvantages.
Daniel C, Smith and Associates/KMD Architects Page 37
Page 171 of 712
City of San Luis Obispo
Police Facilities Master Plan
Section 4
Communication Center Relocation
The training area provides approximately 1,430 square feet of space, but has a major
disadvantage due to the lack of nearby restrooms. In addition, using this area would eliminate a
much needed training area. Also, this area would require substantial renovation costs to adapt it
to the needs of the communications function.
The investigation section area provides approximately 1,200 net square feet of space. The major
problem here is that would require the relocation of the investigation section to some other
portion of the building or to leased space. In addition, there is no directly adjacent toilet. An
additional problem is that this area faces the street, thereby causing security issues which may be
costly to rectify.
The conference rooms, interview area, supply storage, office for the field services supervisor and
one of the existing two toilets provide 1,150 net square feet. Assuming the communication
supervisors stay in the existing office, the total communications function would have 1,330 net
square feet. This alternative allows for both of the existing toilets to be converted to a unisex
toilet, with one serving the general department and one dedicated to communications. The field
services office would serve as a computer room and the radio room would continue to be located
in the lower level. The existing conference room and interview room would provide
approximately 720 net square feet for communication consoles and equipment. Some natural
light could be allowed into the communication center and still provide for security. This
alternative would be the least disruptive and maybe the least costly in terms of renovation costs.
It would provide approximately 80% of the programmed space.
In light of the above advantages and disadvantages the conference room alternative is
recommended as the most effective for meeting the communications units immediate
requirements. It is estimated that renovation costs would be in the range of $70 to $80 a square
foot. Assuming 1,150 square feet, direct construction cost would range from $80,500 to $92,000
and indirect costs would be $28,000 to $32,000. Some indirect costs would be required but this
would be dependent upon what is accomplished with city resources.
Daniel C. Smith and Associates/KMD Architects Page 38
Page 172 of 712
3765 S. Higuera St., Ste. 102 • San Luis Obispo, CA 93401
p: (805) 543-1794 • f: (805) 543-4609
www.rrmdesign.com
a California corporation Lenny Grant, Architect C26973 Robert Camacho, PE 76597 Steve Webster, LS 7561 Jeff Ferber, LA 2844
SEISMIC EVALUATION
March 25, 2021
San Luis Obispo Police Department
1042 Walnut Street
San Luis Obispo, CA 93401
Prepared for: San Luis Obispo Police Department
Prepared by: Jessica Meadows, SE
Under Responsible Charge Of: Michael Doremus, SE
RRM Project #0596-02-CI18
Page 173 of 712
San Luis Obispo Police Department
Seismic Evaluation Report
March 25, 2021
Page 2 of 24
Table of Contents
1. Scope and Intent .................................................................................................................. 5
1.1. Introduction .................................................................................................................. 5
1.2. Purpose ........................................................................................................................ 5
1.3. Scope ............................................................................................................................ 6
2. Site and Building Data .......................................................................................................... 6
2.1. General Building Description ........................................................................................ 6
2.2. Structural System Description ...................................................................................... 7
2.3. Existing Building Drawings ........................................................................................... 7
2.4. On Site Investigation and Condition Assessment ......................................................... 8
2.5. Building Type(s) ............................................................................................................ 8
2.6. Performance Objective ................................................................................................. 9
2.7. Level of Seismicity ...................................................................................................... 10
3. Deficiencies ........................................................................................................................ 11
3.1. General Deficiencies ................................................................................................... 11
3.1.1. Second Floor Concrete Slab .................................................................................... 11
3.1.2. Exterior timber framing .......................................................................................... 11
3.2. Noted Tier 1 Checklist Deficiencies ............................................................................. 11
3.2.1. Basic Configuration Deficiencies ............................................................................ 12
3.2.1.1. Load Path ........................................................................................................... 12
3.2.1.2. Adjacent Building ............................................................................................... 12
3.2.1.3. Mezzanines......................................................................................................... 12
3.2.1.4. Vertical Irregularities ......................................................................................... 12
3.2.1.5. Torsion ................................................................................................................ 12
3.2.1.6. Overturning ........................................................................................................ 12
3.2.2. Building Type W2 Deficiencies ............................................................................... 12
3.2.2.1. Redundancy ........................................................................................................ 13
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San Luis Obispo Police Department
Seismic Evaluation Report
March 25, 2021
Page 3 of 24
3.2.2.2. Narrow Wood Shear Walls ................................................................................. 13
3.2.2.3. Openings ............................................................................................................ 13
3.2.3. Building Type C2 Deficiencies ................................................................................. 13
3.2.3.1. Wall Anchorage at Flexible Diaphragm ............................................................. 13
3.2.3.2. Deflection Compatibility ..................................................................................... 13
3.2.3.3. Flat slabs ............................................................................................................ 13
3.2.3.4. Confinement Reinforcing .................................................................................... 13
3.2.3.5. Diaphragm Continuity ........................................................................................ 13
3.2.3.6. Plan Irregularities ............................................................................................... 14
3.2.3.7. Cross Ties ............................................................................................................ 14
3.2.4. Building Type RM1 Deficiencies ............................................................................. 14
3.2.4.1. Wall Anchorage .................................................................................................. 14
3.2.4.2. Wood Ledgers .................................................................................................... 14
3.2.4.3. Transfer to Shear Walls ...................................................................................... 14
3.2.4.4. Plan Irregularities ............................................................................................... 14
3.2.4.5. Cross Ties ............................................................................................................ 14
3.2.4.6. Stiffness of Wall Anchors .................................................................................... 15
3.2.5. Nonstructural ......................................................................................................... 15
3.2.5.1. Equipment .......................................................................................................... 15
3.2.5.2. Piping ................................................................................................................. 15
4. Summary of Findings .......................................................................................................... 15
4.1. Required Structural Retrofit Program ........................................................................ 15
4.2. Alternate Options for New Programming .................................................................. 15
Appendix .................................................................................................................................... 17
A.1. (Table 17-3) IMMEDIATE OCCPANCY BASIC CONFIGURATION CHECKLIST ................ 17
A.2. (Table 17-6) IMMEDIATE OCCPANCY STRUCTURAL CHECKLIST FOR BUILDING TYPE
W2: WOOD FRAMES, COMMERCIAL AND INDUSTRIAL ......................................................... 18
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San Luis Obispo Police Department
Seismic Evaluation Report
March 25, 2021
Page 4 of 24
A.3. (Table 17-25) IMMEDIATE OCCPANCY STRUCTURAL CHECKLIST FOR BUILDING TYPE
C2: CONCRETE SHEAR WALLS WITH STIFF DIAPHRAGMS and C2a: CONCRETE SHEAR WALLS
WITH FLEXIBLE DIAPHRAGMS ................................................................................................ 20
A.4. (Table 17-35) IMMEDIATE OCCPANCY STRUCTURAL CHECKLIST FOR BUILDING TYPES
RM1: REINFORCED MASONRY BEARING WALLS WITH FLEXIBLE DIAPHRAGMS AND RM2:
REINFORCED MASONRY BEARING WALLS WITH STIFF DIAPHRAGMS ................................... 22
References ................................................................................................................................. 24
1.1. Referenced Standards ................................................................................................ 24
Page 176 of 712
San Luis Obispo Police Department
Seismic Evaluation Report
March 25, 2021
Page 5 of 24
1. Scope and Intent
1.1. Introduction
Per request of the San Luis Obispo Police Department in an email dated March 9th,
2021, RRM Design Group has performed a Seismic Evaluation Report of the San Luis
Obispo Police Department located at 1042 Walnut Street, San Luis Obispo, CA
93401.
Figure 1: Google Maps View of Property
1.2. Purpose
The purpose of this report is to provide a seismic evaluation of the existing structure
and ascertain compliance with a selected Performance Objective (for a summary of
Performance Objectives see section 2.6. This report applies to the overall structural
system(s) of a building, as well as its non-structural components, including ceilings and
partitions.
Page 177 of 712
San Luis Obispo Police Department
Seismic Evaluation Report
March 25, 2021
Page 6 of 24
The purpose of this report is NOT to determine compliance with or provide
recommendations for compliance with the current building code. Codes for new
construction are primarily intended to regulate the design and construction of new
buildings; as such, they include many provisions that encourage or require the
development of designs with features important for good seismic performance,
including regular configuration, structural continuity, ductile detailing, and materials
of appropriate quality. Many existing buildings were designed and constructed without
these features and contain characteristics, such as unfavorable configuration and poor
detailing, that preclude application of regulatory or building code provisions for their
seismic evaluation or retrofit.
1.3. Scope
The broad scope of this report is a Tier 1 Screening evaluation in accordance with
the 2017 publication by the American Society of Civil Engineers - Seismic Evaluation
and Retrofit of Existing Buildings (ASCE 41-17). ASCE 41-17 is a standard intended to
serve as a nationally applicable tool for design professionals undertaking the seismic
evaluation or retrofit of existing buildings. Involved in a Tier 1 Screening are the
following tasks:
• Selection of a Performance Objective
• Define Building Performance Levels
• Obtain As-Built Information
• Perform a visual observation of the structure
• Preparation of a Tier 1 Evaluation Report identifying seismic deficiencies
Per the Alquist Priolo Special Studies Zone Act, buildings constructed prior to 1972
may remain as originally constructed, unless they undergo a major building remodel
where more than 50% of the building changes. In that case, the building would have
to be structurally retrofit to meet the current building code.
2. Site and Building Data
2.1. General Building Description
The subject property is located at 1042 Walnut Street in San Luis Obispo, CA 93401.
The Police Station was originally constructed in 1968 and had two additions
constructed in 1983 and 2002. There was also a metal building added in 1980 in the
area of the existing parking lot. The original facility was a two-story building, with
4,702 sf first level and 5,194 sf second floor for a total of 9,896 sf. The 1983 addition
added 2,093 sf at the first level and 3,290 sf at the second level for a total additional
square footage equal to 5,373. The 2002 addition for women’s locker room added
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350 sf to the second level. The current total square facility square footage is 15,619
sf.
As referenced by the ASCE 41-17 and defined by the 2019 California Building Code,
the Risk Category for this building is defined as IV. This includes buildings designated
as Essential Facilities. Per the 1986 Essential Services Building Seismic Safety Act,
police stations are required to be functional after a disaster.
2.2. Structural System Description
The original building was constructed with 8” and 10” thick reinforced concrete walls
at the lower levels, and 8” fully grouted and reinforced masonry walls at the upper
levels. The roof is framed with timber purlins, structural sheathing over 2x6 T&G
decking, and steel support beams. The floor is a 5½” thick reinforced concrete flat
plate.
The 1983 addition was constructed with 8” fully grouted and reinforced masonry
walls at the lower level, 2x6 exterior wood stud walls at upper level and 2x4 interior
wood stud bearing walls. Both the roof and floor framing are comprised of timber
open web joists with steel webs, and small areas framed with dimensional lumber.
Where the addition is not supported by the original construction, ½” plywood
sheathed shear walls are the lateral system. The 2002 addition was constructed with
timber roof framing, and wood stud walls. Neither of these additions were built with
a seismic gap to the original structure.
The foundation for each of the building phases are shallow foundations, The 1983
addition does have annotations that the pad footings must be embedded 6” minimum
into the bedrock. The original construction, and the 1983 addition have basement
retaining walls along Walnut Street and Santa Rosa Street (plan South and plan East).
Each phase of the project calls for a 4” thick concrete slab on grade for the lower
levels.
2.3. Existing Building Drawings
Existing drawings were available and are as follows:
• Police Facility City of San Luis Obispo dated June 28, 1968
o Architectural Drawings by John R. Ross & Associates, Inc.
o Structural Drawings by Robert E. Jones
o MEP drawings by Richard M. Gurries & Jack D. Todd
• San Luis Obispo Police Department Facility approved January 11, 1983
o Architectural Drawings by MDW Associates
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o Structural Drawings by Howard Stup & Associates
o Mechanical Drawings by Al Nibecker & Associates
o Electrical Drawings by Corneilious Engineering
• San Luis Obispo Police Department Woman’s Locker Room Addition dated
November 7, 2002
o Architectural Drawings by RRM Design Group
o Structural Drawings by C.M. Hanif Engineering
o Mechanical Drawings by Al Nibecker & Associates
o Electrical Drawings by Gregg E. Miller & Associates
2.4. On Site Investigation and Condition Assessment
A Tier 1 screening requires an on-site investigation to be conducted to verify general
conformance of existing conditions to those described in available documents, to
identify significant alterations or deviations from available documents, to supplement
incomplete documents, to confirm the general quality of construction and
maintenance, and otherwise as needed to complete the applicable Tier 1 checklist.
RRM performed an on-site investigation of the site on March 18, 2021. The walk-
through was performed by Jessica Meadows, SE (RRM Design Group).
At the project site, a majority of the structural elements were covered with
architectural finishes and were not visible. Portions of the 1968 timber framed roof
were exposed in the offices. The framing was observed to be in accordance with the
record drawings noted above.
2.5. Building Type(s)
ASCE 41-17 requires that the building be classified as on or more Common Building
Type listed in Table 3-1 based on the seismic force resisting system and diaphragm
type. Separate building types may be used for buildings with different seismic force
resisting systems in different directions.
• W2: Wood Frames, Commercial and Industrial
• C2: Concrete Shear Walls with Stiff Diaphragms
• RM1: Reinforced Masonry Bearing Walls with Flexible Diaphragms
It should be noted that the building has multiple types of lateral force resisting systems,
with no seismic separation. These systems will have different behaviors during a
seismic event, and there is risk of pounding between buildings. This pounding has the
potential to damage the buildings and architectural finishes.
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2.6. Performance Objective
ASCE 41-17 defines four building performance levels. These target building
performance levels are (in order from highest to lowest performance):
• Operational (1-A)
• Immediate Occupancy (1-B)
• Life Safety (3-C)
• Collapse Prevention (5-D)
These performance levels are best visualized through the following figure:
These performance levels are directly related to the extent of damage that would be
sustained by the building and its systems in the seismic event. Building Performance
can qualitatively be described in terms of:
• The safety afforded to building occupants during and after the event
• The cost and feasibility of restoring the building to its pre-earthquake
condition
• The length of time the building is removed from service to effect repairs
• Economic, architectural, and historic effects on the larger community.
Because this is intended to function as an Essential Services Facility, a Basic
Performance Objective of Immediate Occupancy has been chosen. Note that this is
the target Performance Level, not the Performance expected in the buildings current
state. This selection is tied to the building Risk Category in ASCE 41-17, Table 2-1
and Table 2-2. A level of Operational Building Performance Level performs to the
level of Immediate Occupancy Structural Performance level and the nonstructural
components shall meet a level of Operations. These nonstructural components
include existing architectural, mechanical, and electrical components and systems that
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are permanently installed in the building. Per Chapter 13 of ASCE 41-17, a level of
Operational for these elements must conform to the current ASCE 7, Chapter 13.
Given the age of construction, and traditional methods of anchoring those systems,
these items would not meet the current code. However, after a disaster, these
systems are not required in order for the Police Department to assist and serve the
public. Any architectural, mechanical, and electrical elements that must function after
a disaster should be upgraded to meet the Operational threshold.
Buildings that meet the target performance level of Immediate Occupancy are
expected to sustain minimal or no damage to their structural elements and only minor
damage to their non-structural components. Although it would be safe to reoccupy
a building meeting this target performance level immediately after a major earthquake,
nonstructural systems might not function because of lack of electrical power or
internal damage to equipment. Therefore, although immediate re-occupancy of the
building is possible, it might be necessary to perform some cleanup and repair and
await the restoration of the utility service before the building can function in normal
mode.
In order to achieve a performance level of immediate occupancy for a Risk Category
IV building the seismic hazard level shall be BSE-1E as defined in Table 2-2 of ASCE
41-17. BSE-1E is a seismic hazard with a 20% probability of exceedance in 50 years
(20%/50-year) multiplied by a risk coefficient. The resulting MCER ground motion,
which can be larger or smaller than the 20%/50-year values, is such that new buildings
designed by the IBC/CBC for that ground motion have a 1% probability of collapse in
ten years.
2.7. Level of Seismicity
The level of seismicity of a building is the degree or expected seismic hazard. In
accordance with ASCE 41-17, levels are categorized as very low, low, moderate, or
high based on mapped acceleration values and site amplification factors.
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Figure 2:ASCE 41-17 Table 2-5
The mapped value of SDS = 0.762 and SD1=0.499, therefore the project is located in a
site with high seismicity. This is to be expected given the projects location on the
Central Coast of California.
3. Deficiencies
3.1. General Deficiencies
3.1.1. Second Floor Concrete Slab
The floor slab is a 5½” thick concrete slab, spanning in a single direction. The slab has
reinforcement noted top and bottom, which is unusual for such a thin slab section. In
areas this slab has spans on the order of 14’-0”. This is a major structural concern for
the occupancy live loading of 100 psf in the lobby and corridor areas.
3.1.2. Exterior timber framing
The timber framing that extends to the exterior of the building is showing signs of
damage from exposure. This damage extends into the main span of the framing, which
would compromise the strength of the member.
3.2. Noted Tier 1 Checklist Deficiencies
The following is a list of lateral resisting element deficiencies based on a review of the
existing drawings and visual observation at the site of the existing structural elements.
These deficiencies were noted in accordance with the checklists of ASCE 41-17. A
full summary of the checklists can be found in the Appendix. Note that this checklist
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is limited to items that could be visually observed at the site or shown in the existing
documentation and drawings available.
3.2.1. Basic Configuration Deficiencies
The following items pertain to the basic configuration of the building.
3.2.1.1. Load Path
The existing drawings for the 1983 timber addition do not have proper connections
of the stud walls to the diaphragms. The depicted configuration shows that the only
restraint at the floor is the sheathing, acting in tension. The roof connection does not
reflect how the 4x10 ledger is attached to the stud wall, and there is minimal restraint
for out of plane wind loading. In addition, there are no out of plane tie connection
between the heavy masonry walls and the floor open web trusses.
3.2.1.2. Adjacent Building
Neither of the additions to the original building were built with a seismic gap. This
will cause pounding between the different structural lateral force resisting systems, as
the structural behavior of each system will differ dramatically.
3.2.1.3. Mezzanines
There is a mechanical mezzanine at the 1968 building, without a lateral system to
support it. The mezzanine falls in the middle of the building, and is constructed as
concrete filled metal deck, support by steel wide flanges and pipe columns.
3.2.1.4. Vertical Irregularities
At the 1968 building, the second level masonry walls do not stack over walls below
on Line C. As the masonry walls are the lateral force resisting system, this constitutes
a vertical irregularity.
3.2.1.5. Torsion
The building footprint is highly irregular, and it is likely the center of rigidity and the
center of mass are offset more than 20%.
3.2.1.6. Overturning
The smallest shear wall pier at the foundation level is approximately 4’-0”, with a
height of 11’-0” (top of slab). This ratio exceeds 0.6 x Sa for the project site.
3.2.2. Building Type W2 Deficiencies
The following items pertain to the Wood frame building type.
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3.2.2.1. Redundancy
The 1983 addition drawings show only a single shear wall on Line D, approximately
4’-0” long.
3.2.2.2. Narrow Wood Shear Walls
The height to width ratio of the 4’-0” long shear wall on Line D is 3.125. This exceeds
the threshold limit of 2.
3.2.2.3. Openings
The existing drawings show a 3’-6” by 4’-6” opening at the roof diaphragm, with no
additional bracing of the adjacent stud wall. There are no positive ties between the
stud wall and the framing on either side of the opening. The wall that bounds the
diaphragm opening is not a shear wall, and the shear wall that is in line with this
element has a height-to-width ratio of over 3.
3.2.3. Building Type C2 Deficiencies
The following items pertain to the Concrete Shear Walls with Stiff Diaphragm type.
3.2.3.1. Wall Anchorage at Flexible Diaphragm
The 1968 building masonry walls are braced by a flexible diaphragm. The current
connection at those walls is a single Simpson Strong-Tie A35 clip at 4’-0” to a 4x12
strut. That strut is not developed into the diaphragm beyond the first purlin bay. This
connection is wholly inadequate for the forces induced by this configuration.
3.2.3.2. Deflection Compatibility
The column-bar splice is only 32db and has ties that exceed the 8db limit. The beam
stirrups spacing exceeds d/2 in many instances.
3.2.3.3. Flat slabs
The bottom bars of the flat slabs splice at the beam/column intersections. The lap
length is only 12”.
3.2.3.4. Confinement Reinforcing
While there are no shear walls with height to width ratios that exceed 2-to-1, it
should be noted that the is no confinement of boundary reinforcement at any of the
shear walls.
3.2.3.5. Diaphragm Continuity
The diaphragm is not continuous at the roof level.
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3.2.3.6. Plan Irregularities
The plan is highly irregular in layout. At some of the reentrant corners, two #6 bars
are provided in the slab. But the application is not consistent across the entire
diaphragm.
3.2.3.7. Cross Ties
The plan is highly irregular in layout. Chord bars are not provided at each lateral force
resisting line, or each reentrant corner.
3.2.4. Building Type RM1 Deficiencies
The following items pertain to Reinforced Masonry Bearing Walls building type.
3.2.4.1. Wall Anchorage
The 1968 building masonry walls are braced by a flexible diaphragm. The current
connection at those walls is a single Simpson Strong-Tie A35 clip at 4’-0” to a 4x12
strut. That strut is not developed into the diaphragm beyond the first purlin bay. This
connection is wholly inadequate for the forces induced by this configuration. The 1983
building addition have no out of plane connection from the masonry walls to the
flexible floor diaphragm.
3.2.4.2. Wood Ledgers
The only connection between the masonry walls and the flexible diaphragm is the
plywood sheathing of the floor diaphragm. That would induce cross grain bending on
the blocking and ledger at the top of the masonry wall.
3.2.4.3. Transfer to Shear Walls
The Simpson Strong-Tie A-35N connection between the floor diaphragm and the
masonry shear walls is less than the strength of the diaphragm.
3.2.4.4. Plan Irregularities
There are no diaphragm reinforcements at locations of plan irregularities (i.e.
openings in the diaphragm, or reentrant corners).
3.2.4.5. Cross Ties
Continuous ties between diaphragm chords are not present, except at the roof level.
At the floor level, it would be assumed that the continuous chord tie is the double
top plate of the wood wall framing. However, there is no indication what that
minimum connection would have been.
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3.2.4.6. Stiffness of Wall Anchors
The connection between the top of CMU exterior walls and the diaphragm is not
indicated on the existing drawings and would require additional anchors from CMU
wall to diaphragms for support of the CMU wall.
3.2.5. Nonstructural
3.2.5.1. Equipment
All equipment over 20 lbs and mounted to the wall or ceiling shall be positively
anchored and braced, and all equipment 400 lbs or more mounted to the ground shall
be anchored. Any ground mounted storage racks/cabinets over 4 feet tall shall be
properly attached or braced.
3.2.5.2. Piping
Bracing of any overhead piping and any gas suspended more than 12” from the
structure and over 2” in diameter, or less than 2” if carrying hazardous material, or if
essential to the operation, shall be braced.
4. Summary of Findings
4.1. Required Structural Retrofit Program
If the existing building is to be modernized, or expanded with another addition, this
assessment shall be advanced to a Tier 3 analysis. The Tier 3 analysis will provide the
exact guidelines for the required retrofit tasks in order to meet the Immediate
Occupancy performance level for this Risk Category IV building. However, the
deficiency list above gives a general idea of what will need to be addressed during a
retrofit. The required retrofit tasks will be very costly given the wide range of items
that need to be addressed. The solutions would require opening up the diaphragms
to add hardware, potentially applying fiber reinforced polymers (FRP) to the concrete
and masonry walls to supplement the existing reinforcement and thickening the
concrete slab to adequately support the current or proposed loading.
4.2. Alternate Options for New Programming
The building code assumes each building is designed for a 50-year lifespan (as
referenced in ASCE 41-17 Commentary Section C2.2.1). This is directly tied to the
risk of a building experiencing a code-level seismic hazard. The original facility has
exceeded that 50-year timeframe. In addition, the field of earthquake engineering has
drastically improved building design and detailing over that same period. As a result,
this facility will require extensive retrofit to ensure that the building meets the
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requirements for Essential Services Buildings Seismic Safety Act of 1986 and is able to
serve the public of San Luis Obispo and the greater area after a disaster. Coupled
with any programing challenges from an architectural standpoint, it may be more
reasonable to demolish this building and construct a new facility that meets the
current code performance criteria.
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Appendix
A.1. (Table 17-3) IMMEDIATE OCCPANCY BASIC CONFIGURATION CHECKLIST
Very Low Seismicity
Building System
General
C NC N/A U LOAD PATH: The structure shall contain a complete, well-defined load path, including structural
elements and connections, that serves to transfer the inertial forces associated with the mass of all
elements of the building to the foundation. (Commentary: Sec. A.2.1.1. Tier 2: Sec. 5.4.1.1)
C NC N/A U ADJACENT BUILDINGS: The clear distance between the building being evaluated and any adjacent
building is greater than 0.5% of the height of the shorter building in low seismicity, 1.0% in moderate
seismicity, and 3.0% in high seismicity. (Commentary: Sec. A.2.1.2. Tier 2: Sec. 5.4.1.2)
C NC N/A U MEZZANINES: Interior mezzanine levels are braced independently from the main structure or are
anchored to the seismic-force-resisting elements of the main structure. (Commentary: Sec. A.2.1.3. Tier
2: Sec. 5.4.1.3)
Building Configuration
C NC N/A U WEAK STORY: The sum of the shear strengths of the seismic-force-resisting system in any story in each
direction shall not be less than 80% of the strength in the adjacent story above. (Commentary: Sec.
A.2.2.2. Tier 2: Sec. 5.4.2.1)
C NC N/A U SOFT STORY: The stiffness of the seismic-force-resisting system in any story shall not be less than 70%
of the seismic-force-resisting system stiffness in an adjacent story above or less than 80% of the average
seismic-force-resisting system stiffness of the three stories above. (Commentary: Sec. A.2.2.3. Tier 2: Sec.
5.4.2.2)
C NC N/A U VERTICAL IRREGULARITIES: All vertical elements in the seismic-force-resisting system are continuous
to the foundation. (Commentary: Sec. A.2.2.4. Tier 2: Sec. 5.4.2.3)
C NC N/A U GEOMETRY: There are no changes in the net horizontal dimension of the seismic-force-resisting system
of more than 30% in a story relative to adjacent stories, excluding one-story penthouses and mezzanines.
(Commentary: Sec. A.2.2.5. Tier 2: Sec. 5.4.2.4)
C NC N/A U MASS: There is no change in effective mass more than 50% from one story to the next. Light roofs,
penthouses, and mezzanines need not be considered. (Commentary: Sec. A.2.2.6. Tier 2: Sec. 5.4.2.5)
C NC N/A U TORSION: The estimated distance between the story center of mass and the story center of rigidity is
less than 20% of the building width in either plan dimension. (Commentary: Sec. A.2.2.7. Tier 2: Sec.
5.4.2.6)
Low Seismicity: Complete the Following Items in Addition to the Items for Very Low Seismicity.
Geologic Site Hazards
C NC N/A U LIQUEFACTION: Liquefaction-susceptible, saturated, loose granular soils that could jeopardize the
building’s seismic performance do not exist in the foundation soils at depths within 50 ft under the
building. (Commentary: Sec. A.6.1.1. Tier 2: 5.4.3.1)
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C NC N/A U SLOPE FAILURE: The building site is located away from potential earthquake-induced slope failures or
rockfalls so that it is unaffected by such failures or is capable of accommodating any predicted movements
without failure. (Commentary: Sec. A.6.1.2. Tier 2: 5.4.3.1)
C NC N/A U SURFACE FAULT RUPTURE: Surface fault rupture and surface displacement at the building site are not
anticipated. (Commentary: Sec. A.6.1.3. Tier 2: 5.4.3.1)
Moderate and High Seismicity: Complete the Following Items in Addition to the Items for Low Seismicity.
Foundation Configuration
C NC N/A U OVERTURNING: The ratio of the least horizontal dimension of the seismic-force-resisting system at the
foundation level to the building height (base/height) is greater than 0.6 Sa. (Commentary: Sec. A.6.2.1.
Tier 2: Sec. 5.4.3.3)
C NC N/A U TIES BETWEEN FOUNDATION ELEMENTS: The foundation has ties adequate to resist seismic forces
where footings, piles, and piers are not restrained by beams, slabs, or soils classified as Site Class A, B,
or C. (Commentary: Sec. A.6.2.2. Tier 2: Sec. 5.4.3.4)
C = Compliant, NC = Non-compliant, N/A = Not Applicable, U = Unknown
A.2. (Table 17-6) IMMEDIATE OCCPANCY STRUCTURAL CHECKLIST FOR BUILDING TYPE
W2: WOOD FRAMES, COMMERCIAL AND INDUSTRIAL
Very Low Seismicity
Seismic-Force Resisting System
C NC N/A U REDUNDANCY: The number of lines of shear walls in each principal direction is greater than or equal
to 2. (Commentary: Sec. A.3.2.1.1. Tier 2: Sec. 5.5.1.1)
C NC N/A U SHEAR STRESS CHECK: The shear stress in the shear walls, calculated using the Quick Check
procedure of Section 4.4.3.3, is less than the following values (Commentary: Sec. A.3.2.7.1. Tier 2: Sec.
5.5.3.1.1):
Structural panel sheathing 1,000 lb/ft
Diagonal sheathing 700 lb/ft
Straight sheathing 100 lb/ft
All other conditions 100 lb/ft
C NC N/A U STUCCO (EXTERIOR PLASTER) SHEAR WALLS: Multi-story buildings do not rely on exterior stucco
walls as the primary seismic-force-resisting system. (Commentary: Sec. A.3.2.7.2. Tier 2: Sec. 5.5.3.6.1)
C NC N/A U GYPSUM WALLBOARD OR PLASTER SHEAR WALLS: Interior plaster or gypsum wallboard is not
used as shear walls on buildings more than one story high with the exception of the uppermost level of
a multi-story building. (Commentary: Sec. A.3.2.7.3. Tier 2: Sec. 5.5.3.6.1)
C NC N/A U NARROW WOOD SHEAR WALLS: Narrow wood shear walls with an aspect ratio greater than 2-to-
1 are not used to resist seismic forces. (Commentary: Sec. A.3.2.7.4. Tier 2: Sec. 5.5.3.6.1)
C NC N/A U WALLS CONNECTED THROUGH FLOORS: Shear walls have an interconnection between stories to
transfer overturning and shear forces through the floor. (Commentary: Sec. A.3.2.7.5. Tier 2: Sec.
5.5.3.6.2)
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C NC N/A U HILLSIDE SITE: For structures that are taller on at least one side by more than one-half story because
of a sloping site, all shear walls on the downhill slope have an aspect ratio less than 1-to-1.
(Commentary: Sec. A.3.2.7.6. Tier 2: Sec. 5.5.3.6.3)
C NC N/A U CRIPPLE WALLS: Cripple walls below first-floor-level shear walls are braced to the foundation with
wood structural panels. (Commentary: Sec. A.3.2.7.7. Tier 2: Sec. 5.5.3.6.4)
C NC N/A U OPENINGS: Walls with openings greater than 80% of the length are braced with wood structural panel
shear walls with aspect ratios of not more than 1.5-to-1 or are supported by adjacent construction
through positive ties capable of transferring the seismic forces. (Commentary: Sec. A.3.2.7.8. Tier 2:
Sec. 5.5.3.6.5)
Connections
C NC N/A U WOOD POSTS: There is a positive connection of wood posts to the foundation. (Commentary: Sec.
A.5.3.3. Tier 2: Sec. 5.7.3.3)
C NC N/A U WOOD SILLS: All wood sills are bolted to the foundation. (Commentary: Sec. A.5.3.4. Tier 2: Sec.
5.7.3.3)
C NC N/A U GIRDER/COLUMN CONNECTION: There is a positive connection using plates, connection hardware,
or straps between the girder and the column support. (Commentary: Sec. A.5.4.1. Tier 2: Sec. 5.7.4.1)
High Seismicity (Complete the Following Items in Addition to the Items for Low and Moderate Seismicity)
C NC N/A U WOOD SILL Bolts: Sill bolts are spaced at 6 ft or less with acceptable edge and end distance provided
for wood and concrete. (Commentary: Sec. A.5.3.7. Tier 2: Sec. 5.7.3.3)
Diaphragms
C NC N/A U DIAPHRAGM CONTINUITY: The diaphragms are not composed of split-level floors and do not have
expansion joints. (Commentary: Sec. A.4.1.1. Tier 2: Sec. 5.6.1.1)
C NC N/A U ROOF CHORD CONTINUITY: All chord elements are continuous, regardless of changes in roof
elevation. (Commentary: Sec. A.4.1.3. Tier 2: Sec. 5.6.1.1)
C NC N/A U DIAPHRAGM REINFORCEMENT AT OPENINGS: There is reinforcing around all diaphragm openings
larger than 50% of the building width in either major plan dimension. (Commentary: Sec. A.4.1.8. Tier 2:
Sec. 5.6.1.5)
C NC N/A U STRAIGHT SHEATHING: All straight sheathed diaphragms have aspect ratios less than 2-to-1 in the
direction being considered. (Commentary: Sec. A.4.2.1. Tier 2: Sec. 5.6.2)
C NC N/A U SPANS: All wood diaphragms with spans greater than 24 ft consist of wood structural panels or
diagonal sheathing. (Commentary: Sec. A.4.2.2. Tier 2: Sec. 5.6.2)
C NC N/A U DIAGONALLY SHEATHED AND UNBLOCKED DIAPHRAGMS: All diagonally sheathed or unblocked
wood structural panel diaphragms have horizontal spans less than 40 ft and aspect ratios less than or
equal to 4-to-1. (Commentary: Sec. A.4.2.3. Tier 2: Sec. 5.6.2)
C NC N/A U OTHER DIAPHRAGMS: The diaphragm does not consist of a system other than wood, metal deck,
concrete, or horizontal bracing. (Commentary: Sec. A.4.7.1. Tier 2: Sec. 5.6.5)
C = Compliant, NC = Non-compliant, N/A = Not Applicable, U = Unknown
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A.3. (Table 17-25) IMMEDIATE OCCPANCY STRUCTURAL CHECKLIST FOR BUILDING TYPE
C2: CONCRETE SHEAR WALLS WITH STIFF DIAPHRAGMS and C2a: CONCRETE
SHEAR WALLS WITH FLEXIBLE DIAPHRAGMS
Very Low Seismicity
Seismic-Force Resisting System
C NC N/A U COMPLETE FRAMES: Steel or concrete frames classified as secondary components form a complete
vertical-load-carrying system. (Commentary: Sec. A.3.1.6.1. Tier 2: Sec. 5.5.2.5.1)
C NC N/A U REDUNDANCY: The number of lines of shear walls in each principal direction is greater than or equal
to 2. (Commentary: Sec. A.3.2.1.1. Tier 2: Sec. 5.5.1.1)
C NC N/A U SHEAR STRESS CHECK: The shear stress in the concrete shear walls, calculated using the Quick Check
procedure of Section 4.4.3.3, is less that the greater of 100 psi or 2�𝑓𝑓′𝑐𝑐 (Commentary: Sec. A.3.2.2.1.
Tier 2: Sec. 5.5.3.1.1)
C NC N/A U REINFORCING STEEL: The ratio of reinforcing steel area to gross concrete area is not less than 0.0012
in the vertical direction and 0.0020 in the horizontal direction. The spacing of reinforcing steel is equal to
or less than 18 in. (Commentary: Sec. A.3.2.2.2, Tier 2: Sec. 5.5.3.1.3)
Connections
C NC N/A U WALL ANCHORAGE AT FLEXIBLE DIAPHRAGMS: Exterior concrete or masonry walls that are
dependent on flexible diaphragms for lateral support are anchored for out-of-plane forces at each
diaphragm level with steel anchors, reinforcing dowels, or straps that are developed into the diaphragm.
Connections have strength to resist the connection force calculated in the Quick Check procedures of
Section 4.4.3.7. (Commentary: Sec. A.5.1.1, Tier 2: Sec. 5.7.1.1)
C NC N/A U TRANSFER TO SHEAR WALLS: Diaphragms are connected for transfer of loads to the shear walls, and
the connections are able to develop the lessor of the shear strength of the walls or diaphragms.
(Commentary: Sec. A.5.2.1, Tier 2: Sec. 5.7.2)
C NC N/A U FOUNDATION DOWELS: Wall reinforcement is dowels into the foundation, and the dowels are able
to develop the lesser of the strength of the walls or the uplift capacity of the foundation. (Commentary:
A.5.3.5, Tier 2: Sec. 5.7.3.4)
Foundation System
C NC N/A U DEEP FOUNDATIONS: Piles and piers are capable of transferring the lateral forces between the
structure and the soil. (Commentary: Sec. A.6.2.3)
C NC N/A U SLOPING SITES: The difference in foundation embedment depth from one side of the building to another
does not exceed one story. (Commentary: Sec. A.6.2.4)
Low Seismicity: Complete the Following Items in Addition to the Items for Very Low Seismicity.
Seismic-Force Resisting System
C NC N/A U DEFLECTION COMPATIBILITY: Secondary components have the shear capacity to develop the flexural
strength of the components and are compliant with the following items in Table 17-23: COLUMN-BAR
SPLICES, BEAM-BAR SPLICES, COLUMN-TIE SPACING, STIRRUP SPACING, and STIRRUP AND TIE
HOOKS. (Commentary: Sec. A.3.1.6.2. Tier 2: Sec. 5.5.2.5.2)
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March 25, 2021
Page 21 of 24
C NC N/A U FLAT SLABS: Flat slabs or plates not part of the seismic-force-resisting system have continuous bottom
steel through the column joints. (Commentary: Sec. A.3.1.6.3. Tier 2: Sec. 5.5.2.5.3)
C NC N/A U COUPLING BEAMS: The ends of both walls to which the coupling beam is attached are supported at
each end to resist vertical loads caused by overturning. Coupling beams have the capacity in shear to
develop the uplift capacity of the adjacent wall. (Commentary: Sec. A.3.2.2.3. Tier 2: Sec. 5.5.3.2.1)
C NC N/A U OVERTURNING: All shear walls have aspect ratios less than 4-to-1. Wall piers need not be considered.
(Commentary: Sec. A.3.2.2.4, Tier 2: Sec. 5.5.3.1.4)
C NC N/A U CONFINEMENT REINFORCING: For shear walls with aspect ratios greater than 2-to-1, the boundary
elements are confined with spirals or ties with spacing less than 8db. (Commentary: Sec. A.3.2.2.5. Tier
2: Sec. 5.5.3.2.2)
C NC N/A U WALL REINFORCEMENT AT OPENINGS: There is added trim reinforcement around all wall openings
with a dimension greater than three times the thickness of the wall. (Commentary: Sec. A.3.2.2.6. Tier 2:
Sec. 5.5.3.1.5)
C NC N/A U WALL THICKNESS: Thicknesses of bearing walls are not less than 1/25 the unsupported height or length,
whichever is shorter, nor less than 4 in. (Commentary: Sec. A.3.2.2.7. Tier 2: Sec. 5.5.3.1.2)
Diaphragms (Stiff or Flexible)
C NC N/A U DIAPHRAGM CONTINUITY: The diaphragms are not composed of split-level floors and do not have
expansion joints. (Commentary: Sec. A.4.1.1. Tier 2: Sec. 5.6.1.1)
C NC N/A U OPENINGS AT SHEAR WALLS: Diaphragm openings immediately adjacent to the shear walls are less
than 15% of the wall length. (Commentary: Sec. A.4.1.4. Tier 2: Sec. 5.6.1.3)
C NC N/A U PLAN IRREGULARITIES: There is tensile capacity to develop the strength of the diaphragm at reentrant
corners or other locations of plan irregularities. (Commentary: Sec. A.4.1.7. Tier 2: Sec. 5.6.1.4)
C NC N/A U DIAPHRAGM REINFORCEMENT AT OPENINGS: There is reinforcing around all diaphragm openings
larger than 50% of the building width in either major plan dimension. (Commentary: Sec. A.4.1.8. Tier 2:
Sec. 5.6.1.5)
Flexible Diaphragms
C NC N/A U CROSS TIES: There are continuous cross ties between diaphragm chords. (Commentary: Sec. A.4.1.2.
Tier 2: Sec. 5.6.1.2)
C NC N/A U STRAIGHT SHEATHING: All straight-sheathed diaphragms have aspect ratios less than 1-to-1 in the
direction being considered. (Commentary: Sec. A.4.2.1. Tier 2: Sec. 5.6.2)
C NC N/A U SPANS: All wood diaphragms with spans greater than 12 ft consist of wood structural panels or diagonal
sheathing. (Commentary: Sec. A.4.2.2. Tier 2: Sec. 5.6.2)
C NC N/A U DIAGONALLY SHEATHED AND UNBLOCKED DIAPHGRAMS: All diagonally sheathed or unblocked
wood structural panel diaphragms have horizontal spans less than 30 ft and aspect ratios less than or
equal to 3-to-1. (Commentary: Sec. A.4.2.3. Tier 2: Sec. 5.6.2)
C NC N/A U NONCONRETE FILLED DIAPHRAGMS: Untopped metal deck diaphragms or metal deck diaphragms
with fill other than concrete consist of horizontal spans of less than 40 ft and have aspect ratios less than
4-to-1. (Commentary: Sec. A.4.3.1. Tier 2: Sec. 5.6.3)
C NC N/A U OTHER DIAPHRAGMS: Diaphragms do not consist of a system other than wood, metal deck, concrete,
or horizontal bracing. (Commentary: Sec. A.4.7.1. Tier 2: Sec. 5.6.5)
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Seismic Evaluation Report
March 25, 2021
Page 22 of 24
Connections
C NC N/A U UPLIFT AT PILE CAP: Pile caps have top reinforcement, and piles are anchored to the pile caps; the pile
cap reinforcement and pile anchorage are able to develop the tensile capacity of the piles. (Commentary:
Sec. A.5.3.8. Tier 2: Sec. 5.7.3.5)
C = Compliant, NC = Non-compliant, N/A = Not Applicable, U = Unknown
A.4. (Table 17-35) IMMEDIATE OCCPANCY STRUCTURAL CHECKLIST FOR BUILDING
TYPES RM1: REINFORCED MASONRY BEARING WALLS WITH FLEXIBLE DIAPHRAGMS
AND RM2: REINFORCED MASONRY BEARING WALLS WITH STIFF DIAPHRAGMS
Very Low Seismicity
Seismic-Force Resisting System
C NC N/A U REDUNDANCY: The number of lines of shear walls in each principal direction is greater than or equal
to 2. (Commentary: Sec. A.3.2.1.1. Tier 2: Sec. 5.5.1.1)
C NC N/A U SHEAR STRESS CHECK: The shear stress in the reinforced masonry shear walls, calculated using the
Quick Check procedure of Section 4.4.3.3, is less than 70 lb/in. 2. (Commentary: Sec. A.3.2.4.1. Tier 2:
Sec. 5.5.3.1.1)
C NC N/A U REINFORCING STEEL: The total vertical and horizontal reinforcing steel ratio in reinforced masonry
walls is greater than 0.002 of the wall with the minimum of 0.0007 in either of the two directions; the
spacing of reinforcing steel is less than 48 in., and all vertical bars extend to the top of the walls.
(Commentary: Sec. A.3.2.4.2. Tier 2: Sec. 5.5.3.1.3)
Connections
C NC N/A U WALL ANCHORAGE: Exterior concrete or masonry walls that are dependent on the diaphragm for
lateral support are anchored for out-of-plane forces at each diaphragm level with steel anchors,
reinforcing dowels, or straps that are developed into the diaphragm. Connections have strength to resist
the connection force calculated in the Quick Check procedure of Section 4.4.3.7. (Commentary: Sec.
A.5.1.2. Tier 2: Sec. 5.7.1.3)
C NC N/A U WOOD LEDGERS: The connection between the wall panels and the diaphragm does not induce cross-
grain bending or tension in the wood ledgers. (Commentary: Sec. A.5.1.2. Tier 2: Sec. 5.7.1.3)
C NC N/A U TRANSFER TO SHEAR WALLS: Diaphragms are connected for transfer of seismic forces to the shear
walls, and the connections are able to develop the lesser of the shear strength of the walls or diaphragms.
(Commentary: Sec. A.5.2.1. Tier 2: Sec. 5.7.2)
C NC N/A U FOUNDATION DOWELS: Wall reinforcement is doweled into the foundation, and the dowels are able
to develop the lesser of the strength of the walls or the uplift capacity of the foundation. (Commentary:
Sec. A.5.3.5. Tier 2: Sec. 5.7.3.4)
C NC N/A U GIRDER–COLUMN CONNECTION: There is a positive connection using plates, connection hardware,
or straps between the girder and the column support. (Commentary: Sec. A.5.4.1. Tier 2: Sec. 5.7.4.1)
Foundation System
C NC N/A U DEEP FOUNDATIONS: Piles and piers are capable of transferring the lateral forces between the
structure and the soil. (Commentary: Sec. A.6.2.3)
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Seismic Evaluation Report
March 25, 2021
Page 23 of 24
C NC N/A U SLOPING SITES: The difference in foundation embedment depth from one side of the building to another
shall not exceed one story high. (Commentary: Sec. A.6.2.4)
Low, Moderate and High Seismicity: Complete the Following Items in Addition to the Items for Very Low
Seismicity.
Seismic-Force Resisting System
C NC N/A U REINFORCING AT WALL OPENINGS: All wall openings that interrupt rebar have trim reinforcing on
all sides. (Commentary: Sec. A.3.2.4.3. Tier 2: Sec. 5.5.3.1.5)
C NC N/A U PROPORTIONS: The height-to-thickness ratio of the shear walls at each story is less than 30.
(Commentary: Sec. A.3.2.4.4. Tier 2: Sec. 5.5.3.1.2)
Diaphragms (Stiff or Flexible)
C NC N/A U OPENINGS AT SHEAR WALLS: Diaphragm openings immediately adjacent to the shear walls are less
than 15% of the wall length. (Commentary: Sec. A.4.1.4. Tier 2: Sec. 5.6.1.3)
C NC N/A U OPENINGS AT EXTERIOR MASONRY SHEAR WALLS: Diaphragm openings immediately adjacent to
exterior masonry shear walls are not greater than 4 ft long. (Commentary: Sec. A.4.1.6. Tier 2: Sec.
5.6.1.3)
C NC N/A U PLAN IRREGULARITIES: There is tensile capacity to develop the strength of the diaphragm at reentrant
corners or other locations of plan irregularities. (Commentary: Sec. A.4.1.7. Tier 2: Sec. 5.6.1.4)
C NC N/A U DIAPHRAGM REINFORCEMENT AT OPENINGS: There is reinforcing around all diaphragm openings
larger than 50% of the building width in either major plan dimension. (Commentary: Sec. A.4.1.8. Tier 2:
Sec. 5.6.1.5)
Flexible Diaphragms
C NC N/A U CROSS TIES: There are continuous cross ties between diaphragm chords. (Commentary: Sec. A.4.1.2.
Tier 2: Sec. 5.6.1.2)
C NC N/A U STRAIGHT SHEATHING: All straight-sheathed diaphragms have aspect ratios less than 1-to-1 in the
direction being considered. (Commentary: Sec. A.4.2.1. Tier 2: Sec. 5.6.2)
C NC N/A U SPANS: All wood diaphragms with spans greater than 12 ft consist of wood structural panels or diagonal
sheathing. (Commentary: Sec. A.4.2.2. Tier 2: Sec. 5.6.2)
C NC N/A U DIAGONALLY SHEATHED AND UNBLOCKED DIAPHRAGMS: All diagonally sheathed or unblocked
wood structural panel diaphragms have horizontal spans less than 30 ft and aspect ratios less than or
equal to 3-to-1. (Commentary: Sec. A.4.2.3. Tier 2: Sec. 5.6.2)
C NC N/A U NONCONCRETE FILLED DIAPHRAGMS: Untopped metal deck diaphragms or metal deck diaphragms
with fill other than concrete consist of horizontal spans of less than 40 ft and have aspect ratios less than
4-to-1. (Commentary: Sec. A.4.3.1. Tier 2: Sec. 5.6.3)
C NC N/A U OTHER DIAPHRAGMS: The diaphragm does not consist of a system other than wood, metal deck,
concrete, or horizontal bracing. (Commentary: Sec. A.4.7.1. Tier 2: Sec. 5.6.5)
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Seismic Evaluation Report
March 25, 2021
Page 24 of 24
Connections
C NC N/A U STIFFNESS OF WALL ANCHORS: Anchors of concrete or masonry walls to wood structural elements
are installed taut and are stiff enough to limit the relative movement between the wall and the diaphragm
to no greater than 1/8 in. before engagement of the anchors. (Commentary: Sec. A.5.1.4. Tier 2: Sec.
5.7.1.2)
C = Compliant, NC = Non-compliant, N/A = Not Applicable, U = Unknown
References
1.1. Referenced Standards
The following Design and Reference Standards were used in the creation of this
report
• ASCE 41-17, “Seismic Evaluation and Retrofit of Existing Buildings” by the
American Society of Civil Engineers
Page 196 of 712
City of San Luis Obispo
Police Headquarters Replacement
Conceptual Project Budget
April 14, 2021
Renovation of Existing
A. Building - Existing Renovation
Building Total Renovation (Not Full Code Level for New):15,619 sf ASCE 41 Level
Building Square Footage Total:15,619 sf $500 $7,809,500 Budget
Second Floor Concrete Slab Deflection Compatibility
Exterior Timber Framing Flat Slabs - Not enough Lap
Seismic Separation Confinement Reinforcing
Load Path -Seismic Restraint Diaphram Continuity
Adjacent Building Wood and Concrete side by side Plan Irregulariies
Mezzanine Attachment Cross Ties
Vertical Irregularities - Stacking issues Wall Anchorage
Torsion Wood Legers
Narrow Wood Shear Walls Transfer to Shear Walls
Redundancy Stiffness of Wall Anchors
Narrow Wood Shear Walls Equipment
Opening - Roof Diaphram Piping
Wall Anchorage at Flexible Diaphram
Increase in Electrical and Mechanical for new Code Accessibility Upgrades
Elevator
New Building Area Needed - Not Included
New Building Total (If Added):23,071 sf
Building Square Footage Total:23,071 sf $700 $16,149,700 Not Included
cost per square foot:$700
Based on recent public safety bids and budgets
B. Equipment and Furnishings
QUANT UNIT COST TOTAL SOURCE
Building and Site Equipment 1 LS $950,000 $475,000
Building and Site Furnishings 1 LS $665,000 $332,500
FF&E Design Contingency (10% of budget) 10%%$807,500 $80,750
Equipment and Furnishings Subtotal:$888,250
C. On-Site Improvements
QUANT UNIT COST TOTAL SOURCE
Fuel Tank 1 LS $35,000 $35,000
Emergency Generator 1 LS $150,000 $150,000
Site Improvements - Underground Storm water Storage 1 LS $50,000 $50,000 Allowance
Covered Outdoor Storage - Evidence 0 SF $140 $0
Evidence Garage 0 SF $400 $0
Motorcycle Garage - In Parking Structure 0 SF $350 $0
APV Storage 0 SF $350 $0
Outdoor Explosive Storage 0 SF $350 $0
Covered Bike Rack Cage - in parking strucutre 0 SF $140 $0
K-9 Kennel 0 SF $140 $0
Site Improvements Including: 40,000 SF $45 $1,800,000
Site Final Grading and Pad Preparation $0
Site Drainage $0
Concrete Aprons $0
Asphaltic Paving $0
Curbs $0
Utilities and Lighting $0
Specialty Paving $0
Landscape and Irrigation $0
Perimeter Site Walls-Masonry/Decorative Fencing $0
Site Gate $0
Trash Enclosure $0
Site Retaining Walls 200 LF $950 $190,000 Half Original Design
On-Site Design Contingency (10% of budget)10%%$2,035,000 $203,500
Page 197 of 712
City of San Luis Obispo
Police Headquarters Replacement
Conceptual Project Budget
April 14, 2021
$655 On-Site Improvements Subtotal:$2,428,500
C.1. Parking Structure
QUANT UNIT COST TOTAL SOURCE
Concrete Parking Structure 120 Spaces $35,000 $4,200,000
Building Area Concrete Podium Over Parking 0 Spaces $35,000 $0
Excavation for Underground Parking 1 LS $150,000 $150,000
Entry Gate 2 LS $18,000 $36,000
Parking Structure Contingency (10% of budget) 10%%$186,000 $18,600
$805 Parking Structure Subtotal:$0 Not Included
D. Off-Site Improvements - Site Specific
QUANT UNIT COST TOTAL SOURCE
Driveway Cuts 450 SF $50 $22,500
Street Frontage Improvements 0.50 LS $200,000 $200,000
Off-Site Contingency (10% of budget) 10%%$222,500 $22,250
Off-site Improvements Subtotal:$244,750
E. Fees
QUANT UNIT COST TOTAL SOURCE
Arch/Engineering (Phase 2) 12%%$10,482,750 $1,257,930 Budget
Arch/Engineering (Phase 3) 0 LS $1,041,467 $0 Budget
Arch/Engineering (Phase 4) 0 LS $254,265 $0 Budget
Arch/Engineering (Phase 5) 0 LS $129,950 $0 Budget
LEED™ Design, Certification 1 LS $50,000 $50,000 Budget
Geotechnical Investigation 1 LS $60,000 $60,000 Budget
Utility Hook-up Fees 0 LS $25,000 $0 Budget
Materials Testing and Special Inspection 1 LS $100,000 $50,000 Budget
Construction Management (Items A, C, D) 5%%$10,482,750 $524,138 Budget
Fee Contingency (10%)10%%$1,942,068 $194,207 Budget
Fees Subtotal:$2,136,274
F. Owner Systems, Administration and Contingency
QUANT UNIT COST TOTAL SOURCE
City Administration Cost 1 LS $200,000 $200,000 Budget
Police Administration Cost 1 LS $200,000 $120,000 Budget
Planning Dept.- CUP, Design Review, CEQA* 0.5%%$10,238,000 $51,190 City
Building Dept.-Permit Fees* 1.0%%$10,238,000 $102,380 City
School Impact Fees-(Commercial) 0.5%%$10,238,000 $51,190 City
Site Acquisition Costs 0 LS $0 $0 City
Moving Costs 1 LS $10,000 $10,000 Budget
Communications
Radio Tower 0.7 LS $150,000 $105,000 Budget
Phone System 0.7 LS $200,000 $140,000 City
Radio System 0.7 LS $250,000 $175,000 City
Data Systems 0.7 LS $350,000 $245,000 City
Security System/Cameras 0.7 LS $90,000 $63,000 City
Demolition of Exiting Buildings 1 LS $200,000 $140,000 Budget
Relocation of Blue House 1 LS $35,000 $35,000 Budget
Project Phasing - Temporary parking facilities 0 LS $100,000 $0 Budget
Project Phasing - general conditions cost, extended 4%%$0 $0 Budget
Owner System Contingency (10% of budget) 10%%$1,437,760 $143,776 Budget
Construction Contingency (10% of A, C, D)10%%$10,482,750 $1,048,275 Budget
Owner Systems, Administration and Contingency Subtotal:$2,629,811
Page 198 of 712
City of San Luis Obispo
Police Headquarters Replacement
Conceptual Project Budget
April 14, 2021
Contract Division Totals:
A. Building:$7,809,500
B. Equipment and Furnishings $888,250
C. On-Site Improvements $2,428,500
C.1 Parking Structure $0
D. Off-site Improvements $244,750
E. Fees $2,136,274
F. Owner Systems, Administration and Contingency $2,629,811
Contract Division Subtotal:$16,137,085
G. Market Escalation (6.5% per year) to mid-point of Construction - 2 Year Est.$2,097,821
Conceptual Project Budget:$18,234,906
Page 199 of 712
Page 200 of 712
SPACE NEEDS ASSESSMENT
22 February 2021
San Luis Obispo Police Department
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SAN LUIS OBISPO POLICE DEPARTMENTII| Master PlanTABLE OF CONTENTSTABLE OF CONTENTS . . . . . . . . . . . . . . . . . . . . .IIEXECUTIVE SUMMARY. . . . . . . . . . . . . . . . . . . . IVEXISTING FACILITY. . . . . . . . . . . . . . . . . . . . . . .2PROJECT DESCRIPTION. . . . . . . . . . . . . . . . . . . .6Unit DescriptionsService Call DataPopulation ProjectionsŶÖƧłėũŋıāóŶĢŋłŭ1ƗĢŭŶĢłėDÖóĢķĢŶƘ!ŋłùĢŶĢŋłŭzðıāóŶĢƑāŭŋĕpāƒDÖóĢķĢŶƘSITE CHARACTERISTICS & REQUIREMENTS. . . . . . .18Circulation & AccessÖũĴĢłėŽƗĢķĢÖũƘ ŽĢķùĢłėŭBUILDING CHARACTERISTICS & REQUIREMENTS . . . 261ŭŭāłŶĢÖķāũƑĢóāŭDÖóĢķĢŶƘ ŽĢķùĢłė!ĞÖũÖóŶāũ ŽĢķùĢłėƘŭŶāĿŭāóŽũĢŶƘŽŭŶÖĢłÖðĢķĢŶƘŶũÖŶāėĢāŭPROGRAM REQUIREMENTS. . . . . . . . . . . . . . . . .44ťÖóāpāāùŭzŽŶķĢłāSpace NarrativeùıÖóāłóĢāŭŶÖłùÖũùŋŋĿDŋũĿŭŶÖłùÖũù!ŋĿťŋłāłŶ'ĢÖėũÖĿŭALTERNATIVE SITE EVALUATION . . . . . . . . . . . . 156ĢŶādŋóÖŶĢŋłŭ1ƗťķŋũāùĢŶā1ƑÖķŽÖŶĢŋłDĢłùĢłėŭCONCEPTUAL SITE DESIGNS . . . . . . . . . . . . . . . 174CONCEPTUAL BUILDING MASSING STUDY . . . . . . 182APPENDIX . . . . . . . . . . . . . . . . . . . . . . . . . . 190!ĢŶƘDÖóĢķĢŶĢāŭmÖŭŶāũķÖłŋķĢóāDÖóĢķĢŶĢāŭmÖŭŶāũķÖł!ĢŶƘFÖŶāŶŽùƘPage 202 of 712
SAN LUIS OBISPO POLICE DEPARTMENTIV| Master PlanEXECUTIVE SUMMARYBACKGROUNDDŋũùāóÖùāŭ̇ŶĞāÖłdŽĢŭzðĢŭťŋŋķĢóā'āťÖũŶĿāłŶDÖóĢķĢŶƘÖŶːˏ˓ˑÂÖķłŽŶŶũāāŶĞÖŭðāāłĢłÖùāŨŽÖŶāĢłŭĢơā̇óŋłƩėŽũÖŶĢŋł̇ÖłùĢłĕũÖŭŶũŽóŶŽũāŶŋĿāāŶŶĞāłāāùŭŋĕŶĞāťŽðķĢóŭÖĕāŶƘŭāũƑĢóāŶĞā'āťÖũŶĿāłŶťũŋƑĢùāŭ̍¦ĞĢŭƒÖŭùŋóŽĿāłŶāùťũāƑĢŋŽŭķƘĢłĕÖóĢķĢŶĢāŭÖŭŭāŭŭĿāłŶŭóŋłùŽóŶāùĢłː˘˘˗Öłùˑˏˏ˒̍¦ĞāŋķĢóāNāÖùŨŽÖũŶāũŭƒÖŭðŽĢķŶĢłː˘˕˘ÖłùĢŭŶĞā!ĢŶƘ̪ŭŋķùāŭŶĕÖóĢķĢŶƘŭŶĢķķĢłŋťāũÖŶĢŋł̍mŽóĞĞÖŭóĞÖłėāùĢłŶĞā!ĢŶƘŭĢłóāŶĞÖŶŶĢĿā̍¦ĞāťÖóāÖłùóŋĿťķāƗĢŶƘŋĕóĞÖłėāŭĢłŶāóĞłŋķŋėƘÖłùŭŋóĢāŶƘĢłėāłāũÖķŭĢłóāŶĞāː˘˘ˏ̪ŭĞÖƑāĞÖùÖłāƑāłėũāÖŶāũĢĿťÖóŶŋłťŽðķĢóŭÖĕāŶƘÖłùķÖƒāłĕŋũóāĿāłŶ̍ŶŶĞāŭÖĿāŶĢĿā̇ŶĞāāƗĢŭŶĢłėŋķĢóāðŽĢķùĢłėĞÖŭŭāũƑāùƒāķķðāƘŋłùĢŶŭŽŭāĕŽķķĢĕā̍THE PROCESSRłũāóŋėłĢŶĢŋłŋĕŶĞŋŭāóĞÖķķāłėāŭ̇ŶĞā!ĢŶƘŋĕÖłdŽĢŭzðĢŭťŋĞĢũāùm'āŭĢėłFũŋŽťĢłˑˏː˖̇ŶŋÖŭŭĢŭŶĢłťķÖłłĢłėĕŋũÖũāťķÖóāĿāłŶĕŋũŶĞāŋķĢóāĕÖóĢķĢŶƘ̍mĞÖŭťũāťÖũāùŶĞĢŭũāťŋũŶŶŋùŋóŽĿāłŶŶĞāƒŋũĴƒĢŶĞŶĞāŋķĢóā'āťÖũŶĿāłŶÖłù!ĢŶƘŶÖƦŶŋ̆ •!ŋłƩũĿāƗĢŭŶĢłėóŋłùĢŶĢŋłŭÖłùùāƩóĢāłóĢāŭƑĢÖŋðŭāũƑÖŶĢŋłŶŋŽũŭÖŶŶĞāĕÖóĢķĢŶƘ̇ •'āŭóũĢðāÖłùŨŽÖłŶĢĕƘŭťÖóāłāāùŭĕŋũóŽũũāłŶŋťāũÖŶĢŋłŭƒĢŶĞÖłāƘāŋłťũŋıāóŶāùłāāùŭĕŋũŶĞāĕŽŶŽũā̇ •1ƑÖķŽÖŶāŶĞāóÖũũƘĢłėóÖťÖóĢŶƘÖłùĕāÖŶŽũāŭŋĕŭāķāóŶāùÖķŶāũłÖŶāðŽĢķùĢłėŭĢŶāŭĢùāłŶĢƩāùðƘ!ĢŶƘŭŶÖƦŶŋÖóóŋĿĿŋùÖŶāŶĞŋŭāŭťÖóāłāāùŭ̇ •ŭŭĢŭŶĢłŭĢŶāŭāķāóŶĢŋłŶĞÖŶũāŭŽķŶāùĢłÖũāóŋĿĿāłùÖŶĢŋłŶŋũāŶÖĢłŶĞāÂÖķłŽŶŶũāāŶķŋóÖŶĢŋł̇ •ũŶĢóŽķÖŶāėŋÖķŭÖłùŋðıāóŶĢƑāŭĕŋũÖłāƒĕÖóĢķĢŶƘŶŋĿāāŶŶĞāùāťÖũŶĿāłŶ̪ŭŭťÖóāŭłāāùŭĢłĴāāťĢłėƒĢŶĞðũŋÖùāũ!ĢŶƘėŋÖķŭĕŋũŭŽŭŶÖĢłÖðĢķĢŶƘ̇ÖłùùĢƑāũŭĢŶƘ͖āŨŽĢŶƘ͖ĢłóķŽŭĢŋł̇Öłù •'āƑāķŋťÖùıÖóāłóƘùĢÖėũÖĿŭ̇ĕķŋŋũťķÖłŭÖłùðŽĢķùĢłėĿÖŭŭĢłėŭóĞāĿāŭŶŋŶāŭŶĞŋƒŶĞāĕÖóĢķĢŶƘłāāùŭóÖłðāĿāŶŋłŶĞāŭĢŶā̍ •RłŶāėũÖŶāùĢłŶŋŶĞāŋðŭāũƑÖŶĢŋłŶŋŽũŭƒāũāÖŭāũĢāŭŋĕĢłŶāũƑĢāƒŭŶŋėÖŶĞāũùÖŶÖŋłŶĞāĕŋķķŋƒĢłėĢŭŭŽāŭ̆ •1ƗĢŭŶĢłėÖłùÖłŶĢóĢťÖŶāùťāũŭŋłłāķ̇ĞŋŽũŭŋĕŋťāũÖŶĢŋł •!ŽũũāłŶùāƩóĢāłóĢāŭŋłŭťÖóā̇ĕŽũłĢŶŽũā̇āŨŽĢťĿāłŶ̇ÖłùŭāóŽũĢŶƘłāāùŭSAN LUIS OBISPO POLICE DEPARTMENTRłŶāũĢĿ!ĞĢāĕ`āƦĿĢŶĞCaptain ũĢÖłĿŋũŋŭŋCITY OF SAN LUIS OBISPOProject mÖłÖėāũĢóĞÖũù ŽũùāRRM DESIGN GROUPPrincipalmĢóĞÖāķóŋŶŶProject ArchitectÖŶ ķŋŶāJob Captain1łũĢŨŽāCervantesJob CaptainÖĢėā!ŋŋĴDesignerāėėƘŋłŋùÖACKNOWLEDGMENTS¦ĞādzŋķĢóāťÖóāpāāùŭŭŭāŭŭĿāłŶāťŋũŶĢùāłŶĢƩāŭŶĞāłāƗŶóũĢŶĢóÖķŭŶāťŭĕŋũŶĞāùāƑāķŋťĿāłŶŋĕÖłāƒŋķĢóāDÖóĢķĢŶƘ̍m'āŭĢėłFũŋŽťÖóĴłŋƒķāùėāŭŶĞāŶāÖĿāƦŋũŶĢŶŶŋŋĴŶŋùāƑāķŋťŶĞĢŭũāťŋũŶ̍ÂāÖťťũāóĢÖŶāŶĞāķāÖùāũŭĞĢť̇ùāùĢóÖŶĢŋł̇ÖłùŶĢĿāŶĞÖŶŋķĢóāÖłù!ĢŶƘŭŶÖƦóŋłŶũĢðŽŶāùŶŋŶĞāóŋĿťũāĞāłŭĢƑāłāŭŭŋĕŶĞāũāťŋũŶÖłùƑĢŭĢŋłĕŋũÖóĞĢāƑĢłėŶĞāťũŋıāóŶ̍Page 203 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENTV VI| | Master PlanMaster Plan •łŶĢóĢťÖŶāùłāāùŭŋłŭťÖóā̇ĕŽũłĢŶŽũā̇ÖłùāŨŽĢťĿāłŶ •łŶĢóĢťÖŶāùłāāùŭĕŋũĿāóĞÖłĢóÖķ̇ťķŽĿðĢłė̇ÖłùāķāóŶũĢóÖķŭƘŭŶāĿŭ •łŶĢóĢťÖŶāùāĿāũėāłóƘťŋƒāũÖłùĢłŶāũũŽťŶĢðķāťŋƒāũłāāùŭ •āŨŽĢũāùÖłùùāŭĢũāùŋťāũÖŶĢŋłÖķÖùıÖóāłóĢāŭSPACE NEEDS ASSESSMENT ÖŭāùŋłŶĞāùÖŶÖóŋķķāóŶāù̇Ö̦ťÖóāpāāùŭzŽŶķĢłā̧ŭťũāÖùŭĞāāŶƒÖŭùāƑāķŋťāùŶŋŭŽĿĿÖũĢơāŭŨŽÖũāĕŋŋŶÖłùŭťÖóāŶƘťāũāŨŽĢũāĿāłŶŭ̍¦ĞāŭťũāÖùŭĞāāŶĢŭŋũėÖłĢơāùÖóóŋũùĢłėŶŋŶĞāŽłĢŶŭÖłùĕŽłóŶĢŋłŭƒĢŶĞĢłŶĞāŋķĢóā'āťÖũŶĿāłŶÖłùĞĢėĞķĢėĞŶŭťũĢŋũĢŶĢāŭĕŋũÖùıÖóāłóĢāŭĕŋũŭŶÖƦ̇ŽłĢŶŭÖłùĕŋũƪŋŋũķāƑāķķŋóÖŶĢŋłŭ̍ÖũĴĢłėũāŨŽĢũāĿāłŶŭƒāũāāƗÖĿĢłāù̇ÖłùŶĞāāťŋũŶĢùāłŶĢƩāŭŶĞāłŽĿðāũŋĕŋķĢóāƑāĞĢóķāŭ̇ŭŶÖƦťāũŭŋłÖķƑāĞĢóķāŭ̇ÖłùŭťāóĢÖķŶƘƑāĞĢóķāŭÖłùāŨŽĢťĿāłŶŶĞÖŶłāāùŶŋðāÖóóŋĿĿŋùÖŶāùÖŶŶĞāłāƒĕÖóĢķĢŶƘ̍ùùĢŶĢŋłÖķŭĢŶāũāŨŽĢũāĿāłŶŭĕŋũťāùāŭŶũĢÖłÖłùƑāĞĢóķāóĢũóŽķÖŶĢŋł̇āĿāũėāłóƘāėũāŭŭ̇ÖłāĿāũėāłóƘėāłāũÖŶŋũ̇ÖłùðŽĢķùĢłėŭāũƑĢóāŭŭŽóĞÖŭŽŶĢķĢŶĢāŭÖłùŶũÖŭĞ̇ƒāũāÖķŭŋóŋłŭĢùāũāù̍PROJECT NEEDSFINDINGS OF SITE AND BUILDING DEFICIENCIES¦ĞāóŽũũāłŶĕÖóĢķĢŶƘĢŭĢłÖùāŨŽÖŶāĿŽķŶĢťķāƒÖƘŭðŽŶťÖũŶĢóŽķÖũķƘĢłŭĢơā̇ŭŶũŽóŶŽũā̇ĕŽłóŶĢŋłÖķŭťÖóāŭ̇ÖłùťŋŋũķƘťāũĕŋũĿĢłėðŽĢķùĢłėĿāóĞÖłĢóÖķ̇ťķŽĿðĢłė̇ÖłùāķāóŶũĢóÖķŭƘŭŶāĿŭ̍ĿŋłėŶĞāùāƩóĢāłóĢāŭùāŭóũĢðāùĢłŶĞāũāťŋũŶÖũā̆ •ťÖóāpāāùŭŭŭāŭŭĿāłŶ̆FĢƑāłŶĞāÖėāŋĕŶĞāðŽĢķùĢłė̇ŶĞāĢłóũāÖŭāĢłťāũŭŋłłāķÖłùāŨŽĢťĿāłŶÖłùāƑŋķƑĢłėŶāóĞłŋķŋėƘŋƑāũŶĞāƘāÖũŭ̇ŶĞāĕÖóĢķĢŶƘùŋāŭłŋŶĿāāŶóŽũũāłŶùāťÖũŶĿāłŶĕŽłóŶĢŋłŭÖłù̦ðāŭŶ̟ťũÖóŶĢóāŭ̧ĕŋũķÖƒāłĕŋũóāĿāłŶÖłùťŽðķĢóŭÖĕāŶƘĕÖóĢķĢŶĢāŭ̍1ƗÖĿťķāŭŋĕŶĞāŭťÖóāùāƩóĢāłóĢāŭĢłóķŽùā̆ ŐdÖóĴŋĕŭťÖóāĕŋũóŋĿťŽŶāũĕŋũāłŭĢóŭ̇ŶũÖĢłĢłė̇ũāóŋũùŭ̇āƑĢùāłóāťũŋóāŭŭĢłė̇ÖłùāƑĢùāłóāŭŶŋũÖėā̍ Ő1ƑĢùāłóāŭŶŋũÖėāĢŭùāóāłŶũÖķĢơāù̇ÖłùŭŋĿā1ƑĢùāłóāāĕũĢėāũÖŶŋũŭÖłùĕũāāơāũŭÖũāĞŋŽŭāùĢłŽłóŋłùĢŶĢŋłāùŭťÖóāƒĞĢóĞĢŭłŋŶāłāũėƘāƧóĢāłŶłŋũāƧóĢāłŶĕŋũŭŶÖƦÖłùƒŋũĴƪŋƒ̍ ŐÂŋũĴŭŶÖŶĢŋłŭÖłùŋƧóāŭÖũāĢłŭĞŋũŶŭŽťťķƘ̇ÖłùŶĞāũāĢŭķĢĿĢŶāùŭťÖóāĕŋũŶũÖĢłĢłė̇ƩŶłāŭŭ̇ÖłùķŋóĴāũ̟óĞÖłėĢłėÖũāÖŭ̍Current Gross Square Feetː˕̇˒˗˗Current Parking Capacityː˒˒ ŐpÖũũŋƒóŋũũĢùŋũŭÖũāÖťũŋðķāĿŶĞũŋŽėĞŋŽŶŶĞāðŽĢķùĢłė̍¦ĞĢŭĢŭÖóŽŶāƒĞāũāŶĞā ũĢāƩłėŋŋĿāƗĢŶŭĢłŶŋÖóŋũũĢùŋũƒĞāũāėāÖũĢŭĞŽłėŋłŶĞāƒÖķķ̇óũāÖŶĢłėóŋłėāŭŶĢŋłĢłƒĞÖŶŭĞŋŽķùðāÖƒĢùāóŋũũĢùŋũŶŋāƗťāùĢŶāāĿāũėāłóƘũāŭťŋłŭā̍ •ŶũŽóŶŽũÖķÖłùƘŭŶāĿŭŭŭāŭŭĿāłŶ̆¦ĞāóŽũũāłŶĕÖóĢķĢŶƘťũāùÖŶāŭŶĞāː˘˗˕1ŭŭāłŶĢÖķāũƑĢóāŭóŶÖłùŶĞāðŽĢķùĢłėÖłùāķāóŶũĢóÖķ̇ĿāóĞÖłĢóÖķ̇ťķŽĿðĢłėÖłùŶāķāóŋĿĿŽłĢóÖŶĢŋłŭĢłĕũÖŭŶũŽóŶŽũāĿÖƘðāÖŶũĢŭĴŋĕðāĢłėũāłùāũāùŽłĢłĞÖðĢŶÖðķāĕŋķķŋƒĢłėÖŭāĢŭĿĢóŋũŋŶĞāũāƑāłŶ̍¦ĞĢŭóũāÖŶāŭŶĞāťŋŶāłŶĢÖķĕŋũŶĞāùĢŭũŽťŶĢŋłŋĕŶĞāÖðĢķĢŶƘŶŋťũŋƑĢùāāŭŭāłŶĢÖķŭāũƑĢóāŭŶŋŶĞāóŋĿĿŽłĢŶƘ̍ •ĢŶāŭŭāŭŭĿāłŶ̆¦ĞāāƗĢŭŶĢłėóŋłƩėŽũÖŶĢŋłŋĕťÖũĴĢłėÖķŋłėƒĢŶĞƑāĞĢóķāÖłùťāùāŭŶũĢÖłóĢũóŽķÖŶĢŋłŋłÖłĢũũāėŽķÖũķƘŭķŋťĢłėŭĢŶāĢŭĢłāƧóĢāłŶÖłùťŋŭāŭŭÖĕāŶƘóĞÖķķāłėāŭ̍¦ĞāĢłāƧóĢāłóĢāŭÖłùťŋŶāłŶĢÖķĞÖơÖũùŭĿÖƘðāāƗÖóāũðÖŶāùùŽũĢłėłĢėĞŶŶĢĿāĞŋŽũŭŋũŽłùāũĢłóķāĿāłŶƒāÖŶĞāũóŋłùĢŶĢŋłŭ̍ŽðķĢóťÖũĴĢłėĢŭłŋł̟āƗĢŭŶāłŶÖłùķĢĿĢŶāùťŋķĢóāƑāĞĢóķāťÖũĴĢłėÖłùŭŶÖƦƑāĞĢóķāťÖũĴĢłėĢĿťÖóŶŭķŋóÖķŭŶũāāŶŭ̍PLANNING A NEW FACILITY NEXT STEPS¦ĞāóŋłóāťŶŽÖķùĢÖėũÖĿŭÖłùùũÖƒĢłėŭĕŋũŭĢŶā̇ƪŋŋũťķÖłŭÖłùðŽĢķùĢłėĿÖŭŭĢłėùāĿŋłŭŶũÖŶāĞŋƒĕŽłóŶĢŋłŭóÖłðāŋũėÖłĢơāùĢłŶŋÖłāƒðŽĢķùĢłėÖłùŋłŶŋŶĞāŭĢŶāĢłÖťťũŋťũĢÖŶāƒÖƘŭ̍¦Ğā!ĢŶƘĞÖŭŶÖĴāłÖłĢĿťŋũŶÖłŶŭŶāťŶŋÖùùũāŭŭŶĞāŭāùāƩóĢāłóĢāŭðƘĢłĢŶĢÖŶĢłėŶĞĢŭŶŽùƘÖłùŶŋėĢƑāťũĢŋũĢŶƘŶŋÖłāƒĕÖóĢķĢŶƘ̍¦ĞĢŭŭŶŽùƘĢŭťũŋƑĢùāùŶŋŭŽťťŋũŶŶĞāāƦŋũŶŭŶŋŋðŶÖĢłÖťťũŋƑÖķÖłùĕŽłùĢłėĕŋũÖũāťķÖóāĿāłŶŋķĢóāDÖóĢķĢŶƘ̍¦ĞāũāťŋũŶÖłùŶĞāóŋłóāťŶŽÖķùũÖƒĢłėŭƒĢķķðāŽŭāĕŽķŶŋĢłĢŶĢÖŶāóũĢŶĢóÖķùĢŭóŽŭŭĢŋłŭƒĢŶĞ!ĢŶƘŭŶÖƦ̇āķāóŶāùŋƧóĢÖķŭÖłùŶĞāķŋóÖķóŋĿĿŽłĢŶƘŶĞÖŶƒĢķķðāłāāùāùŶŋĿÖĴāÖłāƒŋķĢóāNāÖùŨŽÖũŶāũŭÖũāÖķĢŶƘ̍ •zðŶÖĢłĿŋũāùāŶÖĢķāùŽť̟Ŷŋ̟ùÖŶāóŋŭŶĢłĕŋũĿÖŶĢŋł̍ •RłĢŶĢÖŶāðũĢāƩłėŭāŭŭĢŋłŭƒĢŶĞ!ĢŶƘŭŶÖƦÖłù!ŋŽłóĢķ̍ •'āƑāķŋťÖťķÖłÖłùŭŶũÖŶāėƘĕŋũŋŽŶũāÖóĞÖłùóŋĿĿŽłĢŶƘāłėÖėāĿāłŶ̍Page 204 of 712
SAN LUIS OBISPO POLICE DEPARTMENT2| 1ƗĢŭŶĢłėDÖóĢķĢŶƘMaster PlanEXISTING FACILITYAGE OF FACILITYĢłóāː˘˕˘̇ŶĞāÖłdŽĢŭzðĢŭťŋŋķĢóā'āťÖũŶĿāłŶĞÖŭŋťāũÖŶāùĕũŋĿːˏ˓ˑÂÖķłŽŶŶũāāŶÖùıÖóāłŶŶŋðŋŶĞÖłŶÖŋŭÖŶũāāŶ̓NĢėЃÖƘːÖłùNĢėЃÖƘːˏː̍¦Ğā˔ˑ̟ƘāÖũ̟ŋķùĕÖóĢķĢŶƘĢłóķŽùāŭÖťťũŋƗĢĿÖŶāķƘːˑ̇ˏˏˏėũŋŭŭŭŨŽÖũāĕāāŶÖłùĢŭŶĞāŋķùāŭŶŋĕÖķķ!ĢŶƘ̟ŋƒłāùðŽĢķùĢłėŭ̍¦Ğā!ĢŶƘÖùùāùÖŶƒŋ̟ŭŶŋũƘÖùùĢŶĢŋłĢłː˘˗˒ŶŋũÖĢŭāŶĞāŶŋŶÖķėũŋŭŭŭŨŽÖũāĕāāŶŶŋː˔̇˕ˏˏ̍¦ŋùÖƘŶĞāŋķĢóāĕÖóĢķĢŶƘ̪ŭÂÖķłŽŶŶũāāŶŭĢŶāÖķŭŋĢłóķŽùāŭÖłŋķùĞŋŽŭāŋĕ˖˗˗ŭŨŽÖũāĕāāŶÖłùÖł˗ˏˏŭŨŽÖũāĕŋŋŶťũā̟ĕÖðũĢóÖŶāùĿāŶÖķŭŶũŽóŶŽũāĕŋũƑāĞĢóķāĕŋũāłŭĢóŭÖłùāƑĢùāłóā̍!ŋĿðĢłāù̇ŶĞāŭāĕÖóĢķĢŶĢāŭÖũāóũÖĿťāùÖłùŋŽŶ̟ŋĕ̟ùÖŶāƒĢŶĞðŽĢķùĢłėóŋĿťŋłāłŶŭÖłùŭƘŭŶāĿŭŶĞÖŶÖũāðāƘŋłùũāťÖĢũ̍DÖóĢķĢŶĢāŭÖŭŭāŭŭĿāłŶŭóŋłùŽóŶāùĢłː˘˘˗Öłùˑˏˏ˒óŋłƩũĿāùŶĞāÖėĢłėĢłĕũÖŭŶũŽóŶŽũā̇āķāóŶũĢóÖķùāƩóĢāłóĢāŭĕŋũŶāóĞłŋķŋėƘÖłùóŋĿĿŽłĢóÖŶĢŋłŭÖłùāƑāũ̟ĢłóũāÖŭĢłėŭťÖóāķĢĿĢŶÖŶĢŋłŭ̍pŋƒˑ˒Öłùː˗ƘāÖũŭķÖŶāũ̇ŶĞŋŭāĢŭŭŽāŭĞÖƑāĢłóũāÖŭāùāƗťŋłāłŶĢÖķķƘĢłŨŽÖłŶĢŶƘÖłùŭāƑāũĢŶƘ̍SPACE DEFICIT¦Ğāː˘˘˗̦dz!ĢŶƘDÖóĢķĢŶĢāŭmÖŭŶāũķÖłāťŋũŶ̧ŭŶÖŶāùŶĞÖŶ̦ŶĞāĕÖóĢķĢŶƘĢŭťũŋıāóŶāùŶŋũāÖóĞĿÖƗĢĿŽĿóÖťÖóĢŶƘðƘː˘˘˔̧̛̍Öėāˑ˗̇āāťťāłùĢƗ̜̍Rłˑˏˏ˒̇ŶĞā̦ŋķĢóāDÖóĢķĢŶĢāŭmÖŭŶāũķÖł̧āŭŶĢĿÖŶāùŶĞÖŶŶĞā'āťÖũŶĿāłŶƒÖŭŋťāũÖŶĢłėĢłÖťťũŋƗĢĿÖŶāķƘ˓˒ͮŋĕŶĞāŭťÖóāłāāùāùĕŋũÖłāƒðŽĢķùĢłė̛̍āāÖėāː˗̇ˑˏˏ˒āťŋũŶĢłťťāłùĢƗ̍mÖłƘƘāÖũŭķÖŶāũ̇ŶĞÖŶŭĢŶŽÖŶĢŋłĢŭķÖũėāķƘŽłóĞÖłėāù̍złāŭĢėłĢƩóÖłŶóĞÖłėāƒÖŭĿÖùāĢłˑˏˏ˔ƒĞāłŶĞā!ĢŶƘƒĢŭāķƘĢłƑāŭŶāùĢłÖłāƒĕÖóĢķĢŶƘŶŋũāķŋóÖŶāŶĞāŋķĢóā'ĢŭťÖŶóĞ̟!ŋĿĿŽłĢóÖŶĢŋłŭŋťāũÖŶĢŋłŶŋÖłāƒ!ĢŶƘ'ĢŭťÖŶóĞ!āłŶāũłāÖũDĢũāŶÖŶĢŋłpŋ̍ːŋłÖłŶÖ ÖũðÖũÖƑāłŽā̍ťÖóāŭĞŋũŶÖėāŭłŋŶāùĢłťũāƑĢŋŽŭŭŶŽùĢāŭÖłùóŋłƩũĿāùðƘƑĢŭŽÖķŋðŭāũƑÖŶĢŋłŭĕŋũŶĞĢŭŭŶŽùƘÖũāāƗāĿťķĢƩāùðƘŶĞāŭāāƗÖĿťķāŭ̆āóŋũùŭĢŭóũŋƒùāùÖłùŶĞāŭťÖóāĢŭĢłāƧóĢāłŶķƘóÖũƑāùŽťðƘóĢũóŽķÖŶĢŋłŭťÖóā̍¦ĞāũāóāťŶĢŋłóŋŽłŶāũĢŭũāóāŭŭāùðāĞĢłùĞāÖƑƘāķāóŶũĢƩāùƩũāùŋŋũŭŶĞÖŶťũāŭāłŶÖłŽłƒāķóŋĿĢłėĕÖóāŶŋƑĢŭĢŶŋũŭ̍Page 205 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT3 4| | 1ƗĢŭŶĢłėDÖóĢķĢŶƘ 1ƗĢŭŶĢłėDÖóĢķĢŶƘMaster PlanMaster Plan¦ĞāŭťÖóāķĢĿĢŶÖŶĢŋłŭĢĿťÖóŶÖķķŽłĢŶŭŋĕŶĞāùāťÖũŶĿāłŶƒĢŶĞķĢĿĢŶāùŭťÖóāĕŋũāƑĢùāłóāťũŋóāŭŭĢłėÖłùŭŶŋũÖėā̇ķŋóĴāũ̟ŭĞŋƒāũũŋŋĿŭ̇ťÖŶũŋķ̇ùāŶāłŶĢŋł̇ĢłƑāŭŶĢėÖŶĢŋłŭ̇óŋĿťŽŶāũĕŋũāłŭĢóŭ̇ÖłùŶũÖĢłĢłė̍¦ĞāƩŶłāŭŭũŋŋĿĢŭÖóŶŽÖķķƘÖŭŶŋũÖėāŭŋÖóā̇ƑāũƘŭĿÖķķāĿťķŋƘāāķŋŽłėāÖłùťÖŶĢŋĢŭķŋóÖŶāùŋłŶĞāłŋũŶĞāÖŭŶóŋũłāũŋĕŶĞāŶÖŶĢŋł̍¦ĞāťÖŶĢŋĢŭŭĿÖķķ̇ķÖóĴŭŭŽłāƗťŋŭŽũāÖłùĞÖŭłŋťũĢƑÖóƘĕũŋĿÖłŶÖŋŭÖŶũāāŶ̧̛̍Öėāˑ˗̇āāťťāłùĢƗĕŋũː˘˗˗māťŋũŶ̜¦ĞāŭĢŶāĢŭāƗŶũāĿāķƘùāƩóĢāłŶĢłťÖũĴĢłė̍¦ĞāũāĢŭķĢĿĢŶāùťŽðķĢóťÖũĴĢłėŋłŶĞāŭŶũāāŶĢłĕũŋłŶŋĕŶĞāŶÖŶĢŋł̍¦ĞāłŽĿðāũŋĕťÖũĴĢłėŭťÖóāŭƒĢŶĞĢłŶĞāŭāóŽũāùėÖŶāĢŭĢłŭŽƧóĢāłŶ̇ťÖũŶĢóŽķÖũķƘÖŶŭĞĢĕŶóĞÖłėāƒĞāłťŋķĢóāÖłùťāũŭŋłÖķƑāĞĢóķāŭÖũāŋłŭĢŶā̍¦ĞāũāĢŭƑāũƘķĢĿĢŶāùťÖũĴĢłėÖƑÖĢķÖðķāĕŋũŋł̟ŭĢŶāŶũÖĢłĢłėāƑāłŶŭāŭťāóĢÖķķƘĢłƑŋķƑĢłėŋƧóāũŭĕũŋĿŋŶĞāũıŽũĢŭùĢóŶĢŋłŭ̍OLD BUILDING SYSTEMSÂĞĢķāĿŋƑĢłė'ĢŭťÖŶóĞŶŋÖùĢƦāũāłŶĕÖóĢķĢŶƘƒÖŭÖŭĢėłĢƩóÖłŶŭŶāťĢłŶĞāũĢėĞŶùĢũāóŶĢŋł̇ŶĞā'ĢŭťÖŶóĞŋťāũÖŶĢŋłƒÖŭŋłķƘÖŭĿÖķķˑ̇ˏˏˏ̟˒̇ˏˏˏŭĕťŋũŶĢŋłŋĕŶĞāŋķĢóā'āťÖũŶĿāłŶ̪ŭŶŋŶÖķŭťÖóāłāāùÖŶŶĞÖŶŶĢĿā̍RŶĢŭĢĿťŋũŶÖłŶŶŋłŋŶāŶĞÖŶťÖũŶŋĕŶĞāÖũėŽĿāłŶŶŋĿŋƑā'ĢŭťÖŶóĞŋŽŶŋĕŶĞāÂÖķłŽŶŶũāāŶðŽĢķùĢłėƒÖŭŶĞÖŶŶĞāNÁ!ÖłùāķāóŶũĢóÖķŭƘŭŶāĿŭóŋŽķùłŋŶŭŽťťŋũŶŶĞāłāāùŭŋĕÖóĢũóÖˑˏˏ˔óŋĿĿŽłĢóÖŶĢŋłŭóāłŶāũ̍óóŋũùĢłėŶŋŶĞāː˘˘˗āťŋũŶ̦̇RłŶāũóŋłłāóŶāùĞāÖŶĢłėùŽóŶŭðũāÖóĞÖóŋŽŭŶĢóÖķťũĢƑÖóƘĢłŭāƑāũÖķķŋóÖŶĢŋłŭ̧̍¦ĞāĢłÖùāŨŽÖóƘŋĕðŽĢķùĢłėŭƘŭŶāĿŭĕŋũťŋƒāũ̇ŭĢėłÖķÖłùNÁ!ŶŋĿāāŶŶĞāāŨŽĢťĿāłŶķŋÖùŭˑˏˑːĿŽóĞķāŭŭŶāłƘāÖũŭĕũŋĿłŋƒťŋŭāŭÖĿÖıŋũóĞÖķķāłėāĕŋũŶĞĢŭóũĢŶĢóÖķ!ĢŶƘĕÖóĢķĢŶƘ̍¦ĞÖŶː˘˘˗āťŋũŶ̛Öėāˑ˗̜óŋłŶĢłŽāŭðƘłŋŶĢłėŶĞÖŶ̦¦ĞāĢłŶāũĢŋũŭťÖóāĢŭāłŶĢũāķƘóŋĿťÖũŶĿāłŶÖķĢơāùƒĢŶĞķĢĿĢŶāùłÖŶŽũÖķķĢėĞŶŋũƑāłŶĢķÖŶĢŋł̍āƑāũÖķŋƧóāŭÖũāóŋĿťķāŶāķƘāłóŋĿťÖŭŭāùðƘóŋũũĢùŋũŭÖłùĞÖƑāłŋāƗŶāũĢŋũƒĢłùŋƒŭ̍NOT ACCESSIBLENO ELEVATOR- NO FIRE SPRINKLERS ¦ĞāĿŽķŶĢ̟ŭŶŋũƘðŽĢķùĢłėĢŭłŋŶŭāũƑāùðƘÖłāķāƑÖŶŋũ̍¦ĞāũāÖũāłŋƩũāŭťũĢłĴķāũŭÖłùŶĞāũāÖũāƩũāùŋŋũŭŭóÖŶŶāũāùŶĞũŋŽėĞŋŽŶŶĞāĕÖóĢķĢŶƘ̍NOT ESSENTIAL SERVICES¦ĞāóŽũũāłŶťŋķĢóāĕÖóĢķĢŶƘťũāùÖŶāŭŶĞāŶÖŶāũāŨŽĢũāĿāłŶŭĕŋũÖł̦1ŭŭāłŶĢÖķāũƑĢóāŭ̧ðŽĢķùĢłė̍Rłː˘˗˕̇ŶĞā!ÖķĢĕŋũłĢÖdāėĢŭķÖŶŽũāāłÖóŶāùŶĞā̦1ŭŭāłŶĢÖķāũƑĢóāŭ ŽĢķùĢłėŭāĢŭĿĢóÖĕāŶƘóŶ̧ŶŋāłŭŽũāŶĞÖŶðŽĢķùĢłėŭťũŋƑĢùĢłė̦āŭŭāłŶĢÖķŭāũƑĢóāŭ̧ŭŽóĞÖŭƩũāŭŶÖŶĢŋłŭ̇ťŋķĢóāÖłùŭĞāũĢƦŭŶÖŶĢŋłŭ̇!ÖķĢĕŋũłĢÖNĢėЃÖƘÖŶũŋķ̇ùĢŭťÖŶóĞĕÖóĢķĢŶĢāŭÖłùāĿāũėāłóƘŋťāũÖŶĢŋłŭóāłŶāũŭƒŋŽķùðāóÖťÖðķāŋĕťũŋƑĢùĢłėŶĞŋŭāŭāũƑĢóāŭŶŋŶĞāťŽðķĢóÖĕŶāũÖùĢŭÖŭŶāũ̍RŶĢŭłŋŶĕāÖŭĢðķāŶŋóŋŭŶ̟āƦāóŶĢƑāķƘũāŶũŋƩŶŶĞāāƗĢŭŶĢłėĕÖóĢķĢŶĢāŭŶŋóŋĿťķƘƒĢŶĞŶĞāāŭŭāłŶĢÖķŭāũƑĢóāŭÖóŶ̇ÖłùĢłóŋĿðĢłÖŶĢŋłƒĢŶĞŶĞāŋťāũÖŶĢŋłÖķóĞÖķķāłėāŭŋĕŶĞāĕÖóĢķĢŶƘ̇ŶŋŶÖķũāťķÖóāĿāłŶĢŭŶĞāĿŋŭŶóŋŭŶ̟āƦāóŶĢƑāŋťŶĢŋłŋƑāũŶĞāķŋłė̟ŶāũĿ̍ SUMMARY¦ĞāŋķùÖłùĢłÖùāŨŽÖŶāĕÖóĢķĢŶƘĞÖŭŭāũƑāùƒāķķðāƘŋłùĢŶŭŽŭāĕŽķķĢĕā̍āťÖĢũŭÖłùŽťėũÖùāŭŶŋĿāāŶóŽũũāłŶłāāùŭÖłùāŭŭāłŶĢÖķŭāũƑĢóāŭũāŨŽĢũāĿāłŶŭÖũāłŋŶĕāÖŭĢðķā̇ÖłùũāťķÖóāĿāłŶŋĕŶĞāÂÖķłŽŶŶũāāŶŋķĢóāĕÖóĢķĢŶƘĢŭƒÖũũÖłŶāù̍¦ĞāŭĢŶāùŋāŭłŋŶĞÖƑāÖƑÖĢķÖðķāķÖłùĕŋũÖùùĢŶĢŋłÖķðŽĢķùĢłėŭŋũāƗťÖłŭĢŋłŭ̍RłÖłāƑÖķŽÖŶĢŋłŋĕťŋŶāłŶĢÖķŭŶÖŶĢŋłŭĢŶāŭĢłŋŶĞāũťÖũŶŭŋĕŶĞā!ĢŶƘ̇ŶĞāÂÖķłŽŶŶũāāŶŭĢŶāŋƦāũŭÖŭŽťāũĢŋũėāŋėũÖťĞĢóķŋóÖŶĢŋłĕŋũóÖķķũāŭťŋłŭā̍Page 206 of 712
SAN LUIS OBISPO POLICE DEPARTMENT6| ũŋıāóŶ'āŭóũĢťŶĢŋłMaster PlanPROJECT DESCRIPTIONUNIT DESCRIPTIONSSERVICE CALL DATAPOPULATION PROJECTIONSSTAFFING PROJECTIONSEXISTING FACILITY DESCRIPTIONOBJECTIVES OF NEW FACILITYSAN LUIS OBISPO POLICE DEPARTMENT DESCRIPTION¦ĞāÖłdŽĢŭzðĢŭťŋŋķĢóā'āťÖũŶĿāłŶĢŭŋũėÖłĢơāùŽłùāũŶƒŋðŽũāÖŽŭ̟ŶĞāÖùĿĢłĢŭŶũÖŶĢƑāðŽũāÖŽÖłùÖłŋťāũÖŶĢŋłŭðŽũāÖŽ̍¦ĞāũāÖũā˕ːŭƒŋũłťŋŭĢŶĢŋłŭÖłùˑ˘̍˔łŋł̟ŭƒŋũłťŋŭĢŶĢŋłŭĕŋũÖŶŋŶÖķŋĕ˘ˏ̍˔DŽķķ̟ŶĢĿāāŨŽĢƑÖķāłŶŭŶÖƦ̍1ÖóĞðŽũāÖŽĢŭĞāÖùāùðƘÖ!ÖťŶÖĢł̍¦ĞāÖùĿĢłĢŭŶũÖŶĢƑāðŽũāÖŽĢłóķŽùāŭùĿĢłĢŭŶũÖŶĢƑāāũƑĢóāŭ̇āóŋũùŭ̇ťāóĢÖķ1łĕŋũóāĿāłŶ̇RłƑāŭŶĢėÖŶĢŋłŭ̇Öłù!ŋĿĿŽłĢóÖŶĢŋłŭ̍¦ĞāŋťāũÖŶĢŋłŭðŽũāÖŽĢłóķŽùāŭÖŶũŋķ̇¦ũÖƧó̇DĢāķùāũƑĢóāŭ̇ÖłùpāĢėĞðŋũĞŋŋùzŽŶũāÖóĞ̍Page 207 of 712
7 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT7 8| | ũŋıāóŶ'āŭóũĢťŶĢŋł ũŋıāóŶ'āŭóũĢťŶĢŋłMaster PlanMaster PlanUNIT DESCRIPTIONSPATROL SERVICES ũŋƑĢùāŭˑ˓̟ĞŋŽũāĿāũėāłóƘÖłùłŋł̟āĿāũėāłóƘũāŭťŋłŭāÖłùŭāũƑĢóāŶŋŶĞāóŋĿĿŽłĢŶƘÖłùĢłóķŽùāŭŭťāóĢÖķÖŭŭĢėłĿāłŶŭŭŽóĞÖŭDĢāķù¦ũÖĢłĢłėzƧóāũ̇'ŋƒłŶŋƒłzƧóāũ̇!ũĢĿāóāłāRłƑāŭŶĢėÖŶŋũ̇¦̇ÖłùŋŶĞāũŭ̍āũŭŋłłāķƒĢŶĞĢłŶĞāťÖŶũŋķùĢƑĢŭĢŋłƒŋũĴÖĿŋùĢƩāù˒̓ːˑƒāāĴ̍ŶƘťĢóÖķÂÖŶóĞóŋĿťķĢĿāłŶƒĢķķĢłóķŽùāÖdĢāŽŶāłÖłŶÂÖŶóĞ!ŋĿĿÖłùāũ̇āũėāÖłŶDĢāķùŽťāũƑĢŭŋũ̇ÖłùŭāƑāũÖķŋƧóāũŭ̍¦ũÖƧóTRAFFIC SAFETY UNITũŋƑĢùāŭĿŋŶŋũóƘóķāÖŭŭĢėłĿāłŶŭÖłùŭťāóĢÖķŶũÖƧóāłĕŋũóāĿāłŶ̍¦ũÖƧóÖĕāŶƘŶÖĴāŭÖðÖķÖłóāùÖťťũŋÖóĞŶŋāłĕŋũóāĿāłŶ̇āłėĢłāāũĢłė̇ÖłùāùŽóÖŶĢŋł̍¦Ğā¦ũÖƧóÖĕāŶƘłĢŶĢŭóŋĿťũĢŭāùŋĕĕŋŽũťÖŶũŋķŋƧóāũŭŭŽťāũƑĢŭāùðƘÖāũėāÖłŶ̍¦ĞāŽłĢŶĢŭũāŭťŋłŭĢðķāĕŋũāłĕŋũóĢłėŶũÖƧóķÖƒŭ̇ĢłƑāŭŶĢėÖŶĢłėŶũÖƧóóŋķķĢŭĢŋłŭ̇āƑāłŶťķÖłłĢłė̇ũāƑĢāƒĢłė'RóŋŭŶũāóŋƑāũƘóķÖĢĿŭ̇ŶũÖĢłĢłėùāťÖũŶĿāłŶťāũŭŋłłāķŋłłāƒŶũÖƧóķÖƒŭÖłùŋťāũÖŶĢŋłŋĕŶũÖƧóāŨŽĢťĿāłŶÖłùŋŶĞāũŶũÖƧóŭÖĕāŶƘùŽŶĢāŭÖŭÖŭŭĢėłāù̍¦ĞāŶāÖĿƒŋũĴŭóķŋŭāķƘƒĢŶĞ!ĢŶƘ¦ũÖƧó1łėĢłāāũŭÖłù!ŋĿĿŽłĢŶƘ'āƑāķŋťĿāłŶŶÖƦÖłùłāĢėĞðŋũĞŋŋùėũŋŽťŭŶŋĢĿťũŋƑāŶũÖƧóŭÖĕāŶƘĢŭŭŽāŭ̍¦ĞāŶāÖĿÖóŶĢƑāķƘťÖũŶĢóĢťÖŶāŭĢłŶũÖƧóŭÖĕāŶƘťũŋėũÖĿŭŭŽóĞÖŭ!ķĢóĴRŶŋũ¦ĢóĴāŶ̇!ĞĢķùÖĕāŶƘāÖŶÂāāĴ̇ÖĕāŋŽŶāŭŶŋóĞŋŋķ̇1ƑāũƘː˔mĢłŽŶāŭ̇ ĢóƘóķāŋùāŋŭ̇m''̇'ĢŭŶũÖóŶāù'ũĢƑĢłėĿŋłŶĞÖłùŭóĞŋŋķŭÖĕāŶƘťũāŭāłŶÖŶĢŋłŭ̍NEIGHBORHOOD SERVICES¦ĞāpāĢėĞðŋũĞŋŋùāũƑĢóāŭmÖłÖėāũóŋŋũùĢłÖŶāŭŶĞāũāŭťŋłŭāŋĕ!ĢŶƘùāťÖũŶĿāłŶŭŶŋłāĢėĞðŋũĞŋŋùĢŭŭŽāŭ̍¦ĞāŋƧóāùĢũāóŶŭŶĞāŶŽùāłŶpāĢėĞðŋũĞŋŋùŭŭĢŭŶÖłóāũŋėũÖĿ̛ṗ̜ŋƦāũŭĢłĕŋũĿÖŶĢŋłũāėÖũùĢłėŶĞāłŋĢŭāŋũùĢłÖłóā̇óũĢĿāťũāƑāłŶĢŋł̇ťŽðķĢóĢłĕŋũĿÖŶĢŋł̇ÖłùāùŽóÖŶĢŋłťũŋėũÖĿŭ̍ Rł ÖùùĢŶĢŋł̇ pāĢėĞðŋũĞŋŋù 1łĞÖłóāĿāłŶ zũùĢłÖłóāāłĕŋũóāĿāłŶ̇!ũĢĿāũāƑāłŶĢŋł̇ÂŋũĴĢłėŶŋRĿťũŋƑāpāĢėĞðŋũĞŋŋùư̆ÂRṗ̜ÖłùƑÖũĢŋŽŭŋŶĞāũťũŋėũÖĿŭŋũĢėĢłÖŶāĕũŋĿŶĞĢŭŋƧóā̍¦ĞāŋķĢóā'āťÖũŶĿāłŶķŋŋĴŭŶŋāƗťÖłùŶĞāpťũŋėũÖĿŶŋĢłóũāÖŭāŶĞāłŽĿðāũŋĕĢłĢŶĢÖķĢłŶāũÖóŶĢŋłŭƒĢŶĞŶĞāóŋĿĿŽłĢŶƘŶŋðāƒĢŶĞłāĢėĞðŋũĞŋŋùÖŭŭĢŭŶÖłóāÖŭŋťťŋŭāùŶŋÖŽłĢĕŋũĿŋƧóāũ̍ADMINISTRATIVE SERVICES DIVISION¦ĞāùĿĢłĢŭŶũÖŶĢƑāāũƑĢóāŭ'ĢƑĢŭĢŋłóŋłŭĢŭŶŭŋĕÖāũėāÖłŶƒĞŋĢŭũāŭťŋłŭĢðķāĕŋũťũŋėũÖĿŭÖùĿĢłĢŭŶũÖŶĢŋł̇ĢłŶāũłÖķÖƦÖĢũŭĢłƑāŭŶĢėÖŶĢŋł̇óĢƑĢķÖłùťāũĿĢŶĢłƑāŭŶĢėÖŶĢŋł̇ŶũÖĢłĢłė̇ÖłùŭťāóĢÖķťũŋıāóŶŭ̍INVESTIGATIVE DIVISION¦ĞāRłƑāŭŶĢėÖŶĢƑā'ĢƑĢŭĢŋłĢŭŭŽťāũƑĢŭāùðƘÖdĢāŽŶāłÖłŶÖłùĢłóķŽùāŭŶƒŋùāŶāóŶĢƑāŭƒŋũĴĢłėťũŋťāũŶƘóũĢĿāư̆ðŽũėķÖũƘ̇ėũÖłùŶĞāĕŶ̇ĕũÖŽùāŶó̜̍ÖłùŶĞũāāùāŶāóŶĢƑāŭƒŋũĴĢłėóũĢĿāŭÖėÖĢłŭŶťāũŭŋłư̆ũŋððāũƘ̇ÖŭŭÖŽķŶ̇ũÖťā̇ĿŽũùāũ̜̍ķŭŋƒŋũĴĢłėŋŽŶŋĕŶĞāRłƑāŭŶĢėÖŶĢƑāùĢƑĢŭĢŋłĢŭÖóĞŋŋķāŭŋŽũóāzƧóāữÖŭŭĢėłāùŶŋŶĞāĞĢėĞŭóĞŋŋķÖłùĿĢùùķāŭóĞŋŋķ̜̍RłÖùùĢŶĢŋł̇ŋłāùāŶāóŶĢƑāĢŭÖŭŭĢėłāùŶŋŶĞāóŋŽłŶƘ̟ƒĢùāpÖũóŋŶĢóŭ¦ÖŭĴDŋũóāŽłĢŶ̍ŶÖłƘŶĢĿā̇ŶĞāRłƑāŭŶĢėÖŶĢŋłŭ ŽũāÖŽŶƘťĢóÖķķƘĞÖŭÖłÖƑāũÖėāŋĕāĢėĞŶƘÖóŶĢƑāóÖŭāŭ̍Rłˑˏː˖Öłùˑˏː˗̇ŶĞāðŽũāÖŽĢłƑāŭŶĢėÖŶāùː˖˖ŭŽŭťāóŶāùóĞĢķùÖðŽŭāũāťŋũŶŭ̇˗˖ĿĢŭŭĢłėťāũŭŋłŭóÖŭāŭÖłùĕŋķķŋƒāùŽťŋł˔˗˓óÖŭāŭ̍Rłˑˏː˗̇ÖmÖũĢıŽÖłÖ1łĕŋũóāĿāłŶ¦āÖĿ̛m1¦̜ƒÖŭóũāÖŶāùŶŋāłĕŋũóāũāėŽķÖŶĢŋłŭŽłùāũŶĞā!ĢŶƘ̪ŭłāƒóÖłłÖðĢŭðŽŭĢłāŭŭķĢóāłŭāŭ̍PROPERTY AND EVIDENCEÂĢŶĞĢłŶĞāRłƑāŭŶĢėÖŶĢŋłŭ ŽũāÖŽ̇ŶĞĢŭŽłĢŶťũŋƑĢùāŭŭÖĕāÖłùŭāóŽũāŭŶŋũÖėāĕŋũÖķķĢŶāĿŭŭāĢơāùðƘzƧóāũŭŋũŶŽũłĢłėĢłðƘŶĞāťŽðķĢó̍ĕŽķķ̟ŶĢĿāāĿťķŋƘāāĢŭÖŭŭĢėłāùÖŭŶĞāũŋťāũŶƘÖłù1ƑĢùāłóā¦āóĞłĢóĢÖłƒĞŋĢŭũāŭťŋłŭĢðķāĕŋũŶĞāťũāŭāũƑÖŶĢŋł̇ùāŭŶũŽóŶĢŋłÖłùũāķāÖŭāŋĕÖķķĢŶāĿŭťķÖóāùĢłŶĞāĢũóÖũā̇ÖŭƒāķķÖŭťũŋƑĢùĢłėÖķķĢŶāĿŭŋĕāƑĢùāłóāŶŋóŋŽũŶŭ̍¦ĞāŶāóĞłĢóĢÖłÖŶŶāłùŭĕũāŨŽāłŶŭťāóĢÖķĢơāùŶũÖĢłĢłėŭŶŋĴāāťŽť̟Ŷŋ̟ùÖŶāĢłŭŶŋũÖėāŶāóĞłĢŨŽāŭŶŋĢłŭŽũāŶĞāĢłŶāėũĢŶƘŋĕāƑĢùāłóāĢŭĿÖĢłŶÖĢłāù̍COMMUNICATIONS DIVISION̛pŋŶĢłóķŽùāùĢłłāƒŋķĢóƘDÖóĢķĢŶƘ̟ķŋóÖŶāùÖŶÖŭāťÖũÖŶā!ĢŶƘĕÖóĢķĢŶƘ̜!ŋĿĿŽłĢóÖŶĢŋłŭùĢŭťÖŶóĞāũŭũāóāĢƑāĢłóŋĿĢłėŶāķāťĞŋłāóÖķķŭĕŋũŭāũƑĢóā̇ĢłóķŽùĢłė˘ːːóÖķķŭ̍ŋķĢóāùĢŭťÖŶóĞāũŭÖũāÖķŭŋũāŭťŋłŭĢðķāĕŋũùĢŭťÖŶóĞĢłėƩũāùāťÖũŶĿāłŶťāũŭŋłłāķÖłùÖťťķƘĢłėāĿāũėāłóƘĿāùĢóÖķùĢŭťÖŶóĞŶāóĞłĢŨŽāŭ̍¦ĞāùĢŭťÖŶóĞŭŶÖƧłėóŋłŭĢŭŶŭŋĕːˏ!ŋĿĿŽłĢóÖŶĢŋł¦āóĞłĢóĢÖłŭĿÖłÖėāùðƘˑ!ŋĿĿŽłĢóÖŶĢŋłŭŽťāũƑĢŭŋũŭ̇ÖłŭƒāũĢłėùĢũāóŶķƘŶŋŶĞā!ŋĿĿŽłĢóÖŶĢŋłŭĿÖłÖėāũ̍Page 208 of 712
9 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT9 10| | ũŋıāóŶ'āŭóũĢťŶĢŋł ũŋıāóŶ'āŭóũĢťŶĢŋłMaster PlanMaster PlanRECORDS UNITāóŋũùŭóķāũĴŭÖũāũāŭťŋłŭĢðķāĕŋũťũŋóāŭŭĢłėÖłùĿÖĢłŶÖĢłĢłėŶĞāķÖũėāÖĿŋŽłŶŋĕùŋóŽĿāłŶÖŶĢŋłėāłāũÖŶāùðƘÖķķùĢƑĢŭĢŋłŭƒĢŶĞĢłŶĞāùāťÖũŶĿāłŶ̍¦ĞāĢũƒŋũĴĢłóķŽùāŭĿāāŶĢłėŭŶÖŶāóũĢĿāũāťŋũŶĢłėŭŶÖłùÖũùŭ̇ĕŽķĕĢķķĢłėťŽðķĢóũāóŋũùŭũāŨŽāŭŶŭ̇ũāėĢŭŶāũĢłėŭāƗ̇ÖũŭŋłÖłùùũŽėŋƦāłùāũŭ̇ťũŋóāŭŭĢłėðÖóĴėũŋŽłùũāŨŽāŭŶŭĕũŋĿėŋƑāũłĿāłŶÖėāłóĢāŭÖłùťũāťÖũĢłėóŋŽũŶťÖťāũƒŋũĴŶŋŶĞā'ĢŭŶũĢóŶŶŶŋũłāƘ̪ŭŋƧóā̍¦ĞāũāóŋũùŭŽłĢŶóŋłŭĢŭŶŭŋĕ˔ũāóŋũùŭóķāũĴŭÖłùÖũāóŋũùŭŽłĢŶŭŽťāũƑĢŭŋũ̍āóŋũùŭťāũŭŋłłāķÖķŭŋŭŶÖƦŶĞāĿÖĢłũāóāťŶĢŋłóŋŽłŶāũÖŶŶĞāŋķĢóā'āťÖũŶĿāłŶdŋððƘ̍SPECIAL ENFORCEMENT TEAM (SET)RŭťÖũŶŋĕŶĞāRłƑāŭŶĢėÖŶĢƑā ŽũāÖŽÖłùŶƘťĢóÖķķƘŋťāũÖŶāŭŽłùāũóŋƑāũƒĢŶĞÖŭťāóĢÖķĕŋóŽŭŋłłÖũóŋŶĢóŭāłĕŋũóāĿāłŶ̍¦ĞāƘĿÖƘÖķŭŋóŋłùŽóŶŋťāũÖŶĢŋłŭÖłùŭāĢơŽũāŭŋĕĿŋłāƘÖłùƒāÖťŋłŭÖŭƒāķķÖŭłÖũóŋŶĢóŭ̍1¦ũāėŽķÖũķƘÖŭŭĢŭŶŭŶĞāRłƑāŭŶĢėÖŶĢƑāÖłùÖŶũŋķ'ĢƑĢŭĢŋłŭÖłùŋŶĞāũùāťÖũŶĿāłŶŽłĢŶŭÖŭłāāùāù̍¦ĞāƘÖķŭŋÖŭŭĢŭŶŶĞā!ŋŽłŶƘĞāũĢƦ̪ŭpÖũóŋŶĢóŭłĢŶÖŭłāāùāù̍¦ĞāŽłĢŶĞÖŭƪāƗĢðķāÖŭŭĢėłĿāłŶŭÖłùŭóĞāùŽķāŭŶŋũāŭťŋłùŶŋŶĞāùƘłÖĿĢółāāùŭŋĕťŋķĢóāùāťÖũŶĿāłŶĢłƑāŭŶĢėÖŶĢŋłŭÖłùŋťāũÖŶĢŋłŭ̍COMMUNITY ACTION TEAM (CAT)ÂĢŶĞĢłŶĞāťāóĢÖķ1łĕŋũóāĿāłŶ¦āÖĿ̇ŶĞā!ŋĿĿŽłĢŶƘóŶĢŋł¦āÖĿĢùāłŶĢƩāŭťũŋðķāĿŭÖłùóũĢĿāŶũāłùŭŶĞÖŶłāėÖŶĢƑāķƘĢĿťÖóŶŶĞāŨŽÖķĢŶƘŋĕķĢĕāĕŋũũāŭĢùāłŶŭ̇ðŽŭĢłāŭŭŋƒłāũŭÖłùƑĢŭĢŶŋũŭŶŋŶĞā!ĢŶƘŋĕÖłdŽĢŭzðĢŭťŋŭŽóĞÖŭdz̪ŭĞŋĿāķāŭŭťŋťŽķÖŶĢŋł̍zƧóāũŭƒŋũĴùĢũāóŶķƘƒĢŶĞÖŋóĢÖķÂŋũĴāũƒĞŋĢŭāĿťķŋƘāùðƘ¦ũÖłŭĢŶĢŋłŭ̟māłŶÖķNāÖķŶĞŭŭŋóĢÖŶĢŋł̛¦Nm̜̍!¦ĿāĿðāũŭƒŋũĴóŋķķÖðŋũÖŶĢƑāķƘƒĢŶĞÖĿƘũĢÖùŋĕĢłùĢƑĢùŽÖķŭÖłùėũŋŽťŭŶŋťũŋðķāĿŭŋķƑāŶŋĢłóķŽùāťÖŶũŋķŋƧóāũŭ̇ĢłƑāŭŶĢėÖŶŋũŭ̇pāĢėĞðŋũĞŋŋùzŽŶũāÖóĞmÖłÖėāũ̇ŋŶĞāũ!ĢŶƘ'āťÖũŶĿāłŶŭ̇ŭŋóĢÖķŭāũƑĢóāťũŋƑĢùāũŭ̇ðŽŭĢłāŭŭėũŋŽťŭ̇ÖłùŋŶĞāũėŋƑāũłĿāłŶÖķÖėāłóĢāŭÖŭÖťťũŋťũĢÖŶā̍SERVICE CALL DATACRIME DATAPROPERTY CRIMESPROPERTY CRIMESINCOMING & OUTGOING CALLSˑˏː˕˘˓̇˖˖ːˑˏː˖ːˏː̇˘ː˖ˑˏː˗ːˏ˕̇˖˗ˏVIDEO EVIDENCE BOOKEDˑˏː˖˕ˑ̇˗ː˔ˑˏː˗˖˘̇˒˖˔EVIDENCE/PROPERTY INTAKEˑˏː˖˖̇˘˒ːˑˏː˗˖̇ː˘˕RłÖķķ̇ÖũŶːóũĢĿāĕŋũŶĞā!ĢŶƘŋĕdzùāóũāÖŭāùĕũŋĿˑˏː˔̓ː˕̟ˑˏː˖̓ː˗ðƘ˗̍˔ͮPage 209 of 712
11 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT11 12| | ũŋıāóŶ'āŭóũĢťŶĢŋł ũŋıāóŶ'āŭóũĢťŶĢŋłMaster PlanMaster PlanTRAFFIC RELATEDARRESTSTRAFFIC & ARREST DATATRAFFIC RELATEDNOISE DATAĢłóāˑˏː˔̇pŋĢŭāÖũŶƘóÖķķŭ ĕŋũ ŭāũƑĢóā ĞÖƑāùāóũāÖŭāùðƘː˘ͮPage 210 of 712
13 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT13 14| | ũŋıāóŶ'āŭóũĢťŶĢŋł ũŋıāóŶ'āŭóũĢťŶĢŋłMaster PlanMaster PlanPOPULATION PROJECTIONSSTAFFING PROJECTIONS¦ĞāĿÖłƘƑÖũĢÖðķāŭŶĞÖŶŶƘťĢóÖķķƘóŋĿāĢłŶŋťķÖƘĕŋũťũŋıāóŶĢłėŭŶÖƧłėķāƑāķŭÖłùāƑāł!ĢŶƘťŋťŽķÖŶĢŋłķāƑāķŭĞÖŭðāóŋĿāāƗŶũāĿāķƘùĢƧóŽķŶÖŶŶĞāťũāŭāłŶŶĢĿā̍łťũāóāùāłŶāùāƑāłŶŭŭŽóĞÖŭŶĞāťÖłùāĿĢóÖłùũāóāŭŭĢŋłĢŶðũŋŽėĞŶÖðŋŽŶĿÖĴāĕŋũāóÖŭŶĢłėĕŋũŶĞĢŭũāťŋũŶÖóĞÖķķāłėā̍ĿŋũāĢłùāťŶĞùĢŭóŽŭŭĢŋłƒĢŶĞ!ĢŶƘŋƧóĢÖķŭũāėÖũùĢłėťŋťŽķÖŶĢŋłťũŋıāóŶĢŋłŭĢŭƒÖũũÖłŶāù̍¦āłƘāÖũŭÖėŋ̇ŶĞāŋķĢóā'āťÖũŶĿāłŶĞÖŭ˔˘ŭƒŋũłŋƧóāũŭ̍¦ŋùÖƘŶĞāũāÖũā˕ˏ̍ ŽŶĢŶĿĢėĞŶðāũāÖŭŋłÖðķāŶŋŭŽėėāŭŶŶĞāũāƒŋŽķùðā˖ˏ̟˖˔ŋƧóāũŭðƘˑˏ˒˔̍¦ĞÖŶĿĢėĞŶðāÖłÖĿðĢŶĢŋŽŭėŋÖķðŽŶŋłāŶĞÖŶũāƪāóŶŭťŋťŽķÖŶĢŋłĢłóũāÖŭāÖłùóŋĿťķāƗĢŶƘŋĕƒŋũĴķŋÖùÖłùóŋĿťķĢÖłóāƒĢŶĞũāėŽķÖŶĢŋłŭ̍¦ĞÖŶƒŋŽķùĢłóũāÖŭāŶĞāŶŋŶÖķŭƒŋũłÖłùłŋł̟ŭƒŋũłŭŶÖƦķāƑāķĕũŋĿ˘ˏ̍˔ŶŋːːˏD¦1ŭ̍¦ĞŋŭāÖùùĢŶĢŋłÖķťŋŭĢŶĢŋłŭƒŋŽķùðāāƗťāóŶāùŶŋƩķķĢłóũāÖŭĢłėłāāùŭĢłāóŋũùŭ̇!ŋĿĿŽłĢóÖŶĢŋłŭ̇DĢāķùāũƑĢóāŭ̇ũŋťāũŶƘÖłù1ƑĢùāłóāÖŭƒāķķÖŭťũŋĕāŭŭĢŋłÖķŭŶÖƦ̍Page 211 of 712
15 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT15 16| | ũŋıāóŶ'āŭóũĢťŶĢŋł ũŋıāóŶ'āŭóũĢťŶĢŋłMaster PlanMaster PlanEXISTING FACILITY CONDITIONS ÖŭāùŋłŶĞāDÖóĢķĢŶƘāťŋũŶŭťũāťÖũāùĢłː˘˘˗Öłùˑˏˏ˒̛āāťťāłùĢƗ̜ÖłùóŽũũāłŶŋðŭāũƑÖŶĢŋłŭĕŋũŶĞĢŭŭŶŽùƘ̇ŶĞĢŭķĢŭŶĞĢėĞķĢėĞŶŭŭŋĿāŋĕŶĞāĿÖıŋũĢŭŭŽāŭĕŋũŶĞĢŭĕÖóĢķĢŶƘ̆LACK OF SPACE FOR POLICE FUNCTIONS AND OPERATIONS •ÂŋũĴŭťÖóāŭÖũāðāƘŋłùóÖťÖóĢŶƘ •zťāũÖŶĢŋłŭÖłùĕŽłóŶĢŋłŭƒŋũĴĢłŭťÖóāŭłŋŶùāŭĢėłāùĕŋũŶĞāťāŋťķāŋũŶĞāĢũıŋðŭOLD AND INADEQUATE BUILDING SYSTEMS •¦āóĞłŋķŋėƘÖłùāŨŽĢťĿāłŶŽťėũÖùāŭÖũāŋðŭŋķāŶā •DÖĢķĢłėðŽĢķùĢłėÖłùŭĢŶāóŋłùĢŶĢŋłŭ •pŋŶðŽĢķŶĕŋũŭāĢŭĿĢóťāũĕŋũĿÖłóāŽłùāũ1ŭŭāłŶĢÖķāũƑĢóāŭóŶ •pŋƩũāŭťũĢłĴķāũŭ •No elevatorNOT BUILT FOR SUSTAINABILITY •zķùÖłùĢłāƧóĢāłŶNÁ! •zķù̇ĢłāƧóĢāłŶÖłùĕÖĢķĢłėťķŽĿðĢłėŭƘŭŶāĿŭ •zķùŶāóĞłŋķŋėƘƒÖŶāũĞāÖŶĢłėSAFETY OF PERSONNEL AND BUILDING SECURITY •dÖóĴŭŭÖĕāŶƘĿāÖŭŽũāŭŭŽóĞÖŭðŽķķāŶťũŋŋĕėķÖŭŭÖŶũāóāťŶĢŋłóŋŽłŶāũÖłùóŋĿĿÖłùŋƧóāŭ •!ĞĢāĕŋƧóāĞÖŭķÖũėāƒĢłùŋƒŭŋłðŽŭƘÖłŶÖŋŭÖŶũāāŶ •1ĿťķŋƘāāťÖŶĢŋĢŭāƗťŋŭāùÖķŋłėÖłŶÖŋŭÖŶũāāŶCHALLENGES FOR RESPONSE AND OPERATIONS •DŽłóŶĢŋłŭŭóÖŶŶāũāùÖóũŋŭŭŭĢŶā̓ðŽĢķùĢłėũāŭŽķŶĢłėĢłĢłāƧóĢāłŶƒŋũĴprocesses •1ƑĢùāłóāŭŶŋũÖėāĢłĿŽķŶĢťķāķŋóÖŶĢŋłŭŭŋĿāƒĢŶĞũāĕũĢėāũÖŶŋũŭ̟ĕũāāơāũŭĢłŽłóŋłùĢŶĢŋłāùŭťÖóā •pÖũũŋƒĞÖķķƒÖƘŭ̇ÖùĞŋóŭťÖóāŭÖłùÖùıÖóāłóĢāŭŶĞÖŶĞÖƑāāƑŋķƑāùŋƑāũŶĢĿāũāŭŽķŶĢłÖĿÖơā̟ķĢĴāāłƑĢũŋłĿāłŶ •!ŋłėāŭŶĢŋłĢłóŋũũĢùŋũŭƒĢŶĞóŋłƪĢóŶĢłėÖóŶĢƑĢŶĢāŭŭŽóĞÖŭ ũĢāƩłėŋŋĿāƗĢŶÖŶƒÖķķƒĢŶĞėāÖũŭŶŋũÖėāĢłłÖũũŋƒĞÖķķƒÖƘ̇LACKS SPACE FOR COMMUNITY ENGAGEMENT-OBSTACLE TO DIVERSITY+EQUITY+INCLUSION •No elevator •dĢĿĢŶāù'ÖóóāŭŭĢðķāũāŭŶũŋŋĿĕÖóĢķĢŶĢāŭ •ŽðķĢóÖłùóŋĿĿŽłĢŶƘŭťÖóāłŋł̟āƗĢŭŶāłŶ̍!ĞĢāĕ̪ŭŋŽłùŶÖðķā̇!¦ĿāāŶĢłėŭĞāķùĢłðÖŭāĿāłŶĢłùÖũĴ̇ƒĢłùŋƒķāŭŭ ũĢāƩłėŋŋĿŶĞÖŶĢŭóũÖĿťāùĕŽķķŋĕāŨŽĢťĿāłŶÖłùĿÖŶāũĢÖķŭĕŋũŶũÖĢłĢłė •ÁāũƘķĢĿĢŶāùƑŋķŽłŶāāũÖłù1ƗťķŋũāũũŋėũÖĿŭťÖóāOBJECTIVES OF NEW FACILITY¦ĞāťũŋıāóŶƒĢķķťũŋƑĢùāÖĕÖóĢķĢŶƘƒĢŶĞÖťťũŋťũĢÖŶāķƘŭĢơāù̇ùāŭĢėłāù̇ÖłùāŨŽĢťťāùŭťÖóāŭŶŋŭŽťťŋũŶĿŋùāũł̟ùÖƘŋķĢóāzťāũÖŶĢŋłŭ̍¦ĞāėŋÖķĢŭŶŋùāƑāķŋťŶĞāŭĢŶāÖłùÖðŽĢķùĢłėŶĞÖŶÖũāƒŋũŶĞƘŋĕŶĞĢŭĢĿťŋũŶÖłŶóĢƑĢóĕŽłóŶĢŋłƒĞĢķāāĿðũÖóĢłėŭŽŭŶÖĢłÖðķāťũÖóŶĢóāŭ̇āĿťķŋƘāāƒāķķłāŭŭÖłùóŋĿĿŽłĢŶƘāłėÖėāĿāłŶ̍ÂĢŶĞŶĞŋŽėĞŶĕŽķťķÖłłĢłėŶĞũŋŽėĞŋŽŶŶĞāùāŭĢėłÖłùóŋłŭŶũŽóŶĢŋłťũŋóāŭŭŶĞāŭāťũĢĿÖũƘėŋÖķŭƒĢķķāłĞÖłóāŋťťŋũŶŽłĢŶĢāŭŶŋĿāāŶðũŋÖùāũóŋĿĿŽłĢŶƘŋðıāóŶĢƑāŭŭŽóĞÖŭ̆HIGH QUALITY WORK SPACE •1ķĢĿĢłÖŶāŋŽŶùÖŶāùÖłùóũÖĿťāùóŋłùĢŶĢŋłŭ •ũŋƑĢùāÖùāŨŽÖŶāŭťÖóāĕŋũĕŽłóŶĢŋłÖķÖũāÖŭÖłùťŋķĢóāŽłĢŶŭ •ŽĢŶÖðķāāĿťķŋƘāāŭťÖóāŭĕŋũƩŶłāŭŭ̇ðũāÖĴũŋŋĿ̇ķÖóŶÖŶĢŋłũŋŋĿPROMOTES PUBLIC SAFETY •āťķÖóāŶĞā!ĢŶƘ̪ŭŋķùāŭŶĕÖóĢķĢŶƘƒĢŶĞÖðŽĢķùĢłėŶĞÖŶĿāāŶŭ1ŭŭāłŶĢÖķāũƑĢóāŭũāŨŽĢũāĿāłŶŭ •ł1z!ŭĢŶāŭŶũāłėŶĞāłŭŶĞā!ĢŶƘ̪ŭÖðĢķĢŶƘŶŋũāŭťŋłùāƦāóŶĢƑāķƘŶŋťŽðķĢóŭÖĕāŶƘāĿāũėāłóĢāŭÖłùłÖŶŽũÖķùĢŭÖŭŶāũŭFOSTER COMMUNITY ENGAGEMENT •ũŋƑĢùāłĿāŶpāāùĕŋũāƑāłŶÖłùÖóŶĢƑĢŶĢāŭĕŋũŽðķĢóÖĕāŶƘťũŋėũÖĿư̆1Ɨťķŋũāũŭ̇ÁŋķŽłŶāāũŭ̇!¦̇!¦̇żpāĢėĞðŋũĞŋŋùzŽŶũāÖóĞ̜ •!ũāÖŶāŭ Ö !ŋĿĿŽłĢŶƘ̟¦ũÖĢłĢłė ŋŋĿ Öŭ Ö ĿŽķŶĢťŽũťŋŭāŭťÖóāŶĞÖŶÖķķŋƒŭĕŋũ!ŋĿĿŽłĢŶƘ1łėÖėāĿāłŶĢłŭŽťťŋũŶŋĕ'ĢƑāũŭĢŶƘ͖1ŨŽĢŶƘ͖RłóķŽŭĢŋłSAFETY OF EMPLOYEES AND THE PUBLIC •RĿťũŋƑāóĢũóŽķÖŶĢŋłŋĕāĿāũėāłóƘťāũŭŋłłāķƒĢŶĞĢłŶĞāðŽĢķùĢłėĕŋũŨŽĢóĴāũũāŭťŋłŭāŶĢĿā •!ũāÖŶāŭÖĕāũāĿāũėāłóƘƑāĞĢóķāāėũāŭŭĕũŋĿŭŶÖŶĢŋł •ũŋƑĢùāŭāóŽũāùťÖũĴĢłėĕŋũ'āťÖũŶĿāłŶƑāĞĢóķāŭÖłùťāũŭŋłłāķťũĢƑÖŶāƑāĞĢóķāŭŶĞÖŶĢŭŋŽŶŋĕťŽðķĢóƑĢāƒÖłùÖóóāŭŭ •ũŋƑĢùāÖùāŨŽÖŶāťÖũĴĢłėĕŋũťŋķĢóāùāťÖũŶĿāłŶÖłùāĿťķŋƘāāƑāĞĢóķāŭŶŋÖóóŋĿĿŋùÖŶāùÖƘŶŋùÖƘŋťāũÖŶĢŋłŭ̇ŶũÖĢłĢłėÖłù1z!ÖóŶĢƑÖŶĢŋłƒĞĢķāĿĢłĢĿĢơĢłėĢĿťÖóŶŋłłāĢėĞðŋũĞŋŋùŭŶũāāŶŭ̍SUSTAINABLE DESIGN •āťķÖóāÖłŋķù̇ťŋŋũķƘťāũĕŋũĿĢłėðŽĢķùĢłėƒĢŶĞÖłāƒðŽĢķùĢłėƒĢŶĞÖĞĢėĞ̟ťāũĕŋũĿÖłóāāłƑāķŋťā̇ťŋŶāłŶĢÖķķƘÖķķ̟āķāóŶũĢớƒĢŶĞāƗóāťŶĢŋłŋĕ1ĿāũėāłóƘFāłāũÖŶŋũĕŋũƒĞĢóĞāŭŭāłŶĢÖķŭāũƑĢóāŭĢŭāƗāĿťŶ̜ •āùŽóāFNFāĿĢŭŭĢŋłŭĕũŋĿŶĞĢŭŋķùĕÖóĢķĢŶƘ̇óŋłŭĢùāũÖłŋťťŋũŶŽłĢŶƘĕŋũ!ĢŶƘŶŋŶÖĴāķāÖùāũŭĞĢťƒĢŶĞÖłÖķķ̟āķāóŶũĢóðŽĢķùĢłė •łÖķķ̟āķāóŶũĢóĕÖóĢķĢŶƘŋł!āłŶũÖķ!ŋÖŭŶ!ŋĿĿŽłĢŶƘ1łāũėƘ̛˒!1̜ťŋƒāũĢŭŋťāũÖŶĢŋłÖķķƘóÖũðŋłłāŽŶũÖķPage 212 of 712
SAN LUIS OBISPO POLICE DEPARTMENT18| ĢŶā!ĞÖũÖóŶāũĢŭŶĢóŭͽāŨŽĢũāĿāłŶŭMaster PlanSITE CHARACTERISTICS & REQUIREMENTSCIRCULATION AND ACCESSPARKINGAUXILIARY BUILDINGSPage 213 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT19 20| | ĢŶā!ĞÖũÖóŶāũĢŭŶĢóŭͽāŨŽĢũāĿāłŶŭ ĢŶā!ĞÖũÖóŶāũĢŭŶĢóŭͽāŨŽĢũāĿāłŶŭMaster PlanMaster PlanCIRCULATION & ACCESS1ĿāũėāłóƘāėũāŭŭĕŋũťŋķĢóāƑāĞĢóķāŭĢŭóũĢŶĢóÖķŶŋĿÖĢłŶÖĢłũāŭťŋłŭāŶĢĿāŶŋóÖķķŭÖŭƒāķķÖŭťāũŭŋłłāķÖłùťŽðķĢóŭÖĕāŶƘ̍'ũĢƑāÖĢŭķāŭÖłùùũĢƑāƒÖƘāƗĢŶŭŭĞŋŽķùðāĕũāāŋĕāƗŶũÖłāŋŽŭŭŶũŽóŶŽũāŭŋũŋðŭŶũŽóŶĢŋłŭŶŋŶũÖƑāķÖłùĞÖƑāóķāÖũŭĢėĞŶķĢłāŭĕŋũťāùāŭŶũĢÖł̇ƑāĞĢóķā̇ÖłùťũŋťāũŶƘŭÖĕāŶƘ̍¦ĞāóŋłóāťŶŽÖķŭĢŶāťķÖłŭĞŋƒŭÖŶĞũāā̟ŭŶŋũƘðŽĢķùĢłėƒĢŶĞÖĕŽķķðÖŭāĿāłŶÖłùÖłÖùıÖóāłŶťÖũĴĢłėŭŶũŽóŶŽũā̍¦ĞāťÖũĴĢłėŭŶũŽóŶŽũāÖłùťŋķĢóāŭŶÖŶĢŋłĢŭŭāťÖũÖŶāùðƘÖťũĢĿÖũƘùũĢƑāƒÖƘŶŋÖóóāŭŭŶĞāũāÖũŋĕŶĞāŭŶÖŶĢŋł̍āùāŭŶũĢÖłðũĢùėāŭóŋłłāóŶŶĞāťÖũĴĢłėŭŶũŽóŶŽũāŶŋŶĞāŋķĢóāŶÖŶĢŋł̍¦ĞāłÖũũÖŶĢƑāŶĞÖŶĕŋķķŋƒŭĢłŶĞĢŭŭāóŶĢŋłùāŭóũĢðāŭĴāƘóŋłŭĢùāũÖŶĢŋłŭĢłŶĞāťķÖłłĢłėÖłùŋũėÖłĢơÖŶĢŋłŋĕÖóŶĢƑĢŶĢāŭŋłŶĞāŭĢŶāĕŋũŶĞāłāƒťŋķĢóāĕÖóĢķĢŶƘ̍ACCESS & SECURITY ZONESŽðķĢóŭÖĕāŶƘĕÖóĢķĢŶĢāŭĞÖƑāťĞƘŭĢóÖķÖłùŭāóŽũĢŶƘũāŨŽĢũāĿāłŶŭŶĞÖŶĿÖĴāŭĢŶāťķÖłłĢłėóũĢŶĢóÖķ̍¦ŋðÖķÖłóāŶĞāóŋĿťāŶĢłėùāĿÖłùŭĕŋũāÖŭāŋĕťŽðķĢóÖóóāŭŭ̇ŭāóŽũāÖóóāŭŭÖłùťÖũĴĢłėĕŋũťŋķĢóāŋƧóāũŭÖłùƑāĞĢóķāŭ̇ŭŶÖƦťāũŭŋłÖķƑāĞĢóķāŭÖłùÖóóāŭŭÖŭƒāķķÖŭāĿāũėāłóƘāėũāŭŭŶĞāŭĢŶāŭĞŋŽķùðāùĢƑĢùāùĢłŶŋŶĞũāāùĢŭŶĢłóŶơŋłāŭ̆ •̦ŽðķĢóÑŋłā̧ƒĞāũāŶĞāťŽðķĢóóÖłťÖũĴƑāĞĢóķāŭÖłùÖóóāŭŭŶĞāťŽðķĢóķŋððƘ •ŭāĿĢ̟ŭāóŽũāėÖŶāù̦āũƑĢóāÑŋłā̧ŶŋÖķķŋƒĕŋũŭāũƑĢóāùāķĢƑāũĢāŭ̇ÖŽŶĞŋũĢơāùÖóóāŭŭŶŋŽŶĢķĢŶĢāŭ̇ÖłùŶũÖŭĞÖłùũāóƘóķĢłėùŽĿťŭŶāũŭ̍ •ĕāłóāùÖłùŭóũāāłāù̦āóŽũāơŋłā̧̇ƒĞāũāŶĞāťŋķĢóāƪāāŶÖłùŭŶÖƦťāũŭŋłÖķƑāĞĢóķāŭťÖũĴ̍PUBLIC ZONEĢłóāŶĞāùāťÖũŶĿāłŶťũŋƑĢùāŭŭŋĿāťŽðķĢóŭāũƑĢóāŭ̇ŶĞāĿÖĢłāłŶũÖłóāĿŽŭŶðāƑāũƘāÖŭƘŶŋƩłù̍¦ĞāāóāťŶĢŋł!ŋŽłŶāũÖłù¦ũÖĢłĢłėŋŋĿŭĞŋŽķùðāũāÖùĢķƘÖóóāŭŭĢðķāĕũŋĿŶĞāķŋððƘ̍¦Ğā¦ũÖĢłĢłėŋŋĿŭĞŋŽķùĞÖƑāÖŭāťÖũÖŶāāłŶũƘŋƦŶĞāĿÖĢłťķÖơÖŋłŶĞāŭĢŶā̍mŋŭŶťŋķĢóāŋťāũÖŶĢŋłŭƒĢŶĞĢłŶĞāðŽĢķùĢłėĿŽŭŶũāĿÖĢłŭāóŽũāÖłùėāłāũÖķķƘĢłÖóóāŭŭĢðķāŶŋŶĞāťŽðķĢó̍SERVICE ZONE!ÖũāĕŽķóŋłŭĢùāũÖŶĢŋłĢŭũāŨŽĢũāùĕŋũķŋóÖŶĢłėŶĞāðŽĢķùĢłėùŽĿťŭŶāũŭÖłùķŋÖùĢłėÖũāÖĕŋũŶĞāùāķĢƑāũƘŋĕāŨŽĢťĿāłŶÖłùŭŽťťķĢāŭŶŋŶĞāĕÖóĢķĢŶƘ̍RùāÖķķƘŶĞĢŭĢŭƒĞāũāũāĕŽāķĢłėŋĕŶĞāāĿāũėāłóƘėāłāũÖŶŋũŶÖłĴŭŶÖĴāŭťķÖóāÖŭƒāķķ̍¦ĞĢŭÖũāÖŭĞŋŽķùĞÖƑāĢŶŭŋƒłùĢŭóũāŶāóŋłŶũŋķķāùÖłùĿŋłĢŶŋũāùÖóóāŭŭ̍RŶŭĞŋŽķùðāŭóũāāłāùĕũŋĿťŽðķĢóƑĢāƒĕŋũŶĞāťũŋŶāóŶĢŋłŋĕŶĞāāĿāũėāłóƘėāłāũÖŶŋũŭÖłùŭāóŽũĢŶƘŋĕŶĞāĕÖóĢķĢŶƘƒĞāłŶĞāķŋÖùĢłėùŋŋũŭÖũāŋťāłÖłùĕŋũÖāŭŶĞāŶĢóŭ̍SECURED ZONE¦ĞāŭāóŽũāùơŋłāĢŭťũŋƑĢùāùĕŋũŶĞāťÖũĴĢłėŋĕƪāāŶÖłùŭŶÖƦťāũŭŋłÖķķƘŋƒłāùƑāĞĢóķāŭ̗zÁ̜̍¦ĞāơŋłāŭĞŋŽķùðāāłóķŋŭāùƒĢŶĞÖťāũĢĿāŶāũŭóũāāłƒÖķķŋũĕāłóā̟ķĢĿĢŶĢłėƑĢāƒ̍¦ŋťũāƑāłŶŽłÖŽŶĞŋũĢơāùÖóóāŭŭŶĞāāłóķŋŭŽũāŭĞŋŽķùðāāŨŽĢťťāùƒĢŶĞÖƑāĞĢóķāėÖŶā̍¦ĞāėÖŶā̇ŋũėÖŶāŭ̇ŭĞŋŽķùðāƑĢāƒāùũāĿŋŶāķƘƑĢÖóķŋŭāù̟óĢũóŽĢŶŶāķāƑĢŭĢŋł̛!!¦Á̜ÖłùðāāŨŽĢťťāùƒĢŶĞÖłāķāóŶũŋłĢóÖóóāŭŭóŋłŶũŋķŭƘŭŶāĿ̍ŭāā ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭĕŋũÖùùĢŶĢŋłÖķāóŽũĢŶƘùāŭóũĢťŶĢŋłŭBARRIER FREE PARKING'óŋĿťķĢÖłŶťÖũĴĢłėĿŽŭŶðāťũŋƑĢùāùðŋŶĞĢłŶĞāťŽðķĢóťÖũĴĢłėÖũāÖÖłùŶĞāŭāóŽũāùťÖũĴĢłėơŋłāŭ̍Page 214 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT21 22| | ĢŶā!ĞÖũÖóŶāũĢŭŶĢóŭͽāŨŽĢũāĿāłŶŭ ĢŶā!ĞÖũÖóŶāũĢŭŶĢóŭͽāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPARKINGóóŋũùĢłėŶŋÖˑˏː˖ĕŋũāóÖŭŶťũŋƑĢùāùðƘŶĞā!ĢŶƘ̇ŶĞāŋķĢóāDÖóĢķĢŶƘƒÖŭĕÖóĢłėÖùāƩóĢŶŋĕÖłāŭŶĢĿÖŶāù˖˗ŭťÖóāŭĕŋũťÖũĴĢłė̍ÂĢŶĞŋłķƘː˒˒āƗĢŭŶĢłėŭťÖóāŭðŽŶŶĞāŭŶÖŶĢŋłóÖłłŋŶÖóóŋĿĿŋùÖŶāóŽũũāłŶťÖũĴĢłėłāāùŭĿŽóĞķāŭŭŶĞāłāāùŭĕŋũāóÖŭŶĕŋũŶĞāłāƗŶŶāłƘāÖũŭ̍SITE PARKING ANALYSIS¦ĞāŭĢŶāóÖłÖóóŋĿĿŋùÖŶāÖťÖũĴĢłėŭŶũŽóŶŽũāÖùıÖóāłŶŶŋŶĞāðŽĢķùĢłėÖłùŭŋĿāķĢĿĢŶāùŋł̟ŭĢŶāťÖũĴĢłė̍1ƑÖķŽÖŶĢŋłŋĕŭĢŶāÖũāÖƒŋũĴĢłėƒĢŶĞŶĞāŭķŋťāĞÖŭŭĞŋƒłŶĞÖŶťũŋƑĢùĢłėÖťÖũĴĢłėŭŶũŽóŶŽũāƒĢŶĞķāƑāķŭŶĞÖŶÖķĢėłƒĢŶĞŶĞāðŽĢķùĢłė̪ŭðÖŭāĿāłŶÖłù˒ķāƑāķŭÖðŋƑāėũÖùāƒŋŽķùťũŋƑĢùāː˔˔ŭāóŽũāťÖũĴĢłėŭťÖóāŭƒĢŶĞ'ťÖũĴĢłėÖŶāÖóĞķāƑāķÖłùùĢũāóŶÖóóāŭŭŶŋŶĞāðŽĢķùĢłėÖŶŶƒŋķāƑāķŭƑĢÖÖðũĢùėā̍¦ĞāťÖũĴĢłėŭŶũŽóŶŽũāƒŋŽķùðāŭāóŽũāùðƘÖƑāĞĢóķāŭāóŽũĢŶƘėÖŶāÖłùĞÖƑāŶƒŋāłŶũÖłóāŭĕŋũũāùŽłùÖłóƘ̍¦ĞāŭĢŶāÖķŭŋÖķķŋƒŭĕŋũ˕ťŽðķĢóŭťÖóāŭĢłĕũŋłŶŋĕŶĞāðŽĢķùĢłė̍RłÖùùĢŶĢŋł̇ŭťÖóāŋłŭĢŶāŋũĢłŶĞāťÖũĴĢłėŭŶũŽóŶŽũāƒŋŽķùÖķķŋƒĕŋũŭťÖóāĕŋũ̆ •ÖŶũŋķdŋóĴāũŭÖŶÖŶũŋķÖũĴĢłėŭťÖóāŭ •ŋķĢóā¦ũÖĢķāũÖũĴĢłė •ŋķĢóā āÖũóÖŶÁāĞĢóķāÖũĴĢłė •¦ƒŋdŋłė¦āũĿÁāĞĢóķā1ƑĢùāłóāŶŋũÖėā ÖƘŭ •1ƑĢùāłóāŶŋũÖėāũāÖ •¦ũÖŭĞāłóķŋŭŽũāÖũāÖ •mŋŶŋũóƘóķāŭŶŋũÖėā • ĢĴāŭŶŋũÖėāPARKING GARAGEPARKING SPOTS CURRENT NUMBER OF PEOPLE REQ. PARKINGFORECAST NUMBER OF PEOPLE REQ. PARKINGzƧóāũŭ ˓˕ ˔˗!ĞĢāĕ ː ːCaptainsˑˑLieutenants˒˔āũėāÖłŶŭ ˗ ːˏDĢāķùāũƑĢóā¦āóĞ̍ ː ˓āóŋũùŭ!ķāũĴŭ ˔ ˗āóŋũùŭŽťāũƑĢŭŋũŭ ː ː'ĢŭťÖŶóĞŽťāũƑĢŭŋũŭ ˑ ˓ùĿĢłłÖķƘŭŶ ː ː!ũĢĿāłÖķƘŭŶ ː ː!ŋĿĿŽłĢóÖŶĢŋłŭ̓āóŋũùŭmÖłÖėāũːː'ĢŭťÖŶóĞāũŭ ːː ː˕pāĢėĞðŋũĞŋŋù zŽŶũāÖóĞmÖłÖėāũːːR¦ŶÖƦ ˏ ˑùĿĢłŭŭāŶŭ̇ ˑ ˓ũŋťāũŶƘͽ1ƑĢùāłóā¦āóĞ ˑ ˓mÖũĴāùÖŶũŋķÁāĞĢóķāŭ ː˕ ˑ˔łĿÖũĴāùŋķĢóāÁāĞĢóķāŭ ː˒ ː˗ŋķĢóāmŋŶŋũóƘóķā ˖ ːˏŽðķĢóÖũĴĢłė ˑ ˑˏ¦!ŋĿĿÖłùŋŭŶ̛ðŽŭŭĢơāù̜ˏːÖķķƘŋũŶ̛ĕāłóāù̜ ː ˓mĢŭó̍!ĢŶƘ1ĿťķŋƘāā ˕ ːˏSITE PARKING ANALYSIS133 211Page 215 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT23 24| | ĢŶā!ĞÖũÖóŶāũĢŭŶĢóŭͽāŨŽĢũāĿāłŶŭ ĢŶā!ĞÖũÖóŶāũĢŭŶĢóŭͽāŨŽĢũāĿāłŶŭMaster PlanMaster PlanSECURED PARKING DEPARTMENT VEHICLES1ƗĢŭŶĢłėťÖũĴĢłėóÖťÖóĢŶƘÖŶŶĞāŭĢŶāĢŭĢłÖùāŨŽÖŶāÖłùłāāùŭÖùùĢŶĢŋłÖķŭāóŽũĢŶƘĕāÖŶŽũāŭŶƘťĢóÖķŋĕóŋłŶāĿťŋũÖũƘťŋķĢóāŭŶÖŶĢŋłŭ̍¦ĞāťÖũĴĢłėÖũāÖŭĢŶŭðāķŋƒŭŶũāāŶķāƑāķÖłùùāŭťĢŶāŭŋĿāŭóũāāłāùĕāłóĢłė̇ĢŶĢŭóŽũũāłŶķƘŭŋĿāƒĞÖŶāƗťŋŭāùŶŋŶĞāťŽðķĢó̍āƑāũÖķŭāóŶĢŋłŭŋĕŶĞāťÖũĴĢłėÖũāÖāƗĞĢðĢŶŽłāƑāłŭŽũĕÖóāŭÖłùťÖƑĢłėŶĞÖŶĢŭĕÖĢķĢłė̍SECURED PARKING PERSONNEL PRIVATE VEHICLESāóŽũāùťÖũĴĢłėĕŋũāĿťķŋƘāāŭĢŭƑāũƘķĢĿĢŶāù̍ ŋŶĞŭƒŋũłÖłùłŋł̟ŭƒŋũłŭŶÖƦŭĞŋŽķùĞÖƑāóķŋŭā̟ĢłŭāóŽũāùťÖũĴĢłėŭĢłóāŶĞāƘłāāùŶŋðāÖŶƒŋũĴÖŶÖķķĞŋŽũŭŋĕŶĞāùÖƘÖłùłĢėĞŶ̍¦ĞāĢũťÖũĴĢłėÖũāÖŭŭĞŋŽķùðāŭóũāāłāùĕũŋĿťŽðķĢóƑĢāƒÖŭĿŽóĞÖŭťŋŭŭĢðķā̍SECURED PARKING FOR TRAINING AND EMERGENCY EVENTSÖũĴĢłėƒĢŶĞĢłÖŭāóŽũāùÖũāÖƒĢŶĞėÖŶāùÖóóāŭŭĢŭÖķŭŋũāŨŽĢũāùĕŋũťŽðķĢóŭÖĕāŶƘÖłùŋŶĞāũƑāĞĢóķāŭĕũŋĿŋŶĞāũÖėāłóĢāŭŶĞÖŶóŋĿāŶŋŶĞāťŋķĢóāĕÖóĢķĢŶƘĕŋũťũŋĕāŭŭĢŋłÖķŶũÖĢłĢłė̍¦ĞĢŭťÖũĴĢłėĢŭÖķŭŋłāāùāùƒĞāłŶĞā1ĿāũėāłóƘzťāũÖŶĢŋłŭ!āłŶāũĢŭÖóŶĢƑÖŶāùÖŭÖũāŭťŋłŭāŶŋłÖŶŽũÖķùĢŭÖŭŶāũŭŋũŋŶĞāũťŽðķĢóāĿāũėāłóĢāŭÖłùĢłóĢùāłŶŭ̍PUBLIC PARKINGŽðķĢóťÖũĴĢłėÖũāÖŭłāāùŶŋťũŋƑĢùāÖðÖķÖłóāŋĕðāĢłė'óŋĿťķĢÖłŶŶŋťũŋƑĢùāāÖŭƘāłŶũƘĢłŶŋŶĞāĕÖóĢķĢŶƘƒĞĢķāðāĢłėťĞƘŭĢóÖķķƘŭāťÖũÖŶāĕũŋĿĢĿĿāùĢÖŶāÖùıÖóāłóƘŶŋÖťŽðķĢóŭÖĕāŶƘĕÖóĢķĢŶƘ̍¦ĞāŭťÖóāĢłĕũŋłŶŋĕÖťŽðķĢóŭÖĕāŶƘĕÖóĢķĢŶƘŽŭŽÖķķƘĢłóķŽùāŭùāĕāłŭĢƑāķÖłùŭóÖťĢłėĕāÖŶŽũāŭ̇ŽŶĢķĢơĢłėĞÖũùāłāùťķÖłŶāũŭ̇ðŋķķÖũùŭÖłùŭāÖŶĢłėƒÖķķŭŶŋťũāƑāłŶƑāĞĢóŽķÖũũÖĿŭŋĕŶĞāðŽĢķùĢłė̍AUXILIARY BUILDINGSzŽŶùŋŋũóŋƑāũāùÖũāÖŭÖũāłāāùāùŶŋťũŋƑĢùāƒāÖŶĞāũťũŋŶāóŶĢŋłĕŋũðĢóƘóķāāƑĢùāłóāŭŶŋũÖėā̇ŶĞā¦!ŋĿĿÖłù¦ũÖĢķāũ̇ĿŋŶŋũóƘóķāŭ̇ŭťāóĢÖķŶƘƑāĞĢóķāŭÖłùāŨŽĢťĿāłŶÖłùÖb̟˘Ĵāłłāķ̍Page 216 of 712
SAN LUIS OBISPO POLICE DEPARTMENT26| ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭMaster PlanBUILDING CHARACTERISTICS & REQUIREMENTSESSENTIAL SERVICES FACILITYBUILDING CHARACTERBUILDING SYSTEMSSECURITYSUSTAINABILITY STRATEGIESPage 217 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT27 28| | ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭ ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭMaster PlanMaster PlanESSENTIAL SERVICES FACILITYŭłŋŶāùĢłŶĞāˑˏː˘!ÖķĢĕŋũłĢÖùĿĢłĢŭŶũÖŶĢƑā!ŋùā̇ŶĞāťũŋťŋŭāùŋķĢóāĕÖóĢķĢŶƘƒĢķķðāóŋłŭĢùāũāùÖł1ŭŭāłŶĢÖķāũƑĢóāŭ ŽĢķùĢłė̍¦ĞāùāŭĢėłŶāÖĿÖłŶĢóĢťÖŶāŭŶĞā̦1łĕŋũóāĿāłŶėāłóƘ̧ƒĢķķðāÖłdŽĢŭzðĢŭťŋ!ĢŶƘ!ŋĿĿŽłĢŶƘ'āƑāķŋťĿāłŶ'āťÖũŶĿāłŶÖŭłŋŶāùðāķŋƒ̍'ŽāŶŋ̦ķŋóÖķzƒłāũŭĞĢţ̌ŋĕŶĞāťũŋťŋŭāùĕÖóĢķĢŶƘ̇ŶĞāťāũĿĢŶũāƑĢāƒťũŋóāŭŭùŋāŭłŋŶÖłŶĢóĢťÖŶāũāƑĢāƒðƘŶĞā'ĢƑĢŭĢŋłŋĕŶĞāŶÖŶāũóĞĢŶāóŶĢłŶĞā'āťÖũŶĿāłŶŋĕFāłāũÖķāũƑĢóāŭ̇ŶÖŶāŋĕ!ÖķĢĕŋũłĢƠ̈'̜̍RłÖùùĢŶĢŋłŶŋũāƑĢāƒðƘŶĞāÖłdŽĢŭzðĢŭťŋ!ĢŶƘ!ŋĿĿŽłĢŶƘ'āƑāķŋťĿāłŶ'āťÖũŶĿāłŶŶĞāťũŋıāóŶķÖłŭÖłùťāóĢƩóÖŶĢŋłƒĢķķðāũāƑĢāƒāùðƘŭāƑāũÖķũāĕāũũÖķÖėāłóĢāŭùŽũĢłėŶĞāťāũĿĢŶũāƑĢāƒťũŋóāŭŭ •dz!ĢŶƘŽðķĢóÂŋũĴŭ̞óŋĿťķĢÖłóāĕŋũ!ŭŶŋũĿƒÖŶāũũāėŽķÖŶĢŋłư̆Â! ̜ •dz!ĢŶƘDĢũā̞óŋĿťķĢÖłóāƒĢŶĞpDƩũāÖłùķĢĕāŭÖĕāŶƘŋķĢóāŶÖŶĢŋłŭÖũāùāƩłāùÖŭÖł1ŭŭāłŶĢÖķāũƑĢóāŭDÖóĢķĢŶƘ̛1ŭŭāłŶĢÖķDÖóĢķĢŶƘ̜ťāũŶĞā!ÖķĢĕŋũłĢÖ ŽĢķùĢłė!ŋùā̛! !̜̇ÖłùƒĢķķðāùāŭĢėłāùŶŋĿÖƗĢĿĢơāðŽĢķùĢłėŋťāũÖŶĢŋłŭÖĕŶāũāƗŶũāĿāāłƑĢũŋłĿāłŶÖķāƑāłŶŭŭŽóĞÖŭāÖũŶĞŨŽÖĴāŭ̇ƪŋŋùĢłė̇ƒĢłù̇ÖłùŭŶŋũĿŭ̍RłÖùùĢŶĢŋłŶŋóŋùā̟ũāŨŽĢũāùŭŶũŽóŶŽũÖķŭŶũāłėŶĞāłĢłė̇ŶĞāŭŶũŽóŶŽũāƒĢķķóŋłŶÖĢłŭāƑāũÖķłŋł̟ŭŶũŽóŶŽũÖķŭƘŭŶāĿŭŶĞÖŶƒĢķķðāùāƩłāùÖų̆!ũĢŶĢóÖķ̪ŶŋŶĞāóŋłŶĢłŽāùŋťāũÖŶĢŋłŋĕŶĞāĕÖóĢķĢŶƘ̍¦ĞāŭāĢłóķŽùāðŽĢķùĢłėŭƘŭŶāĿŭŭŽóĞÖŭNÁ!̇1ķāóŶũĢóÖķ̇ķŽĿðĢłė̇Öłù¦āķāóŋĿĿŽłĢóÖŶĢŋłŭƘŭŶāĿŭ̍ŽóĞ!ũĢŶĢóÖķŭƘŭŶāĿŭŶƘťĢóÖķķƘũāŨŽĢũāŭāĢŭĿĢóÖłóĞŋũĢłė̇ðũÖóĢłė̇ŭťāóĢÖķŭāĢŭĿĢó§4-207 ESSENTIAL SERVICES BUILDINGłƘðŽĢķùĢłė̇ŋũÖłƘðŽĢķùĢłėÖťŋũŶĢŋłŋĕƒĞĢóĞĢŭŽŭāùŋũùāŭĢėłāùŶŋðāŽŭāùÖŭÖĕĢũāŭŶÖŶĢŋł̇ťŋķĢóāŭŶÖŶĢŋł̇āĿāũėāłóƘŋťāũÖŶĢŋłŭóāłŶāũ̇!ÖķĢĕŋũłĢÖNĢėЃÖƘÖŶũŋķŋƧóā̇ŭĞāũĢƦ̪ŭŋƧóāŋũāĿāũėāłóƘóŋĿĿŽłĢóÖŶĢŋłùĢŭťÖŶóĞóāłŶāũ̍§4-207 ENFORCEMENT AGENCYĞÖķķĿāÖłŶĞā'ĢƑĢŭĢŋłŋĕŶĞāŶÖŶāũóĞĢŶāóŶĕŋũŭŶÖŶā̟ŋƒłāùŋũŭŶÖŶā̟ķāÖŭāùðŽĢķùĢłėŭÖłùŭĞÖķķĿāÖłŶĞāāłĕŋũóāĿāłŶÖėāłóƘŋĕÖłƘóĢŶƘ̇óŋŽłŶƘŋũóĢŶƘÖłùóŋŽłŶƘĞÖƑĢłėıŽũĢŭùĢóŶĢŋłŋƑāũķŋóÖķķƘŋƒłāùŋũķŋóÖķķƘķāÖŭāùāŭŭāłŶĢÖķŭāũƑĢóāŭĕÖóĢķĢŶĢāŭ̍óāũŶĢƩóÖŶĢŋł̇ÖłùŭťāóĢÖķĢłŭťāóŶĢŋłŭÖŭùāŭóũĢðāùĢł̆ •ŋķĢóāŶÖŶĢŋłÖŭÖł1ŭŭāłŶĢÖķāũƑĢóāŭDÖóĢķĢŶƘŽłùāũ!ĢŶƘıŽũĢŭùĢóŶĢŋłťāũŶĞā!ÖķĢĕŋũłĢÖ!ŋùāŋĕāėŽķÖŶĢŋłư̆!!̜ÖŭŭŶÖŶāùĢł¦ĢŶķāˑ˓̛!ÖķĢĕŋũłĢÖ ŽĢķùĢłė!ŋùā̜̇ÖũŶː̇!ĞÖťŶāũ˓̍ •ŋķĢóāŶÖŶĢŋłùāŭĢėłāùĕŋũRĿĿāùĢÖŶāzťāũÖŶĢŋłťāũ!1̓1R˖ÖłùĢłóķŽùāŭŭāĢŭĿĢóťũŋƑĢŭĢŋłŭĕŋũłŋł̟ŭŶũŽóŶŽũÖķóŋĿťŋłāłŶŭ̍¦ĞāėāłāũÖķĢłŶāłŶŋĕŶĞāŭāłŋł̟ŭŶũŽóŶŽũÖķŭāĢŭĿĢóťũŋƑĢŭĢŋłŭĢŭŶŋĿÖƗĢĿĢơāŶĞāťŋŭŶ̟ŭāĢŭĿĢóĢĿĿāùĢÖŶāŋťāũÖŶĢŋłŋĕŶĞāŭāŭƘŭŶāĿŭÖłùŶĞāĢũóŋĿťŋłāłŶŭ̍ •āùŽłùÖłŶŭƘŭŶāĿŭÖłùóŋłłāóŶĢŋłŭ̇ŋł̟ŭĢŶāũāŭŋŽũóāŭ̇ðÖóĴŽťāłāũėƘŭƘŭŶāĿŭ̇ÖłùŋŶĞāũŭŶũÖŶāėĢāŭƒĢķķðāŽŶĢķĢơāùŶŋĿÖƗĢĿĢơāŶĞāĢĿĿāùĢÖŶāŋťāũÖŶĢŋłŋĕŶĞĢŭĕÖóĢķĢŶƘÖĕŶāũłÖŶŽũÖķāĿāũėāłóƘāƑāłŶư̆ŭāĢŭĿĢó̇ƪŋŋùĢłė̇ŭŶŋũĿŭ̇āŶó̜̍̍¦ĞāłāƒŋķĢóāĕÖóĢķĢŶƘƒĢķķóŋłŶÖĢłÖłĢłĕũÖŭŶũŽóŶŽũāŋĕŶāķāóŋĿĿŽłĢóÖŶĢŋł̇R¦̇āķāóŶũĢóÖķťŋƒāũ̇ÖłùðŽĢķùĢłėóŋłùĢŶĢŋłĢłėŭƘŭŶāĿŭ̍mÖłƘŋĕŶĞāŭāŭƘŭŶāĿŭƒĢķķðāùāŭĢėłāùƒĢŶĞĿāÖŭŽũāŭŶĞÖŶĢłóũāÖŭāŶĞāĢũũāùŽłùÖłóƘ̇ŭŶũāłėŶĞ̇Öłùŭāķĕ̟ŭŽĕĕĢóĢāłóƘŭŋŶĞāƘƒĢķķĿāāŶ1ŭŭāłŶĢÖķDÖóĢķĢŶƘũāŨŽĢũāĿāłŶŭ̍āƑāũÖķŋĕŶĞāťŽðķĢóŭÖĕāŶƘÖũāÖŭ̓ĕŽłóŶĢŋłŭƒĢŶĞĢłŶĞāŭŶũŽóŶŽũāŋũŭŶũŽóŶŽũāŭÖũāėŋƑāũłāùðƘŭťāóĢÖķŶƘ!ŋùāŭÖłùŶÖłùÖũùŭ̍§4-208 APPLICATION FOR APPROVAL OF DRAWINGS AND SPECIFICATIONS̛Ö̜ āĕŋũāÖùŋťŶĢłėťķÖłŭÖłùŭťāóĢƩóÖŶĢŋłŭ̇ŶĞāÖėāłóƘũāŭťŋłŭĢðķāĕŋũŶĞāāŭŭāłŶĢÖķŭāũƑĢóāŭĕŽłóŶĢŋłŭĞÖķķŭŽðĿĢŶÖłÖťťķĢóÖŶĢŋłŶŋŶĞāÖťťũŋťũĢÖŶāāłĕŋũóĢłėÖėāłóƘĕŋũƒũĢŶŶāłÖťťũŋƑÖķŋĕŭÖĢùťķÖłŭÖłùŭťāóĢƩóÖŶĢŋłŭāƗóāťŶƒĞāũāŶĞāłāƒóŋłŭŶũŽóŶĢŋłĢŭÖ¦ƘťāÁŋũ¦ƘťāRR̟ ŋłā̟ŭŶŋũƘŭŶũŽóŶŽũāƒĞĢóĞóŋłŶÖĢłŭˑˏˏˏŭŨŽÖũāĕāāŶŋũķāŭŭŋĕƪŋŋũÖũāÖÖłùĢŭłŋŶķŋóÖŶāùĢłÖŭťāóĢÖķŭŶŽùĢāŭơŋłāÖŭùāƩłāùĢłāóŶĢŋłˑ˕ˑˑŋĕŶĞāŽðķĢóāŭŋŽũóāŭ!ŋùā̛̍ð̜łÖũóĞĢŶāóŶ̇ŭŶũŽóŶŽũÖķāłėĢłāāũŋũóĢƑĢķāłėĢłāāũĿÖƘÖóŶÖŭŶĞāÖėāłŶĕŋũŶĞāāŭŭāłŶĢÖķŭāũƑĢóāŭÖėāłóƘƒĞāłƩķĢłėŶĞāÖťťķĢóÖŶĢŋłĕŋũÖťťũŋƑÖķŋĕťķÖłŭÖłùŭťāóĢƩóÖŶĢŋłŭ̍Page 218 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT29 30| | ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭ ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭMaster PlanMaster PlanBUILDING CHARACTERťŽðķĢóŭÖĕāŶƘĕÖóĢķĢŶƘĿŽŭŶÖťťāÖũŭÖĕā̇ÖťťũŋÖóĞÖðķāÖłùðāũāÖùĢķƘĢùāłŶĢƩÖðķāðƘŶĞāùĢŭŶũāŭŭāùŭāāĴĢłėŭÖłóŶŽÖũƘ̍RŶŭĞŋŽķùðāũāÖùĢķƘŋðƑĢŋŽŭŶŋÖƩũŭŶ̟ŶĢĿāƑĢŭĢŶŋũĞŋƒŶŋėÖĢłāłŶũƘŶŋƑĢŭĢŶŋũťÖũĴĢłėÖłùŶĞāðŽĢķùĢłėĕũŋłŶùŋŋũ̍¦ĞāłāƒŭŶũŽóŶŽũāÖłùťÖũĴĢłėėÖũÖėāŭĞŋŽķùĕāÖŶŽũāðŽĢķùĢłėĿÖŭŭĢłėÖłùāƗŶāũĢŋũĿÖŶāũĢÖķŭŶĞÖŶÖũāÖťťũŋťũĢÖŶāŶŋŶĞāłāĢėĞðŋũĞŋŋùóŋłŶāƗŶ̍RłĴāāťĢłėƒĢŶĞŶĞāŭĿÖķķāũŭóÖķāŭŶũāāŶŭóÖťā̇ŶĞāťũŋťŋŭāùĿÖŭŭĢłėùāťĢóŶŭÖðŽĢķùĢłėƒĢŶĞÖėũŋŽłùķāƑāķƒĢŶĞŶƒŋŭŶŋũĢāŭÖðŋƑāÖłùÖĕŽķķðÖŭāĿāłŶŶŋķāŭŭĢĿťÖóŶÖŶŭŶũāāŶķāƑāķ̍ŶŶĞāŭÖĿāŶĢĿā̇ŶĞāĿÖŶāũĢÖķŭÖłùðŽĢķùĢłėĿÖŭŭĢłėĿŽŭŶťũŋƑĢùāÖŭāłŭāŋĕŭāóŽũĢŶƘÖłùŋĕóĢƑĢóťũĢùā̇ũāƪāóŶĢłėŶĞāŭĢėłĢƩóÖłóāŋĕŶĞāŋóóŽťÖłŶŭÖłùŶĞā!ĢŶƘĢŶŭāķĕ̍GENERAL CHARACTERISTICSTWO STRUCTURES – ESSENTIAL AND NON-ESSENTIAL PARKING GARAGE¦Ğā ĿÖĢł ťŽðķĢó ŭÖĕāŶƘ ðŽĢķùĢłė ƒŋŽķù ĢłóķŽùā ŶĞā óŋĿĿÖłù̇ÖùĿĢłĢŭŶũÖŶĢƑā̇ŭŽťťŋũŶ̇āĿāũėāłóƘŋťāũÖŶĢŋłŭóāłŶāũÖłùĢłƑāŭŶĢėÖŶĢƑāĕŽłóŶĢŋłŭũāŨŽĢũāùŶŋŋťāũÖŶāŶĞāťŋķĢóāùāťÖũŶĿāłŶ̍RŶƒŋŽķùĢłóķŽùāŶĞāÖũāÖŭŶĞÖŶŶĞāðŽĢķùĢłėóŋùāũāŨŽĢũāŭŶŋðāðŽĢķŶŶŋŶĞāĞĢėĞāŭŶŭŶÖłùÖũù̆1ŭŭāłŶĢÖķ̍ŭŶÖłù̟ÖķŋłāťÖũĴĢłėŭŶũŽóŶŽũāƒŋŽķùĿāāŶŶĞāłāāùŭĕŋũŭāóŽũāùťÖũĴĢłėĕŋũťŋķĢóāƑāĞĢóķāŭÖłùŭŶÖƦťāũŭŋłÖķƑāĞĢóķāŭ̍RĕŭťÖóāťāũĿĢŶŭŶĞāũāĿÖƘÖķŭŋðāŭŋĿāėāłāũÖķŭŶŋũÖėāÖũāÖŭÖłùÖłóĢķķÖũƘĕŽłóŶĢŋłŭ̍¦ĞāðŽĢķùĢłėóŋùāƒŋŽķùÖķķŋƒĕŋũŶĞĢŭÖũāÖŶŋðāðŽĢķŶŶŋŶĞāłŋł̟āŭŭāłŶĢÖķŭāũƑĢóāŭķāƑāķ̍EXTERIOR BUILDING/SITE LIGHTING¦ŋťũŋĿŋŶāťāùāŭŶũĢÖłŭÖĕāŶƘÖłùŨŽÖķĢŶƘóķŋŭāù̟óĢũóŽĢŶŶāķāƑĢŭĢŋłóŋƑāũÖėāŋĕŶĞāťŋķĢóāĕÖóĢķĢŶƘŭĢŶāĢŶĢŭāŭŭāłŶĢÖķŶĞÖŶÖłāƗŶāũĢŋũķĢėĞŶĢłėŭóĞāĿāðāùāƑāķŋťāùŶĞÖŶťũŋƑĢùāŭŭŽƧóĢāłŶĢķķŽĿĢłÖŶĢŋłŶĞũŋŽėĞŋŽŶŶĞāðŽĢķùĢłėŭĢŶāÖũāÖ̍FŋŋùķĢėĞŶĢłėÖłùŭĢŶāĿŋłĢŶŋũĢłėłŋŶŋłķƘťũŋƑĢùāŭĕŋũĢĿťũŋƑāùťāùāŭŶũĢÖłŭÖĕāŶƘ̇ðŽŶĢŶÖķŭŋŭāũƑāŭŶŋùĢŭóŋŽũÖėāĢłŶũŽŭĢŋłÖłùƑÖłùÖķĢŭĿÖŶŶĞāŭĢŶā̍¦ĞāŽŭāŋĕĕŽķķóŽŶ̟ŋƦŶƘťāķĢėĞŶƩƗŶŽũāŭĞāķťŭŶŋũāùŽóāŶĞāũāŨŽĢũāùƒÖŶŶÖėāũāŨŽĢũāùŶŋķĢėĞŶŶĞāŭĢŶā̇ĿĢłĢĿĢơāłĢėĞŶŭĴƘķĢėĞŶťŋķķŽŶĢŋł̇ÖłùðāŶŶāũùĢũāóŶŶĞāķĢėĞŶŶŋƒĞāũāĢŶĢŭłāāùāù̍¦ĞāóķÖùùĢłėÖłùťķÖóāĿāłŶŋĕƒÖķķŭŋłŶĞāðŽĢķùĢłė̪ŭāƗŶāũĢŋũŭĞŋŽķùðāóŋłŭĢùāũāùĕũŋĿŶĞāŭŶÖłùťŋĢłŶŋĕėũÖƧŶĢ̍ÂĞāũāÖťŋũŋŽŭĿÖŶāũĢÖķĢŭŽŭāù̇ĢŶĿÖƘłāāùŶŋðāŭāÖķāùƒĢŶĞÖėũÖƧŶĢũāķāÖŭāÖėāłŶ̍SIGNAGE FOR IDENTIFICATION AND WAYFINDINGÂÖƘƩłùĢłėĢŭŋłāŋĕŶĞāĿŋŭŶĢĿťŋũŶÖłŶÖŭťāóŶŭŋĕÖłƘťŽðķĢóŭÖĕāŶƘũāķÖŶāùĕÖóĢķĢŶƘ̍ũŋƑĢùĢłėŶĞāťŽðķĢóƒĢŶĞŭÖĕāłÖƑĢėÖŶĢŋłŶŋÖłùƒĢŶĞĢłŶĞāŭĢŶāÖłùŶĞũŋŽėĞŶĞāĕÖóĢķĢŶƘĢŭŋĕťÖũÖĿŋŽłŶĢĿťŋũŶÖłóā̍DĢũŭŶŶĢĿāƑĢŭĢŶŋũŭŭĞŋŽķùŭāāŋðƑĢŋŽŭÖłùŭĢĿťķāŭĢėłÖėā̍ĢŶāŭĢėłÖėāĿŽŭŶÖķŭŋóķāÖũķƘùĢũāóŶƑĢŭĢŶŋũŭÖƒÖƘĕũŋĿĞÖơÖũùŋŽŭÖłùũāŭŶũĢóŶāùÖũāÖŭ̍DESIGN FOR DIVERSITY, EQUITY, AND INCLUSION dz̪ŭłāƒťŋķĢóāŭŶÖŶĢŋłŭĞŋŽķùðāùāŭĢėłāùŶŋŭŽťťŋũŶÖłĢłóũāÖŭĢłėķƘùĢƑāũŭāťŋťŽķÖŶĢŋłƒĞāŶĞāũŶĞÖŶðāĢłŶāũĿŭŋĕŶĞāóŋĿĿŽłĢŶƘĢŶŭāũƑāŭðŽŶÖķŭŋĢłŶāũĿŭŋĕĢŶŭāĿťķŋƘāāŭ̍¦ĞĢŭĢłóķŽùāŭťķÖłłĢłėÖłāƒĕÖóĢķĢŶƘŶĞÖŶƒāķóŋĿāŭƑĢŭĢŶŋũŭÖŭƒāķķÖŭŶĞāāĿťķŋƘĿāłŶŋĕƑāŶāũÖłŭ̇ŋķùāũāĿťķŋƘāāŭ̇ÖłùĢłùĢƑĢùŽÖķŭƒĢŶĞũāùŽóāùĿŋðĢķĢŶƘ̍SEPARATE BUILDING ENTRY POINTS¦ĞāłāƒŋķĢóāĕÖóĢķĢŶƘŭĞŋŽķùĞÖƑāóķāÖũķƘùāƩłāùÖóóāŭŭťŋĢłŶŭĢłŶŋŶĞāðŽĢķùĢłėĕŋũŶĞũāāùĢŭŶĢłóŶơŋłāŭ̆ː̜mÖĢłŽðķĢóāłŶũÖłóāƑĢÖāóāťŶĢŋłÖłùdŋððƘ̇ˑ̜ÖùĢũāóŶāłŶũƘĕũŋĿŋŽŶŭĢùāĢłŶŋŶĞā¦ũÖĢłĢłėŋŋĿðŽŶłŋÖóóāŭŭĢłŶŋŶĞāũāŭŶŋĕŶĞāĕÖóĢķĢŶƘ̇Öłù˒̜ÖŭāóŽũāùŭŶÖƦāłŶũƘĕũŋĿŶĞāėÖũÖėāÖũāÖ̍¦ĞāťŽðķĢóƒĢķķÖóóāŭŭŶĞāðŽĢķùĢłėĕũŋĿÂÖķłŽŶŶũāāŶÖłùŶĞāťŽðķĢóťÖũĴĢłėÖũāÖĢłĕũŋłŶŋĕŶĞāðŽĢķùĢłė̍Page 219 of 712
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SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT33 34| | ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭ ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭMaster PlanMaster PlanBUILDING SYSTEMSMECHANICAL SYSTEMSZONINGÑŋłĢłėŋĕŶĞāNÁ!ŭƘŭŶāĿĿŽŭŶóŋłŭĢùāũŶĞāĢłŶāłùāùƪāƗĢðķāłÖŶŽũāŋĕĴāƘÖũāÖŭ̍RŶĿŽŭŶÖķŭŋÖłŶĢóĢťÖŶāŶĞÖŶóāũŶÖĢłĴāƘÖũāÖŭŋťāũÖŶāˑ˓̟ĞŋŽũŭÖùÖƘÖłùĢłóķŽùāŭťāóĢÖķĢơāùŭťÖóāŭĕŋũāƑĢùāłóā̇łÖũóŋŶĢóŭ̇ÖłùƒāÖťŋłŭŭŶŋũÖėā̍AIR INTAKESĢũĢłŶÖĴāŭŭŽťťķƘĢłėŋŽŶŭĢùāÖĢũŶĞũŋŽėĞŋŽŶŶĞāŭŶÖŶĢŋłŭĞŋŽķùðāťũŋŶāóŶāù̍ĢũĢłŶÖĴāŭŭĞŋŽķùłŋŶðāťķÖóāùłāÖũÖũāÖŭƒĢŶĞťŽðķĢóÖóóāŭŭŋũÖùıÖóāłŶŶŋťÖũĴĢłėÖũāÖŭŋũùũĢƑāŭ̍RùāÖķķƘ̇ÖĢũĢłŶÖĴāŭÖũāťķÖóāùÖŶŶĞāĞĢėĞāŭŶťŋĢłŶŋĕŶĞāðŽĢķùĢłė̇ÖƒÖƘĕũŋĿāƗĞÖŽŭŶŋŽŶķāŶŭÖłùŋŶĞāũťŋŶāłŶĢÖķťŋķķŽŶÖłŶŭŋŽũóāŭ̇ÖłùŭĞŋŽķùÖóóŋŽłŶĕŋũŭāÖŭŋłÖķťũāƑÖĢķĢłėƒĢłùùĢũāóŶĢŋłŭ̍100% EXHAUST¦ŋũāùŽóāŶĞāťŋŶāłŶĢÖķĕŋũóũŋŭŭ̟óŋłŶÖĿĢłÖŶĢŋłÖłùŶĞāŭťũāÖùŋĕŋùŋũŭ̇ĢłĕāóŶĢŋŽŭùĢŭāÖŭāŭÖłùùÖłėāũŋŽŭóĞāĿĢóÖķÖėāłŶŭ̇ÖķķāƗĞÖŽŭŶÖĢũĕũŋĿŶĞāāƑĢùāłóāũŋŋĿŭ̇óũĢĿāķÖð̇ÖłùĢłŶāũƑĢāƒũŋŋĿŭĢŭŶŋðāːˏˏͮāƗĞÖŽŭŶāùĕũŋĿŶĞāðŽĢķùĢłėŶŋŶĞāŋŽŶŭĢùā̍pŋũāóƘóķāùũāŶŽũłÖĢũĢŭÖķķŋƒāùĕũŋĿŶĞāŭāÖũāÖŭ̍FIRE SUPPRESSION SYSTEMSƩũāŭŽťťũāŭŭĢŋłŭƘŭŶāĿƒĢķķðāũāŨŽĢũāùŶĞũŋŽėĞŋŽŶŶĞāŭāĕÖóĢķĢŶĢāŭ̍łŶĢ̟ķĢėÖŶŽũāŭťũĢłĴķāũùāƑĢóāŭÖłùāŨŽĢťĿāłŶÖũāłāāùāùĢłĞŋķùĢłėÖũāÖŭÖłùĢłŶāũƑĢāƒũŋŋĿŭ̍ELECTRICAL AND TELECOMELECTRICAL POWERŋðŽŭŶťŋƒāũŋŽŶķāŶŭÖŶāÖóЃŋũĴŭŶÖŶĢŋłŭĞŋŽķùðāťũŋƑĢùāùĕŋũŶĞāāƑāũ̟ĢłóũāÖŭĢłėłŽĿðāũŋĕāķāóŶũŋłĢóťāũĢťĞāũÖķùāƑĢóāŭũāŨŽĢũĢłėāĢŶĞāũķĢłāƑŋķŶÖėāóŋłłāóŶĢŋłŭŋũťŋƒāũĕŋũũāóĞÖũėĢłėðÖŶŶāũĢāŭ̍DŋũĕŽŶŽũāƪāƗĢðĢķĢŶƘ̇ťũŋƑĢùāÖłāĿťŶƘóŋłùŽĢŶŶŋāÖóĞŋƧóāÖłùŋƧóā̟ŭĢơāùũŋŋĿŶŋÖķķŋƒĕŋũĢłāƗťāłŭĢƑāĕŽŶŽũāũāŶũŋƩŶŭŋĕāķāóŶũĢóÖķŭƘŭŶāĿŭ̍zƧóāŭŋĕÖķķĴāƘóŋĿĿÖłùŭŶÖƦŭĞŋŽķùÖķŭŋðāĕŽũłĢŭĞāùƒĢŶĞťŋƒāũŋŽŶķāŶŭŋłāĿāũėāłóƘťŋƒāũ̍DķāƗĢðĢķĢŶƘÖłù!ÖťÖðĢķĢŶƘĕŋũ'āŭĴŶŋťÖłùdÖťŶŋť!ŋĿťŽŶāũŭDĢāķùŋƧóāũŭÖũāŶũÖłŭĢŶĢŋłĢłėĕũŋĿķÖũėāũķÖťŶŋťóŋĿťŽŶāũŭ̇ŶŋŭĿÖķķāũŶÖðķāŶŶƘťāùāƑĢóāŭ̍!ŋĿĿÖłùŭŶÖƦ̇ũāóŋũùŭóķāũĴŭ̇ÖùĿĢłĢŭŶũÖŶĢƑāÖĢùāŭ̇ÖłùĢłƑāŭŶĢėÖŶŋũŭÖũāŽŶĢķĢơĢłėóŋĿťÖóŶķÖťŶŋťóŋĿťŽŶāũŭóŋŽťķāùƒĢŶĞÖùāŭĴ̟ŭĢơāùĿŋłĢŶŋũŭ̍NÖũù̟ƒĢũāùùÖŶÖķĢłāŭŶŋāÖóĞťũĢƑÖŶāŋĕĕĢóāŋũƒŋũĴŭŶÖŶĢŋłÖũāłŋķŋłėāũłāāùāùŋŶĞāũŶĞÖłŭťāóĢƩóƒŋũĴŭŶÖŶĢŋłŭƒĢŶĞķĢóāłŭāùŭŋĕŶƒÖũā̓óŋĿťŽŶāũŭÖłùĿŽķŶĢ̟ĕŽłóŶĢŋłĕÖƗ̓óŋťƘ̓ťũĢłŶĿÖóĞĢłāŭ̍¦ĞāĞÖũùƒĢũĢłėĢŭðāĢłėũāťķÖóāùƒĢŶЃĢũāķāŭŭ̦ĞŋŶŭťŋŶ̦ùÖŶÖłāŶƒŋũĴÖķķŋƒĢłėŭŶÖƦŶŋƒŋũĴĢłÖũāťŋũŶƒũĢŶĢłėÖũāÖ̇ðũĢāƩłėũŋŋĿ̇ŋũŶĞāŭŶÖƦðũāÖĴũŋŋĿ̍TELEPHONES ÁŋĢóāŋƑāũRĢŭŽŭāùĢłŋƧóāÖũāÖŭŭŽóĞÖŭāóŋũùŭÖłùÖùĿĢłĢŭŶũÖŶĢƑāÖŭŭĢŭŶÖłŶŭ̪ùāŭĴŭ̍ÖŶũŋķŋƧóāũŭŋĕŶāłĞÖƑāóāķķťĞŋłāŭĢŭŭŽāùŶŋŶĞāĿĢłťķÖóāŋĕÖùāùĢóÖŶāùķĢłāÖŶÖùāŭĴ̍¦ĞĢŭĞāķťŭũāùŽóāĢłĕũÖŭŶũŽóŶŽũāĕŋũŶĞĢŭĕÖóĢķĢŶƘÖłùÖķķŋƒŭƪāƗĢðĢķĢŶƘ̍COMPUTERIZATION AND LIGHTING¦ĞāŨŽÖķĢŶƘŋĕŶĞāƒŋũĴāłƑĢũŋłĿāłŶÖłùāĿťķŋƘāāƒāķķłāŭŭĢŭāłĞÖłóāùƒĢŶĞÖóóāŭŭŶŋóŋłŶũŋķķāùłÖŶŽũÖķķĢėĞŶÖłùťũŋťāũÖũŶĢƩóĢÖķķĢėĞŶ̍ÂĢŶĞŶĞāĢłóũāÖŭāùŽŭāÖłùłŽĿðāũŋĕŭóũāāł̟ðÖŭāùùāƑĢóāŭŶĞāũāĢŭÖėũāÖŶāũłāāùĕŋũėķÖũā̟ĕũāāķĢėĞŶĢłė̍¦ĞĢŭóÖłðāĿÖùāóŋĿťķāƗðƘŶĞāĢłóũāÖŭĢłėŽŭāŋĕùÖƘķĢėĞŶĢłė̇ŽŭĢłėŭĴƘķĢėĞŶŭ̇ķĢėĞŶ̟ŭĞāķƑāŭ̇ÖłùĢłŶāũĢŋũėķÖơāùŶũÖłŭĕāũāķāĿāłŶŭŭŽóĞÖŭŶũÖłŭŋĿŭĢłŋƧóāāłƑĢũŋłĿāłŶŭ̍RŶĢŭĢĿťāũÖŶĢƑāŶŋóŋłŭĢùāũŶĞāāƦāóŶŭŋĕķĢėĞŶĢłėÖłùėķÖũāŋłŶĞāóŋĿťŽŶāũĢơāùƒŋũĴŭťÖóāŭ̍ķŭŋóāĢķĢłėĞāĢėĞŶŭóÖłðāùāŭĢėłāùŶŋÖķķŋƒĕŋũũāùŽóāù̟ėķÖũā̦ÖĿðĢāłŶ̧Page 221 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT35 36| | ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭ ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭMaster PlanMaster PlanŋũĢłùĢũāóŶŽť̟ķĢėĞŶĢłėŭƘŭŶāĿŭ̍ÂĞāũāƑāũťŋŭŭĢðķāŶÖŭĴķĢėĞŶĢłėŭĞŋŽķùðāāĿťķŋƘāùÖŶĢłùĢƑĢùŽÖķƒŋũĴŭŶÖŶĢŋłŭŶŋũāùŽóāŶĞāłāāùĕŋũĞĢėĞÖĿðĢāłŶķĢėĞŶķāƑāķŭ̇ĞāķťĢłėŶŋũāùŽóāðŋŶĞėķÖũāÖłùāłāũėƘóŋłŭŽĿťŶĢŋł̍dĢėĞŶĿÖłÖėāĿāłŶŭƘŭŶāĿŭĢłóŋũťŋũÖŶĢłėŋóóŽťÖłóƘÖłùťĞŋŶŋāķāóŶũĢóŭāłŭŋũŭÖŭũāŨŽĢũāùðƘóŋùāĿÖƘÖķŭŋðāŽŶĢķĢơāùĕŋũðÖķÖłóĢłėķĢėĞŶķāƑāķŭÖłùĿÖłÖėĢłėāłāũėƘŽŭÖėā̍LIGHTNING PROTECTION AND GROUNDINGťāóĢÖķėũŋŽłùĢłėŭĞŋŽķùðāĢłóķŽùāùÖŶŶĞāĕÖóĢķĢŶƘ̪ŭĕŋŽłùÖŶĢŋłŭƘŭŶāĿŶŋāłŭŽũāťũŋŶāóŶĢŋłŋĕāķāóŶũĢóÖķÖłùóŋĿĿŽłĢóÖŶĢŋłŭùāƑĢóāŭĕũŋĿŋƑāũóŽũũāłŶŭŽũóĞÖũėāŭóÖŽŭāùðƘķĢėĞŶłĢłėŋũóŋĿťŋłāłŶŭŋĕŶĞāāķāóŶũĢóÖķŽŶĢķĢŶƘėũĢù̍SAFETYDOOR ACCESS CONTROL SYSTEM¦ĞāłāƒťŋķĢóāĕÖóĢķĢŶƘũāŨŽĢũāŭÖùŋŋũÖóóāŭŭóŋłŶũŋķŭƘŭŶāĿ̍¦ĞĢŭŭƘŭŶāĿĿÖƘðāťũŋƗĢĿĢŶƘóÖũù̇ðĢŋĿāŶũĢóũāÖùāũ̇ŋũŭŋĿāóŋĿðĢłÖŶĢŋłŋĕťũŋƗĢĿĢŶƘ̓ðĢŋĿāŶũĢóƒĢŶĞÖŭóũÖĿðķāťÖùĢłƑāũƘĞĢėĞŭāóŽũĢŶƘơŋłāŭ̇ŭŽóĞÖŭŶĞāùũŽėāƑĢùāłóāũŋŋĿ̍'ŋŋũÖóóāŭŭùāƑĢóāŭƒĢķķðāũāŨŽĢũāùÖŶÖķķāƗŶāũĢŋũùŋŋũŭ̇ÖķķùŋŋũŭÖŶŶĞāùāŶāłŶĢŋłÖũāÖ̇ƑāĞĢóķāėÖŶāŭÖłùĢłŶŋĴāƘðŽĢķùĢłėơŋłāŭ̍¦ĞāŭƘŭŶāĿŭĞŋŽķùĢłóķŽùāÖ̦ŭŶÖŶŽŭũāťŋũŶ̧ĕāÖŶŽũāŶĞÖŶóÖłĢùāłŶĢĕƘÖłĢłùĢƑĢùŽÖķ̪ŭĿŋƑāĿāłŶ̍ Rp͖R!N'̆RŭŶĞāũāÖťũāĕāũāłóāÖłù̓ŋũ!ĢŶƘŭŶÖłùÖũù̎CLOSED CIRCUIT TELEVISIONķķĴāƘÖũāÖŭŋĕŶĞāðŽĢķùĢłė̛ŭ̜ÖłùŭĢŶāŭĞŋŽķùðāĿŋłĢŶŋũāùƑĢÖÖóķŋŭāù̟óĢũóŽĢŶŶāķāƑĢŭĢŋłŭƘŭŶāĿ̍bāƘķŋóÖŶĢŋłŭĢłóķŽùāťŽðķĢóťÖũĴĢłėÖłùťŽðķĢóāłŶũƘ̇ÖķķāƗŶāũĢŋũùŋŋũŭ̇ƑāĞĢóķāÖóóāŭŭėÖŶāŭ̇ùāŶāłŶĢŋł̇āƑĢùāłóāÖũāÖŭ̇ũāóŋũùŭ̇ÖłùÖŶĴāƘùŋŋũŭÖŶŶĞā¦ũÖĢłĢłėŋŋĿÖłùķŋððƘÖũāÖŭ̍ALARMSDURESS ALARM SYSTEMùŽũāŭŭÖķÖũĿŭƘŭŶāĿĢŭũāŨŽĢũāù̇ðŽŶłŋŶķĢĿĢŶāùŶŋ̇ŶĞāťŽðķĢóŭāũƑĢóāóŋŽłŶāũ̇ĢłŶāũƑĢāƒũŋŋĿŭ̇ÖłùÖŶŶĞāāƑĢùāłóāÖũāÖ̍¦ĞāÖķÖũĿŭĞŋŽķùðāŭŋŽłùāùŭŋŽłùĢłÖũāÖŭƒĞāũāũāŭťŋłùāũŭÖũāķŋóÖŶāù̇ŭŽóĞÖŭŭŶÖƦķŋóĴāũÖũāÖŭ̇ĢłƑāŭŶĢėÖŶĢŋłŭ̇ŶũÖƧó̇ÖłùŭťāóĢÖķāłĕŋũóāĿāłŶ̍INTRUSION ALARMSóŋĿĿāũóĢÖķāƗŶāũłÖķķƘĿŋłĢŶŋũāùĢłŶũŽŭĢŋłÖķÖũĿĢŭũāŨŽĢũāùÖŶŶĞāÖũĿŋũƘÖłùƒĞāũāāƑĢùāłóāĢŭŭŶŋũāù̍¦ĞĢŭĢŭťÖũŶĢóŽķÖũķƘĢĿťŋũŶÖłŶÖŶŶĞāùũŽėāƑĢùāłóāũŋŋĿ̍FIRE ALARM SYSTEMSłÖķÖũĿ̓ŭŶũŋðāƩũāÖķÖũĿŭƘŭŶāĿƒĢķķłāāùŶŋðāāĿťķŋƘāùŶĞũŋŽėĞŋŽŶŶĞāðŽĢķùĢłė̍EMERGENCY POWER AND UPS1ĿāũėāłóƘėāłāũÖŶĢŋłŭĞŋŽķùŭŽťťķƘťŋƒāũĢłėŶŋĿāāŶŶĞāŶŋŶÖķłāāùŭŋĕŶĞāðŽĢķùĢłė̍łĢłŶāũũŽťŶāùťŋƒāũŭŽťťķƘ̛̜ŭƘŭŶāĿťũŋƑĢùĢłėƩķŶāũĢłėŋĕťŋƒāũÖłùóŋłŶĢłŽŋŽŭŽłĢłŶāũũŽťŶāùťŋƒāũŶŋĴāƘŭƘŭŶāĿŭ̇ŭŽóĞÖŭóŋĿĿŽłĢóÖŶĢŋłŭÖłùóŋĿťŽŶāũŭĢŭÖķŭŋũāŨŽĢũāù̍¦Ğā!ĢŶƘĿŽŭŶùāŶāũĿĢłāŶĞāùŽũÖŶĢŋłŋĕŶĢĿāŶĞāŭƘŭŶāĿŭĿŽŭŶŋťāũÖŶāÖùĢŋÖłù!ŋĿĿŽłĢóÖŶĢŋłŭāóāťŶĢŋłùāŨŽÖŶāóāķķŋũũÖùĢŋŭĢėłÖķĿÖƘũāŨŽĢũāÖŭĢŶā̟ŭťāóĢƩóÖłŶāłłÖĢłŶĞāðŽĢķùĢłė̍mŋùāũłðŽĢķùĢłėŶāóĞłĢŨŽāŭŭŽóĞÖŭŶĞāŽŭāŋĕdŋƒ̟1ėķÖŭŭĢłóŋĿĿāũóĢÖķðŽĢķùĢłėư̆ƒĞĢóĞĢłóķŽùāŭÖķÖƘāũŋĕŶĢłŶĞÖŶŭĞĢāķùŭũÖùĢŋŭĢėłÖķŭ̜̇ĿāŶÖķŭŶũŽóŶŽũÖķĕũÖĿĢłė̇ŭŶāāķóŋłóũāŶāũāĢłĕŋũóĢłėÖłùĿāŶÖķũŋŋĕŭóŋĿťŋŽłùŶĞāŭĢŶŽÖŶĢŋł̍¦ĞāĕÖóĢķĢŶƘŭĞŋŽķùðāťķÖłłāùĕŋũŶĞāŽŭāŋĕĢłŶāũłÖķðŽĢķùĢłėÖłŶāłłÖŭƘŭŶāĿŭĕŋũũÖùĢŋ̇ùÖŶÖ̇ÖłùŶāķāóŋĿĿŽłĢóÖŶĢŋłŭ̍OTHER SPECIAL SYSTEMSŶŶĞāùĢŭóũāŶĢŋłŋĕŶĞāŋķĢóā'āťÖũŶĿāłŶÖłù!ĢŶƘ̇ŭŋĿāŋĕŶĞāĕŋķķŋƒĢłėŭťāóĢÖķŭƘŭŶāĿŭĿÖƘÖķŭŋðāũāŨŽĢũāùĢłŶĞāĕÖóĢķĢŶƘùāŭĢėł̆ •ŽðķĢóÖùùũāŭŭŭƘŭŶāĿŭŭĞŋŽķùðāťũŋƑĢùāùŶŋÖķķÖũāÖŭŋĕŶĞāðŽĢķùĢłėāƗóāťŶÖũāÖŭùāŭĢėłÖŶāùóķÖłùāŭŶĢłāðƘŶĞāťŋķĢóāùāťÖũŶĿāłŶ̍ •!ÖðķāŶāķāƑĢŭĢŋłŭĞŋŽķùðāťũŋƑĢùāùŶŋÖķķóŋłĕāũāłóāÖũāÖŭ̇ŶĞāðũĢāƩłėũŋŋĿ̇ÖłùŶĞāóŋĿĿŽłĢŶƘĿāāŶĢłė̓ŶũÖĢłĢłėũŋŋĿ •RłŶāũłÖķóķŋŭāùóĢũóŽĢŶĢłĕŋũĿÖŶĢŋłũāÖùāũðŋÖũùŭŭĞŋŽķùðāťũŋƑĢùāùĢłŶĞāðũāÖĴũŋŋĿ̇ŶĞũŋŽėĞŋŽŶťÖŶũŋķ̇ÖłùĢłÖķķĿÖĢłóŋũũĢùŋũÖũāÖŭ̍ •RłĕũÖũāùóŋłŶũŋķŋĕāƗŶāũĢŋũķĢėĞŶĢłė̍ •RłĕũÖũāùũŋŋĿŋóóŽťÖłóƘĿŋłĢŶŋũŭÖłùĢłùĢóÖŶŋũŭĕŋũĢłŶāũƑĢāƒũŋŋĿŭ̍Page 222 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT37 38| | ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭ ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭMaster PlanMaster PlanSECURITYCIVIL DISTURBANCES!ŽũũāłŶāƑāłŶŭùāĿŋłŭŶũÖŶāðŋŶĞŶĞāĢĿťŋũŶÖłóāÖłùťŋŶāłŶĢÖķƑŋķÖŶĢķĢŶƘŋĕóĢƑĢķùĢŭŶŽũðÖłóāŭ̍ÂĞĢķāĢŶĢŭĢĿťŋũŶÖłŶŶŋĕÖóĢķĢŶÖŶāŶĞāŭÖĕāŶƘŋĕŶĞāŭāāƑāłŶŭ̇ĢŶĢŭāŨŽÖķķƘĢĿťŋũŶÖłŶŶŋāłŭŽũāŶĞāŭÖĕāŶƘŋĕŶĞāťŽðķĢó̇óĢƑĢķŭāũƑÖłŶŭ̇ÖłùťŽðķĢóŭÖĕāŶƘĕÖóĢķĢŶĢāŭ̍'ŽāŶŋŶĞāłÖŶŽũāŋĕŶĞĢŭŭŶũŽóŶŽũā̇ĢŶƒĢķķðāÖťũŋĿĢłāłŶĢóŋłĢłŶĞāóŋĿĿŽłĢŶƘ̇ÖłùķĢĴāƒĢŭāťŋŶāłŶĢÖķķƘÖŶŶũÖóŶĿÖķĢóĢŋŽŭÖóŶĢƑĢŶƘ̍'ŽāŶŋŶĞĢŭťŋŶāłŶĢÖķ̇ťũāóÖŽŶĢŋłŭĿŽŭŶðāŶÖĴāłŶŋùāŶāũðŋŶĞŭĿÖķķÖłùķÖũėāÖóŶŭŋĕĞŋŭŶĢķĢŶƘ̇ĕũŋĿėũÖƧŶĢŶŋĢłŶāłŶĢŋłÖķÖóŶŭŋĕƑĢŋķāłóā̍WINDOWS AND OPENINGSÂĢłùŋƒŭĕÖóĢłėťŽðķĢóŭŶũāāŶŭŋũťÖũĴĢłėŭĞŋŽķùðāťũŋŶāóŶāùƒĢŶĞðķÖŭŶƩķĿŋũðāðŽķķāŶťũŋŋĕ̍āóāŭŭāùƒĢłùŋƒŭÖłùėķÖơĢłėŶĞÖŶĢŭÖťťũŋÖóĞÖðķāðƘŶĞāťŽðķĢóŭĞŋŽķùðāŭķŋťāùŶŋťũāƑāłŶŶĞāťķÖóāĿāłŶŋũóŋłóāÖķĿāłŶŋĕāƗťķŋŭĢƑāùāƑĢóāŭ̍ÂĢłùŋƒŭĕÖóĢłėťŽðķĢóŭŶũāāŶŭŋũťŽðķĢóťÖũĴĢłėŭĞŋŽķùĞÖƑāƒĢłùŋƒŭĢķķŭŭāŶÖŶ˓˗̧ÖðŋƑāŶĞāƪŋŋũĢłŶĞāĕÖóĢķĢŶƘŶŋťũŋŶāóŶŭāÖŶāùðŽĢķùĢłėŋóóŽťÖłŶŭ̍FķÖơĢłėĢłāƗŶāũĢŋũƒĢłùŋƒŭŭĞŋŽķùðāťũŋŶāóŶāùƒĢŶĞðķÖŭŶƩķĿ̍PROTECTION OF SUPPLY AND EXHAUST AIR OPENINGS'ŽóŶŭĞÖĕŶŭÖłùťĢťāŋťāłĢłėŭĢłŶĞāāƗŶāũĢŋũŋĕŶĞāŭŶũŽóŶŽũāŭĞŋŽķùðāťũŋŶāóŶāùðƘĞāĢėĞŶ̇ķŋóÖŶĢŋł̇ũāƑāũŭāŶũÖťŭ̇ŭķŋťĢłėŶŋťŭ̇Öłùłŋł̟ÖóóāŭŭŶƘťāėũĢķķāŭ̍¦ĞāƘŭĞŋŽķùðāķŋóÖŶāùÖŭĕÖũÖŭťŋŭŭĢðķāĕũŋĿťŽðķĢóķƘÖóóāŭŭāùÖũāÖŭ̍FUEL TANK PROTECTION¦ĞāĕŽāķ̟ĕĢķķĢłėŭťŋŽŶŭāũƑĢłėŶĞāāĿāũėāłóƘėāłāũÖŶŋũŭĞŋŽķùðāťũŋŶāóŶāùƒĢŶĞóŋƑāũŭÖłùðŋķķÖũùŭÖłùťķÖóāùƒĢŶĞĢłŭāóŽũāķŋóÖŶĢŋłŭ̍POWER/COMMUNICATIONS¦ĞāŭāŭĞŋŽķùðāťũŋŶāóŶāùÖłùāłóķŋŭāù̍¦ĞāƘŭĞŋŽķùłŋŶðāťķÖóāùŽłùāũėũŋŽłùŋũĢłÖłÖũāÖŶĞÖŶĢŭÖóóāŭŭĢðķāùĢũāóŶķƘĕũŋĿŶĞāŭŶũāāŶ̍EMERGENCY POWER SOURCES¦ĞāāĿāũėāłóƘėāłāũÖŶŋũŭĞŋŽķùðāťķÖóāùĢłÖŭāóŽũāķŋóÖŶĢŋł̍dŋóÖŶĢłėŶĞāėāłāũÖŶŋũŭĞŋŽķùÖķŭŋłŋĢŭāėāłāũÖŶĢŋłŋĕŶĞāāŨŽĢťĿāłŶÖłùũŋŽŶĢłāĿÖĢłŶāłÖłóāŋťāũÖŶĢŋłŭÖłùťũŋƗĢĿĢŶƘŶŋŋóóŽťĢāùłāĢėĞðŋũĢłėťÖũóāķŭ̍ũŋŶāóŶĢŋłŋĕŭāóŋłùÖũƘťŋƒāũŭŋŽũóāŭŭŽóĞÖŭāĿāũėāłóƘėāłāũÖŶŋũŭŽŭĢłėóŋłóāÖķāùķŋóÖŶĢŋłŭÖłùĞÖũùāłāùŭŶũŽóŶŽũāŭĢŭũāóŋĿĿāłùāù̍LANDSCAPE/PLANT MATERIALSķÖłŶĿÖŶāũĢÖķŭŭĞŋŽķùðāóÖũāĕŽķķƘŭāķāóŶāùƒĢŶĞðŽĢķùĢłėÖłùŭĢŶāŭāóŽũĢŶƘĢłĿĢłù̍¦ĞāĞāĢėĞŶŋĕťķÖłŶĿÖŶāũĢÖķŭÖŶŶĞāĢũĿÖŶŽũĢŶƘŭĞŋŽķùùĢŭóŋŽũÖėāŋťťŋũŶŽłĢŶĢāŭŶŋóķĢĿðŭŶũŽóŶŽũāŭÖłùāŨŽĢťĿāłŶ̍!ÖũāĿŽŭŶðāŶÖĴāłŶŋŭāķāóŶťķÖłŶĿÖŶāũĢÖķŭŶĞÖŶƒĢķķłŋŶóŋłóāÖķƒāÖťŋłŭŋũāƗťķŋŭĢƑāŭƒĞĢķāÖķŭŋŭāóŽũĢłėŶĞāŭĢŶāÖłùðŽĢķùĢłė̍'āĕāłŭĢƑāķÖłùŭóÖťĢłėŭŶũÖŶāėĢāŭĕŋũťķÖóĢłėťķÖłŶāũŭÖłùŭāÖŶƒÖķķŭÖłùŋŶĞāũķÖłùŭóÖùāŭŶũŽóŶŽũāŭóÖłðāĢĿťķāĿāłŶāùŶŋťũŋŶāóŶŶĞāðŽĢķùĢłėĕũŋĿƑāĞĢóŽķÖũŶāũũŋũĢŭĿƒĞĢķāùāƩłĢłėťŽðķĢóŭťÖóā̍Page 223 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT39 40| | ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭ ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭMaster PlanMaster PlanSUSTAINABILITY STRATEGIESŽŭŶÖĢłÖðķāùāŭĢėłÖłùėũāāłðŽĢķùĢłėŭŶũÖŶāėĢāŭāłóŋĿťÖŭŭĿāÖŭŽũāŭĕŋũāłāũėƘāƧóĢāłóƘ̇ũāùŽóĢłėėũāāłĞŋŽŭāėÖŭāĿĢŭŭĢŋłŭ̇ÖłùóŋĿťķĢÖłóāƒĢŶĞŶÖŶāÖłùdŋóÖķóŋùāŭ̇ðŽŶŶĞāƘÖķŭŋóŋłŶũĢðŽŶāėũāÖŶķƘŶŋóũāÖŶĢłėŨŽÖķĢŶƘāłƑĢũŋłĿāłŶŭŶĞÖŶŭŽťťŋũŶāĿťķŋƘāāĞāÖķŶĞÖłùƒāķķłāŭŭ̍¦ĞāùāŭĢėł̇óŋłŭŶũŽóŶĢŋłÖłùŋťāũÖŶĢŋłŋĕŶĞāłāƒŋķĢóāĕÖóĢķĢŶƘƒĢķķĿāÖŭŽũāĢŶŭŭŽóóāŭŭĢłŶāũĿŭŋĕÖķķŶĞŋŭāāķāĿāłŶŭ̍¦ĞāťũŋıāóŶƒĢķķóŋĿťķƘƒĢŶĞŶĞā!ÖķĢĕŋũłĢÖ1łāũėƘ!ŋùāÖłù!ÖķFũāāł̛Fũāāł ŽĢķùĢłėŶÖłùÖũùŭ!ŋùāŭ̜ĢłťķÖóāÖŶŶĞāŶĢĿāŋĕťāũĿĢŶÖťťķĢóÖŶĢŋł̍¦ĞāłāƒĕÖóĢķĢŶƘƒĢķķÖķŭŋĕŋķķŋƒŶĞā!ĢŶƘ̪ŭ̦!ķāÖł1łāũėƘ!ĞŋĢóāũŋėũÖĿĕŋũpāƒ ŽĢķùĢłėŭ̧ŶĞÖŶƒÖŭÖùŋťŶāùĢłāťŶāĿðāũˑˏˑˏÖŭÖłĢłóāłŶĢƑāŭťÖóĴÖėāÖłùķŋóÖķ!ŋùāÖĿāłùĿāłŶŶŋŶĞā!ÖķĢĕŋũłĢÖóŋùā̍¦ĞāķŋóÖķťũŋėũÖĿÖłùÖĿāłùĿāłŶŭāłóŋŽũÖėāóķāÖł̇āƧóĢāłŶ̇ÖłùóŋŭŶ̟āƦāóŶĢƑāÖķķ̟āķāóŶũĢółāƒðŽĢķùĢłėŭ̍¦ÖĴĢłėÖķāÖùāũŭĞĢťũŋķā̇ÖłdŽĢŭzðĢŭťŋĢŭŋłāŋĕÖťťũŋƗĢĿÖŶāķƘ˓ˏıŽũĢŭùĢóŶĢŋłŭĢłŶĞāŶÖŶāƒĞŋĞÖƑāÖùŋťŶāùķŋóÖķÖĿāłùĿāłŶŭŶĞÖŶėŋðāƘŋłùŶĞāóŽũũāłŶ!ÖķĢĕŋũłĢÖóŋùāƒĢŶЃĞÖŶÖũāĴłŋƒłÖŭ̦ũāÖóĞóŋùāŭ̧̍ŭÖł̦āŭŭāłŶĢÖķŭāũƑĢóāŭĕÖóĢķĢŶƘ̧ŶĞĢŭťũŋıāóŶĢŭŶāóĞłĢóÖķķƘāƗāĿťŶĕũŋĿŶĞā!ķāÖł1łāũėƘ!ĞŋĢóāũŋėũÖĿ̍¦ĞāťũŋıāóŶĢŭ̇ĞŋƒāƑāũ̇ÖłŋťťŋũŶŽłĢŶƘŶŋķāÖùÖłùĿŋùāķũāŭťŋłŭĢðķāðŽĢķùĢłėÖłùĕÖóĢķĢŶƘŋťāũÖŶĢŋłŶĞÖŶĿāāŶŭŶĞāóĢŶƘ̪ŭŋðıāóŶĢƑāŶŋĕŋũÖķķ̟āķāóŶũĢółāƒðŽĢķùĢłėŭ̍RłÖùŋťŶĢłėŶĞāťũŋėũÖĿÖłÖķķ̟āķāóŶũĢóðŽĢķùĢłėĢŭùāƩłāùÖŭ̆¦ĞāłāƒťŋķĢóāŭŶÖŶĢŋłÖłùŶĞāāĿāũėāłóƘŋťāũÖŶĢŋłŭóāłŶāũĢŶóŋłŶÖĢłŭÖũāāƗāĿťŶĕũŋĿŶĞāťŋķĢóƘ̍FÖŭķĢłāóŋłłāóŶĢŋłŭŽŭāùāƗóķŽŭĢƑāķƘĕŋũāĿāũėāłóƘėāłāũÖŶŋũŭÖũāÖķŭŋāƗāĿťŶ̍ķŋłėƒĢŶĞŶĞā!ķāÖł1łāũėƘ!ĞŋĢóāťũŋėũÖĿ̇ŶĞā!ĢŶƘÖķŭŋıŋĢłāùŶĞā!āłŶũÖķ!ŋÖŭŶ!ŋĿĿŽłĢŶƘ1łāũėƘ̛˒!1̜óŋłŭŋũŶĢŽĿ̍˒!1ÖóŶŭÖŭÖóķāÖłāłāũėƘÖėėũāėÖŶŋũŶĞÖŶťũŋóŽũāŭóÖũðŋłłāŽŶũÖķāķāóŶũĢóĢŶƘĕŋũĢŶŭĿāĿðāũťÖũŶłāũŭ̍FĢƑāłŶĞÖŶ̇łāƒÖķķ̟āķāóŶũĢóðŽĢķùĢłėŭĢłŶĞā!ĢŶƘƒĢķķðā̦ŋťāũÖŶĢŋłÖķķƘóÖũðŋłłāŽŶũÖķ̧̍RłÖùùĢŶĢŋł̇ĿŽķŶĢťķāŭŶŽùĢāŭĞÖƑāŭĞŋƒłŶĞÖŶłāƒÖķķ̟āķāóŶũĢóðŽĢķùĢłėŭùāƑāķŋťāùALL ELECTRIC BUILDINGðŽĢķùĢłėŶĞÖŶĞÖŭłŋłÖŶŽũÖķėÖŭťķŽĿðĢłėĢłŭŶÖķķāùƒĢŶĞĢłŶĞāðŽĢķùĢłėÖłùŶĞÖŶŽŭāŭāķāóŶũĢóĢŶƘÖŭŶĞāŭŋŽũóāŋĕāłāũėƘĕŋũÖķķŭťÖóāĞāÖŶĢłė̇ƒÖŶāũĞāÖŶĢłė̇óŋŋĴĢłėÖťťķĢÖłóāŭ̇ÖłùóķŋŶĞāŭùũƘĢłėÖťťķĢÖłóāŭ̍łķķ̟1ķāóŶũĢóðŽĢķùĢłėĿÖƘðāťķŽĿðāùĕŋũŽŭāŋĕłÖŶŽũÖķėÖŭÖŭÖĕŽāķĕŋũÖťťķĢÖłóāŭĢłÖóŋĿĿāũóĢÖķĴĢŶóĞāł̍ŽłùāũŶĞāˑˏː˘!ÖķĢĕŋũłĢÖ1łāũėƘ!ŋùāƒĞĢķāŋðŶÖĢłĢłėťŋƒāũĕũŋĿŶĞāóŽũũāłŶŶÖŶāƒĢùāāķāóŶũĢóĢŶƘĿĢƗ̇óũāÖŶāŭŽðŭŶÖłŶĢÖķķƘķāŭŭėũāāłĞŋŽŭāėÖŭāĿĢŭŭĢŋłŭŶĞÖłŶĞāŭĢĿĢķÖũðŽĢķùĢłėŭŽŭĢłėłÖŶŽũÖķėÖư̆̍!ķāÖł1łāũėƘ!ĞŋĢóāũŋėũÖĿĕŋũpāƒ ŽĢķùĢłėŭ̞FNF1ĿĢŭŭĢŋłŭ̇!ĢŶƘŋĕÖłdŽĢŭzðĢŭťŋ̇`Žłāˑˏˑˏ̜ÂĞĢķāŶĞāŋķĢóāŶÖŶĢŋłĢŭłŋŶũāŨŽĢũāùŶŋðāÑāũŋpāŶ1łāũėƘ̛Ñp1̜ÖŶŶĞĢŭŶĢĿā̇ĢŶĢŭƒŋũŶĞłŋŶĢłėŶĞÖŶÖķķłāƒóŋĿĿāũóĢÖķóŋłŭŶũŽóŶĢŋłĢł!ÖķĢĕŋũłĢÖƒĢķķðāÑp1ðƘˑˏ˒ˏ̍łùāũŶÖŶāũāŨŽĢũāĿāłŶŭÖÑp1ðŽĢķùĢłėĢŭùāƩłāùÖŭÖłāłāũėƘ̟āƧóĢāłŶðŽĢķùĢłėƒĞāũā̇ŋłÖŭŋŽũóāāłāũėƘðÖŭĢŭ̇ŶĞāÖóŶŽÖķÖłłŽÖķóŋłŭŽĿāùāłāũėƘĢŭķāŭŭŶĞÖłŋũāŨŽÖķŶŋŶĞāŋł̟ŭĢŶāũāłāƒÖðķāėāłāũÖŶāùāłāũėƘ̍¦ĞāŭāũāŨŽĢũāĿāłŶŭÖĢĿŶŋťŽŭĞðŽĢķùĢłėŭŶŋėũāÖŶāũāƧóĢāłóƘĢłāłāũėƘóŋłŭŽĿťŶĢŋł̇ŶĞāũĿÖķťāũĕŋũĿÖłóā̍zŶĞāũŭŽŭŶÖĢłÖðķāāķāĿāłŶŭĢłƑŋķƑāƒÖŶāũóŋłŭāũƑÖŶĢŋł̇ĢłùŋŋũāłƑĢũŋłĿāłŶÖķŨŽÖķĢŶƘÖłùŶĞāùŽũÖðĢķĢŶƘÖłùķŋłė̟ķĢĕāóƘóķāŭŋĕðŽĢķùĢłėŭÖłùāŨŽĢťĿāłŶ̍mŋũāėāłāũÖķŭŽŭŶÖĢłÖðķāùāŭĢėłťũÖóŶĢóāŭĕŋóŽŭŋłŶĞāŭĢŶā̇ŭĢŶāŭāķāóŶĢŋł̇ķŋóÖŶĢŋłÖłùóŋłłāóŶĢŋłŶŋóŋĿĿŽłĢŶƘŭāũƑĢóāŭÖłùÖóóāŭŭŶŋŶũÖłŭťŋũŶÖŶĢŋł̍złŶĞŋŭāłŋŶāŭŶĞāÂÖķłŽŶŶũāāŶŭĢŶāĢŭĢùāÖķĢłŶĞÖŶĢŶĢŭÖťũāƑĢŋŽŭķƘùāƑāķŋťāùŭĢŶā̇ÖłùĢŶĢŭóķŋŭāŶŋĿÖłƘðŽŭĢłāŭŭāŭÖłùŭāũƑĢóāŭ̇Öķķŋƒŭĕŋũ!ĢŶƘāĿťķŋƘāāŭŶŋƒÖķĴũÖŶĞāũŶĞÖłùũĢƑāŶŋėāŶŶŋĢŶÖłùĞÖŭũāÖùƘÖóóāŭŭŶŋťŽðķĢóŶũÖłŭťŋũŶÖŶĢŋłÖłùðĢóƘóķāÖłùťāùāŭŶũĢÖłũŋŽŶāŭ̍łŋŶĞāũðāŭŶťũÖóŶĢóāŋĕŭŽŭŶÖĢłÖðķāùāŭĢėłĢŭŶĞāāĿťĞÖŭĢŭŋłÖłĢłŶāėũÖŶāùùāŭĢėłťũŋóāŭŭ̍ũāŨŽĢũāĿāłŶŽłùāũ!ÖķFũāāłÖłùðŽĢķùĢłėóŋĿĿĢŭŭĢŋłĢłė̇ŶĞÖŶťũŋóāŭŭðũĢłėŭŶĞāùāŭĢėłŶāÖĿŋĕÖũóĞĢŶāóŶŭ̇āłėĢłāāũŭ̇ÖłùŶŋėāŶĞāũāÖũķƘĢłŶĞāťũŋóāŭŭŶŋóķÖũĢĕƘėŋÖķŭÖłùŋðıāóŶĢƑāŭÖłùũāƑĢāƒĢĿťķāĿāłŶÖŶĢŋłŭŶũÖŶāėĢāŭĕŋũāłāũėƘāƧóĢāłóƘÖłùðŽĢķùĢłėťāũĕŋũĿÖłóā̍ŽŭŶÖĢłÖðķāùāŭĢėłāƗťÖłùŭŶĞÖŶĢłŶāėũÖŶāùùāŭĢėłťũŋóāŭŭŶŋĢłóķŽùāðŽĢķùāũŋƒłāũŭ̓ŋťāũÖŶŋũŭĢłÖĿŋũāðũŋÖùķƘĕŋóŽŭāùāƗÖĿĢłÖŶĢŋłŶĞÖŶóÖłĢłóķŽùāŶĞā ŭĢŶā̇ ùāĿŋķĢŶĢŋł ÖłùƒÖŭŶāĿÖłÖėāĿāłŶ̇ĢłùŋŋũāłƑĢũŋłĿāłŶÖķŨŽÖķĢŶƘÖłùķŋłė̟ŶāũĿŋťāũÖŶĢŋłÖķĢŭŭŽāŭŋĕùŽũÖðĢķĢŶƘ̇ėũāāł̟óķāÖłĢłėťũÖóŶĢóāŭ̇āŶó̍¦ĞāĢłŶāėũÖŶāùùāŭĢėłťũŋóāŭŭŭŶÖũŶŭĢłŶĞāťũāķĢĿĢłÖũƘŭŶÖėā“Studies have shown that new all-electric buildings...create substantially less greenhouse gas emissions than the similar buildings using natural gas.”Page 224 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT41 42| | ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭ ŽĢķùĢłė!ĞÖũÖóŶāũĢŭŶĢóŭMaster PlanMaster PlanÖłùŭĞŋŽķùðāÖťũĢŋũĢŶƘÖŭÖłāÖũķƘłāƗŶŭŶāťĢłĿŋƑĢłėĕŋũƒÖũùƒĢŶĞŶĞāłāƒŋķĢóāDÖóĢķĢŶƘ̍ÂĞĢķā!ÖķFũāāł!ŋĿĿĢŭŭĢŋłĢłėũāŨŽĢũāŭÖ̦'āŭĢėłāƑĢāƒbĢóĴzƦ̧ŭāŭŭĢŋł̇ÖĿŋũāťŋƒāũĕŽķĢłŶāėũÖŶĢŋłŶŋŋķĢŭŶŋāƗťÖłùŶĞÖŶĢłŶŋÖ̦ŭŽŭŶÖĢłÖðĢķĢŶƘóĞÖũāŶŶā̧ƒĞāũāŶĞāťũŋıāóŶŶāÖĿ̛ùāŭĢėłŶāÖĿ͖ŋƒłāũ̓ŋťāũÖŶŋũ̜óŋĿāŭŶŋėāŶĞāũŶŋāƗťķŋũāŋťťŋũŶŽłĢŶĢāŭ̍ķķðŽĢķùĢłėťũŋıāóŶŭðāłāƩŶĕũŋĿŶĞĢŭĢłŶāėũÖŶāùťũŋóāŭŭ̇ðŽŶŶĞĢŭĢŭāŭťāóĢÖķķƘŶũŽāĕŋũāŭŭāłŶĢÖķŭāũƑĢóāŭðŽĢķùĢłėŭ̍ŭÖłāŭŭāłŶĢÖķŭāũƑĢóāŭĕÖóĢķĢŶƘ̇ŶĞāðŽĢķùĢłėƒĢķķłāāùŶŋðāóÖũāĕŽķķƘùāŭĢėłāù̇ƒĢŶĞāƦŋũŶŭŶŋĿÖƗĢĿĢơāťÖŭŭĢƑāÖłùŭŽŭŶÖĢłÖðķāŭŶũÖŶāėĢāŭĕŋũðŽĢķùĢłėŋťāũÖŶĢŋłƒĞĢķāĿĢłĢĿĢơĢłėĢŶŭĢĿťÖóŶŋłŶĞāāłƑĢũŋłĿāłŶ̍¦ĞāùāŭĢėłŭĞŋŽķùĕŋóŽŭŋłŭŶũÖŶāėĢāŭŶĞÖŶƒĢķķÖķķŋƒŶĞāĕÖóĢķĢŶƘŶŋŋťāũÖŶāĢłǪ̈ŭŶÖłù̟Öķŋłā̪óŋłùĢŶĢŋłùŽũĢłėĢłŭŶÖłóāŭƒĞāłŶƘťĢóÖķĢłóŋĿĢłėŽŶĢķĢŶĢāŭ̇óŋĿĿŽłĢóÖŶĢŋł̍¦ĞāėāłāũÖķŭŶũÖŶāėƘƒĢķķðāŶŋũāùŽóāðŽĢķùĢłėķŋÖùŭƒĞĢķāĿÖƗĢĿĢơĢłėŭƘŭŶāĿāƧóĢāłóƘ̍ķŋłėƒĢŶĞÖłÖķķ̟āķāóŶũĢóĕÖóĢķĢŶƘ̇āķāóŶũĢóĞāÖŶ̟ťŽĿťƒÖŶāũĞāÖŶĢłė̇Öłùŋł̟ŭĢŶāũāłāƒÖðķāāłāũėƘĿÖƘðāŋŶĞāũŋťŶĢŋłŭ̍¦ĞāŭāÖłùŋŶĞāũŋťŶĢŋłŭÖłùĞŋƒŶĞāƘũāķÖŶāŶŋðŽĢķùĢłėŭƘŭŶāĿŭÖłùÖũóĞĢŶāóŶŽũāŭĞŋŽķùðāťÖũŶŋĕŶĞāāÖũķƘťĞÖŭāŭŋĕŶĞāRłŶāėũÖŶāù'āŭĢėłũŋóāŭŭ̍¦ĞāŭāùĢŭóŽŭŭĢŋłŭƒĢķķÖķŭŋĢłĕŋũĿŶĞāzƒłāũ̪ŭũŋıāóŶāŨŽĢũāĿāłŶư̆z̜ŶĞÖŶùŋóŽĿāłŶŭŶĞā!ĢŶƘ̪ŭŭŽŭŶÖĢłÖðĢķĢŶƘÖłùāƧóĢāłóƘėŋÖķŭĕŋũŶĞāŋķĢóāŶÖŶĢŋł̇ŶĞāťũŋıāóŶ̪ŭĕŽłóŶĢŋłÖķũāŨŽĢũāĿāłŶŭ̇ÖłùŶĞāāƗťāóŶÖŶĢŋłŭŋĕŶĞāðŽĢķùĢłė̪ŭŽŭāÖłùŋťāũÖŶĢŋł̍¦ĞāzÖłùŶĞāùāŭĢėłŶāÖĿ̪ŭũāŭťŋłŭāĢłŶĞā ÖŭĢŭŋĕ'āŭĢėł̛ z'̜ùŋóŽĿāłŶĞāķťĴāāťŶĞāťũŋıāóŶŋłŶũÖóĴĕŋũðāŭŶťũÖóŶĢóāŭĕŋũėũāāłðŽĢķùĢłėùāŭĢėłÖłùŶŋāłŭŽũāóŋĿťķĢÖłóāƒĢŶĞ!ÖķFũāāł̇d11'̇ÖłùN1!ŋĿĿĢŭŭĢŋłĢłėũāŨŽĢũāĿāłŶŭ̍¦Ğā ÖŭĢŭŋĕ'āŭĢėł̛ z'̜ùāŭóũĢðāŭŶĞāðŽĢķùĢłėŭƘŭŶāĿŭŭāķāóŶāùÖłùŋŽŶķĢłāŭùāŭĢėłÖŭŭŽĿťŶĢŋłŭłŋŶĢłùĢóÖŶāùĢłŶĞāùāŭĢėłùŋóŽĿāłŶŭ̍¦Ğā z'ùāŭóũĢðāŭĞŋƒŶĞāťũŋťŋŭāùðŽĢķùĢłėÖłùŭƘŭŶāĿŭ̪ùāŭĢėłĿāāŶŭŶĞāzƒłāũ̪ŭũŋıāóŶāŨŽĢũāĿāłŶư̆ż̜ÖłùƒĞƘŶĞāùāŭĢėłÖłùŭƘŭŶāĿŭƒāũāŭāķāóŶāù̍¦Ğā z'ĢŭĿŋŭŶāƦāóŶĢƑāƒĞāłùāƑāķŋťāùāÖũķƘĢłŶĞāťũŋıāóŶùāŭĢėłÖłùŽťùÖŶāùÖŭłāóāŭŭÖũƘŶĞũŋŽėĞŋŽŶŶĞāùāŭĢėłťũŋóāŭŭ̍!ÖķFũāāł!ŋĿťķĢÖłóāũāŨŽĢũāŭŶĞāóŋĿťķāŶĢŋłŋĕŶĞā z'ùŋóŽĿāłŶŶŋÖùùũāŭŭĞŋƒŶĞāùāŭĢėłŋĕðŽĢķùĢłėŭƘŭŶāĿŭĕŋũāłƑāķŋťāùāŭĢėł̇NÁ!̇ŭŋŽłùóŋłŶũŋķ̇ĢłùŋŋũķĢėĞŶĢłė̇ÖłùƒÖŶāũĞāÖŶĢłėĿāāŶŭŋũāƗóāāùŭŶĞāz̍DŋũĢŶāĿŭŭŽóĞÖŭũāłāƒÖðķāāłāũėƘ̇ķÖłùŭóÖťāĢũũĢėÖŶĢŋł̇ÖłùāķāóŶũĢóĞāÖŶťŽĿťƒÖŶāũĞāÖŶĢłė̇ŶĞā z'ùāŭóũĢðāŭŶĞāũāÖŭŋłŭĕŋũŭƘŭŶāĿŭāķāóŶĢŋł̝ƒĞƘŶĞāóĞŋŭāłŭƘŭŶāĿĢŭðāŶŶāũŶĞÖłÖķŶāũłÖŶĢƑāŭ̇ÖłùĢùāłŶĢĕƘĢŭŭŽāŭŭŽóĞÖŭťāũĕŋũĿÖłóā̇āƧóĢāłóƘ̇ũāķĢÖðĢķĢŶƘ̇ƪāƗĢðĢķĢŶƘ̇ŭĢĿťķĢóĢŶƘ̇āƗťÖłùÖðĢķĢŶƘ̇óŋŭŶ̇ťÖƘðÖóĴťāũĢŋù̇ŽŶĢķĢŶƘóŋĿťÖłƘĢłóāłŶĢƑāŭ̇Öłùŋƒłāũťũāĕāũāłóā̍Dŋũ!ÖķFũāāłóŋĿťķĢÖłóāÖłùŶŋŭŽťťŋũŶÖũŋðŽŭŶĢłŶāėũÖŶāùùāŭĢėłťũŋóāŭŭ̇ŶĞāzÖłù z'ĿÖƘāƗÖĿĢłāŭŋĿāŋĕŶĞāĕŋķķŋƒĢłėŶƘťĢóÖķĕāÖŶŽũāŭĕŋũ̆PERFORMANCE AND SUSTAINABILITY GOALS •!ŋłùĢŶĢŋłŭĢĿťŋũŶÖłŶŶŋŋóóŽťÖłŶóŋĿĕŋũŶÖũāĢłùŋŋũÖĢũŨŽÖķĢŶƘ̇ùÖƘķĢėĞŶ̇ƑāłŶĢķÖŶĢŋł̇ÖłùķĢėĞŶĢłėóŋłŶũŋķŭ̍ •zŽŶùŋŋũŋťāłŭťÖóāŭÖłùĢłĕŋũĿÖķėÖŶĞāũĢłėŭťÖóāư̆ĢłùŋŋũŭÖłùŋŽŶ̜ŶŋāłóŋŽũÖėāĢĿťũŋĿťŶŽĢłŶāũÖóŶĢŋłÖĿŋłėťũŋĕāŭŭĢŋłÖķóŋķķāÖėŽāŭ̓ðŽĢķùĢłėŋóóŽťÖłŶŭĢŭùāŭĢũāù̍ •'āŭĢėłŭĞŋŽķùũāùŽóāŶĞāóÖũðŋłĕŋŋŶťũĢłŶŋĕóŋłŭŶũŽóŶĢŋłÖłùŋťāũÖŶĢŋłÖóŶĢƑĢŶĢāŭ̇ÖłùƒĢķķĢùāłŶĢĕƘāłāũėƘ̟āƧóĢāłŶķĢėĞŶĢłė̇ĞāÖŶĢłė̇ƑāłŶĢķÖŶĢŋł̇ÖłùÖĢũóŋłùĢŶĢŋłĢłėŭƘŭŶāĿŭ̍ •pŋťŋŶÖðķāƒÖŶāũŽŭāĕŋũķÖłùŭóÖťāĢũũĢėÖŶĢŋłŋũÖóĞĢāƑāÖŶķāÖŭŶÖĿĢłĢĿŽĿ˔ˏͮũāùŽóŶĢŋłÖŭóŋĿťÖũāùŶŋÖðÖŭāķĢłāóÖŭā̍¦ƘťĢóÖķ1ƗťāóŶÖŶĢŋłŭĕŋũ ŽĢķùĢłėzóóŽťÖłóƘÖłùzťāũÖŶĢŋłŭ̟mÖĢłŶāłÖłóā •āũĢŋùĢóNÁ!ĿÖĢłŶāłÖłóāťāũĕŋũĿāùðƘ!ĢŶƘDÖóĢķĢŶĢāŭťāũŭŋłłāķŋũŶĞāĢũóŋłŶũÖóŶŋũ̍ •dĢėĞŶĢłėŭƘŭŶāĿĿÖĢłŶāłÖłóāťāũĕŋũĿāùðƘ!ĢŶƘDÖóĢķĢŶĢāŭťāũŭŋłłāķŋũŶĞāĢũóŋłŶũÖóŶŋũ̍ •¦ũÖĢłĢłėĢŭũāŨŽĢũāùĕŋũŋťāũÖŶĢłėÖłùĿÖĢłŶāłÖłóāťāũŭŋłłāķĢŭŶŋðāťũŋƑĢùāùðƘ!ĢŶƘ̪ŭ!ŋĿĿĢŭŭĢŋłĢłėėāłŶ •FũāāłóķāÖłĢłėťũÖóŶĢóāŭÖũāÖķŭŋũāŨŽĢũāừRŭŶĞāũāÖ!ĢŶƘŋķĢóƘĕŋũŶĞĢŭ̜̎ŽóóāŭŭĕŽķŭŽŭŶÖĢłÖðķāĕÖóĢķĢŶĢāŭÖũāāƧóĢāłŶŶŋŋťāũÖŶā̇ťķāÖŭÖłŶŶŋƒŋũĴĢłÖłùĿĢłĢĿĢơāŶĞāĢũĢĿťÖóŶŋłŶĞāāłƑĢũŋłĿāłŶ̍¦ĞāƘÖũāŶĞāũāŭŽķŶŋĕóÖũāĕŽķķƘóŋłŭĢùāũāùùāŭĢėłóĞŋĢóāŭĿÖùāāÖũķƘÖłùðƘÖťũŋıāóŶŶāÖĿŶĞÖŶĞÖŭāƗŶāłŭĢƑāāƗťāũĢāłóāƒĢŶĞÖłùŽłùāũŭŶÖłùŭŽť̟Ŷŋ̟ùÖŶāŶāóĞłŋķŋėƘÖłùŶĞāóŋĿťķāƗĢŶƘŋĕĞŋƒðŽĢķùĢłėŭƘŭŶāĿŭÖłùðŽĢķùĢłėÖũóĞĢŶāóŶŽũāÖũāĢłŶāũŶƒĢłāù̍Page 225 of 712
PROGRAM REQUIREMENTSSPACE NEEDS OUTLINESPACE NARRATIVEADJACENCIESSTANDARD ROOM FORMSSTANDARD COMPONENT DIAGRAMSSAN LUIS OBISPO POLICE DEPARTMENT44| ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanPage 226 of 712
SPACE NEEDS OUTLINECommand-AdministrationCurrentSF SF QtyTotal SFChief S 1 1 32914'x22' 308 1 308BRestroom 0 0 incl above7'x12' 84 1 84CAdministrative Assistant C 1 2 11612'x12' 144 2 288BCaptains S 2 2 12010'x14' 140 2 280BManager Office / Financial Analyst C 0 1 010'x12' 120 1 120BFinancial Analyst C 1 1 12012'x12' 144 1 144BFinancial Assistant C 0 1 010'x12' 120 1 120BConference Room20'x22' 440 1 440BWaiting Area6'x14' 84 2 168BAdmin Unisex Visitor Restrooms8'x8' 64 2 128BTOTAL PERSONNEL 5 820802808Patrol - %RWWRP/HYHOCurrentSF SF QtyTotal SFPatrol Office / Watch Commander S 4 5 0 12' x 12' 144 5 720 BReport Writing S 5 10 459 4' x 6' 24 10 240 BRepot Writing Open Area 12' x 12' 144 1 144 A5LRW*HDU6WRUDJH12' x 12' 144 1 144 APatrol Storage 10' x 13' 130 1 130 AEquipment Storage and Charging Room 6KDUHGZLWK7UDIILF14' x 16' 224 0 0 BExplorers Storage Closet 4' x 8' 32 1 32 BTOTAL PERSONNEL 9 1514101904SPACE SF SUBTOTAL SF TOTAL WITH CIRCULATION & STRUCTURE (35%)ProgramExFinish TypeStaff Positions S/C Ex 30 yrProgram30 yrSPACE SF SUBTOTAL SF TOTAL WITH CIRCULATION (35%)Finish TypeStaff Positions S/CProposedDimensionsProposedDimensionsSAN LUIS OBISPO POLICE STATION PROJECT PROGRAMTrafficCurrentSF SF QtyTotal SFTraffic Sergeant S 1 1 0 12' x 12' 144 1 144 BTraffic Workstations S 4 4 266 8' x 8' 64 4 256 BTraffic Office-Future S 1 1 0 10' x 12' 120 1 120 BTraffic Equipment Storage 8' x 8' 64 1 64 AGear Storage and Charging Room or Hall 14' x 20' 280 1 280 BTOTAL PERSONNEL 6 68641166InvestigationsCurrentSF SF QtyTotal SFLieutenant-Sergeant Office S 2 3 129 12' x 12' 144 4 576 BInvestigators S 7 10 704 10' x 12' 120 10 1200 BSET-Narcotics Open Office S 3 6 303 10' x 10' 100 6 600 BAnalyst Office C 1 1 0 10' x 12' 120 1 120 BWar Room - Bull Pen Table at Center of Offices 12' x 24' 288 1 288 BNarcotics Team Table Area 12' x 16' 192 1 192 BInvestigations Conference Room (18-20 seats) 433 16' x 32' 512 1 512 BInterview Rooms 10' x 10' 100 3 300 BMonitoring Room 10' x 10' 100 1 100 AUnisex Restroom near Interview Rooms 8' x 8' 64 2 128 CComputer Forensics 8' x 8' 64 4 256 BPrinter / Copier Investigations Area 12' x 6' 72 1 72 AEquipment Room 12' x 16' 192 1 192 ADrones Shop-Storage 8' x 10' 80 1 80 A should be close to Evidence, adjacent to elevatorTOTAL PERSONNEL 13 2040165422SPACE SF SUBTOTAL Finish TypeStaff Positions S/C Ex 30 yrProposedDimensionsSF TOTAL WITH CIRCULATION & STRUCTURE (35%)ProgramSF TOTAL WITH CIRCULATION & STRUCTURE (35%)Staff Positions S/C ExSPACE SF SUBTOTAL ProgramFinish Type30 yrProposedDimensionsSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT45 46| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 227 of 712
qSAN LUIS OBISPO POLICE STATION PROJECT PROGRAMProperty and Evidence 1HDU,QYHVWLJDWLRQVCurrentSF SF QtyTotal SFProperty Clerk - Full time C 2 3 115 10' x 12' 120 3 360 BEvidence Booking and Processing 805 16' x 16' 256 1 256 CEvidence Pass Through Room 4' x 12' 48 1 48 CEvidence Processing and Warehouse 36' x 40' 1440 1 1440 AWork Alcove-Supply Storage-Copy-Shred-Purge 10' x 12' 120 1 120 BEvidence Garage (outside ancillary - 30 x 24) 426 0' x 0' 0 0 0 ABicycle Evidence Storage (outside ancillary) 0' x 0' 0 0 0 AEvidence Return 0 12' x 12' 144 1 144 BTOTAL PERSONNEL 2 323683197Neighborhood Outreach - SNAPnear PatrolCurrentSF SF QtyTotal SFNieghborhood Outreach Manager C 1 110610' x 12'120 2240BSNAP Open Office Workstations C 8' x 8'64 3192BCommunity Service Officers C 0 1 0 8' x 8'64164BStorage 6' x 8'48148ACode Enforcement (@Comm. Dev. Now) 2 2 0 8' x 8'642128BSocial Worker - Interview 10' x 12'1201120BNeighborhood Watch Reception 8' x 10'80180BTOTAL PERSONNEL 3 48721177Finish TypeS/C Ex 30 yrFinish TypeStaff PositionsS/C ExSPACE SF SUBTOTAL Staff PositionsProgramSPACE SF SUBTOTAL SF TOTAL WITH CIRCULATION & STRUCTURE (35%)SF TOTAL WITH CIRCULATION & STRUCTURE (35%)30 yrProgramProposedDimensionsProposedDimensionsqSAN LUIS OBISPO POLICE STATION PROJECT PROGRAMRecords - bottom level - adjacent to Lobby CurrentSF SF QtyTotal SFRecords Personnel Open Office C 7 9 1255 8 x 10 80 9 720 BRecords Supervisor C 1 1 123 12 x 12 144 1 144 BSupplies/Copier/Printer Room 97 10 x 14 140 1 140 BMailroom 98 10 x 10 100 1 100 BRecords Files3 x 10 30 1 30 BReception Counter - 2 workstations 8 x 10 80 2 160 BTOTAL PERSONNEL 8 1012941747Field Services TechnicianCurrentSF SF QtyTotal SFFST Office C 2 3 0 8' x 8' 64 3 192 BFST Equipment Room 121 10' x 12' 120 1 120 BTOTAL PERSONNEL 2 3312421Finish TypeStaff Positions S/C Ex 30 yrEx 30 yrProgramSF TOTAL WITH CIRCULATION & STRUCTURE (35%)Finish TypeStaff Positions S/CProposedDimensionsSPACE SF SUBTOTAL SF TOTAL WITH CIRCULATION & STRUCTURE (35%)SPACE SF SUBTOTAL ProgramProposedDimensionsSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT47 48| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 228 of 712
qSAN LUIS OBISPO POLICE STATION PROJECT PROGRAMDetention - bottom levelCurrentSF SF QtyTotal SFHolding Cell 67 10' x 12' 120 4 480 CSally Port - two vehicles 285 40' x 24' 960 1 960 CProcessing 72 10' x 12' 120 1 120 CDUI Test room 35 8' x 8' 64 1 64 CWaiting Area-Cuff Bench 97 8' x 8' 64 1 64 CFish Bowl 41 8' x 10' 80 1 80 CJuvenile Holding Cell - separate entry 0 10' x 12' 120 1 120 CSally Port Storage 0 10' 12' 120 1 120 ATOTAL PERSONNEL20082811ProgramSPACE SF SUBTOTAL SF TOTAL WITH CIRCULATION & STRUCTURE (40%)Ex 30 yrStaff PositionsFinish TypeS/CProposedDimensionsqSAN LUIS OBISPO POLICE STATION PROJECT PROGRAMCommon - Shared Spaces CurrentSF SF QtyTotal SFLobby 715 25' x 25' 625 1 625 BInterview Rooms 66 10' x 8' 80 3 240 BBreak Room 225 25' x 24' 600 1 600 BSmall Break Room - Other Floors 1 14' x 10' 140 2 280 BWork Alcove / Report Writing Near Break Area 0 10' x 20' 200 1 200 BBriefing Room 393 30' x 30' 900 1 900 BClassroom-Training (POST) 914 44' x 34' 1496 1 1496 BDefensive Tactics 0 45' x 55' 2475 0 0 ATraining Fitness 0 40' x 40' 1600 1 1600 ABunk Room 0 12' x 10' 120 2 240 BBunk Room Restroom 0 8' x 8' 64 1 64 BMen's Lockers 670 32' x 40' 1280 1 1280 CMen's Restroom-Shower 0 20' x 14' 280 1 280 CWomen's Lockers 520 20' x 28' 560 1 560 CWomen's Restroom-Showers 0 12' x 20' 240 1 240 CEquipment Bag Storage 0 12' x 14' 168 1 168 AArmory 14' x 16' 224 1 224 CJanitor-Custodial 0 8' x 8' 64 2 128 APublic Restroom at Lobby 0 10' x 20' 200 2 400 CServer Room 0 12' x 14' 168 1 168 AMecanical/Telecomm Equipment 0 15' x 15' 225 1 225 AUPS 0 10' x 10' 100 1 100 AStairs20' x 10' 200 2 400 BElevator 8' x 10' 80 1 80 BElevator Machine Room 10' x 10' 100 1 100 A1059814307ProgramStaff Positions S/C Ex 30 yrFinish TypeSF TOTAL WITH CIRCULATION & STRUCTURE (35%)SPACE SF SUBTOTAL ProposedDimensionsSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT49 50| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 229 of 712
qSAN LUIS OBISPO POLICE STATION PROJECT PROGRAMEOC-Training RoomCurrentSF SF QtyTotal SFEOC-Training Room (24 people in main room) 0 40' x 38' 1520 1 1520 BVideo Viewing Room, included in EOC 0 10' x 10' 100 1 100 BMens Restroom - Shared 0 18' x 20' 360 1 0 CWomens Restroom - Shared 0 18' x 20' 360 1 0 CTable and Chair Storage 0 10' x 16' 160 1 160 ADispatch Console 0 10' x 10' 100 1 100 BBreak Out Office (2) 0 10' x 10' 100 2 200 B20802808AREA SUMMARYAdministrationPatrolTrafficInvestigationsProperty and Evidence Neighborhood Outreach - SNAPRecords - bottom level - adjacent to Lobby Field Services TechnicianDetention - bottom levelCommon - Shared Spaces Main Building Subtotal without EOCMain Building Subtotal with EOCProgramFinish TypeS/C Ex 30 yrSPACE SF SUBTOTAL SF TOTAL WITH CIRCULATION & STRUCTURE (35%)Staff PositionsProposedDimensionsSF280819041166542231971177174742128111430734,960 37,768 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT51 52| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 230 of 712
SPACE NARRATIVE¦ĞāðŽĢķùĢłėÖłùŭťÖóāùāŭóũĢťŶĢŋłŭŶĞÖŶĕŋķķŋƒĞÖƑāðāāłùāƑāķŋťāùðÖŭāùŋłŶŋŽũŭŋĕŶĞāāƗĢŭŶĢłėdz'ĕÖóĢķĢŶĢāŭÖłùùĢŭóŽŭŭĢŋłŭƒĢŶĞĢŶŭķāÖùāũŭĞĢť̇ŋƧóāũŭŭŶÖƦÖłù!ĢŶƘŶÖƦÖðŋŽŶŶĞāóŽũũāłŶÖłùťũŋťŋŭāùŶÖŶĢŋł̍¦ĞāŭťÖóāũāŨŽĢũāĿāłŶŭĢùāłŶĢƩāùĞāũāÖũāÖóŋķķÖðŋũÖŶĢƑāāƦŋũŶŶĞÖŶùũÖƒŭŋłŶĞāťũÖóŶĢóÖķāƗťāũĢāłóā̇ĢùāÖŭÖłùāƗÖĿťķāŭŋĕŋŶĞāũťŋķĢóāĕÖóĢķĢŶĢāŭŶĞÖŶĞÖƑāðāāłðũŋŽėĞŶĕŋũŶĞðƘŶĞāŋóóŽťÖłŶŭÖłùŋƒłāũŭŋĕŶĞāóŽũũāłŶŋķĢóāĕÖóĢķĢŶƘÖłùŶĞāóŋłŭŽķŶÖłŶŶāÖĿ̍¦ĞāŭťÖóāùāŭóũĢťŶĢŋłŭĢùāłŶĢĕƘŶĞāĿÖłƘĕŽłóŶĢŋłÖķÖłùÖāŭŶĞāŶĢóĕāÖŶŽũāŭŶŋðāĢłóŋũťŋũÖŶāùĢłŶŋŶĞāùāŭĢėłŋĕŶĞāłāƒťŋķĢóāĕÖóĢķĢŶƘ̍¦ĞāťũŋıāóŶũāŨŽĢũāĿāłŶŭùĢŭóŽŭŭāùĞāũāƒĢķķėŽĢùāŶĞāùāƑāķŋťĿāłŶŶŋĿāāŶŶĞā!ĢŶƘ̪ŭŋðıāóŶĢƑāŭĕŋũÖùŽũÖðķā̇ĞĢėĞķƘĕŽłóŶĢŋłÖķ̇ŭāóŽũā̇ÖłùĞāÖķŶĞƘƒŋũĴāłƑĢũŋłĿāłŶ̍¦ĞĢŭóÖķķŭĕŋũƪāƗĢðķā̇ùŽÖķ̟ťŽũťŋŭā̇ÖłùŭĞÖũāùŭťÖóāŭĕŋũāƧóĢāłóƘÖłùŶāÖĿðŽĢķùĢłė̍¦ĞāłāƒŭŶÖŶĢŋłĢŭŶŋðāðÖŭāùŋłŭŽŭŶÖĢłÖðķāùāŭĢėłÖłùóŋłŭŶũŽóŶĢŋłĿāŶĞŋùŭ̍¦ĞāĕÖóĢķĢŶƘÖķŭŋŭŶũĢƑāŭŶŋāĿðŋùƘŶĞā'āťÖũŶĿāłŶÖłù!ĢŶƘ̪ŭėŋÖķÖŭÖĿŋũāùĢƑāũŭā̇āŨŽĢŶÖðķāÖłùĢłóķŽŭĢƑāóŋĿĿŽłĢŶƘ̍ŭÖłāƒóĢƑĢóðŽĢķùĢłėĢŶŭĞŋŽķùŭŶÖłùÖŭÖĿāÖŭŽũāŋĕóĢƑĢóťũĢùāÖłùÖťťũŋťũĢÖŶāķƘũāťũāŭāłŶÖłùũāƪāóŶŶĞāóŋĿĿŽłĢŶƘĢŶŭāũƑāŭ̍SPACE FUNCTIONS AND UNIT DESCRIPTIONSCOMMAND AND ADMINISTRATION¦ĞāŋķĢóā'āťÖũŶĿāłŶķāÖùāũŭĞĢťŶāÖĿóŋĿťŋŭāùŋĕŶĞā!ĞĢāĕ̇ŶĞāùĿĢłĢŭŶũÖŶĢƑā!ÖťŶÖĢłÖłùŶĞāzťāũÖŶĢŋłŭ!ÖťŶÖĢłÖũāķŋóÖŶāùŶŋėāŶĞāũĢłÖóķŽŭŶāũŋĕťũĢƑÖŶāŋƧóāŭ̍¦ĞāùĿĢłĢŭŶũÖŶĢƑāŭŭĢŭŶÖłŶŶŋŶĞā!ĞĢāĕƒĢķķĞÖƑāÖłŋƧóāĢĿĿāùĢÖŶāķƘÖùıÖóāłŶŶŋŶĞā!ĞĢāĕŶŋðāÖðķāŶŋŭóũāāłƑĢŭĢŶŋũŭ̍łÖùùĢŶĢŋłÖķùĿĢłĢŭŶũÖŶĢƑāŭŭĢŭŶÖłŶÖłùŶƒŋDĢłÖłóĢÖķłÖķƘŭŶŭƒĢķķÖķŭŋĞÖƑāŶƒŋŋƧóāŭƒĢŶĞĢłŶĞāóķŽŭŶāũ̍óŋłĕāũāłóāũŋŋĿƒĢŶĞŭāÖŶĢłėĕŋũːˏƒĢķķðāÖùıÖóāłŶŶŋŶĞāŭāŋƧóāŭðŽŶĢŶƒĢķķðāÖƑÖĢķÖðķāĕŋũŽŭāðƘŋŶĞāũŭĢłŶĞāðŽĢķùĢłėðƘũāŭāũƑÖŶĢŋł̍PATROL¦ĞāÖŶũŋķłĢŶĢłóķŽùāŭŭāťÖũÖŶāŋƧóāŭĕŋũŶĞā'ÖƘÂÖŶóĞ!ŋĿĿÖłùāũÖłùÖłŋŶĞāũĕŋũŶĞāpĢėĞŶÂÖŶóĞ!ŋĿĿÖłùāũ̍ùùĢŶĢŋłÖķùāùĢóÖŶāùŋƧóāŭÖũāłāāùāùĕŋũÖĿĢłĢĿŽĿŋĕŶĞũāāŭāũėāÖłŶŭ̍REPORT WRITINGłÖũāÖĕŋũÖŶũŋķŭĞŋŽķùðāÖóŋĿðĢłÖŶĢŋłŋĕŋťāłÖũāÖŭƒĢŶĞũāťŋũŶƒũĢŶĢłėŭŶÖŶĢŋłŭÖłùŭĿÖķķėũŋŽťŶÖðķāŭĕŋũāłĞÖłóāùóŋķķÖðŋũÖŶĢŋł̍ĿÖķķāũŶÖðķāŭóÖłðāðũŋŽėĞŶŶŋėāŶĞāũÖŭłāāùāùÖłùĢłŋłāÖũāÖÖĞÖķĕ̟ĞāĢėĞŶƒÖķķŋũŋŶĞāũŭóũāāłĢłėùāƑĢóāĿÖƘðāùāŭĢũāùĕŋũĢłĕŋũĿÖķĿāāŶĢłėŭ̍¦ĞĢŭóŋĿðĢłÖŶĢŋłŋĕƒŋũĴŭŶÖŶĢŋłŶƘťāŭŋƦāũŭƪāƗĢðĢķĢŶƘĕŋũŶĞāĕŽŶŽũāÖłùŭāũƑāŭÖŭŶĞāŶũÖłŭĢŶĢŋłŭťÖóāĕŋũŭĞĢĕŶóĞÖłėāŭ̍ŶŶĞāāłùŋĕÖŭĞĢĕŶ̇āƑāũƘŋłāĢŭĢłŶĞāðŽķķťāłÖũāÖŶŋėāŶĞāũ̍GEAR STORAGEŶŋũÖėāŭťÖóāóķŋŭāŶĞÖŶĢŭóķŋŭāŶŋťÖŶũŋķŋƧóāũŭĢŭłāāùāùĕŋũťÖŶũŋķāŨŽĢťĿāłŶ̇ũĢŋŶėāÖũŭŶŋũÖėāÖłùāŨŽĢťĿāłŶÖłùóĞÖũėĢłėŭŶÖŶĢŋłŭ̍ARMORYĞÖũùāłāùÖłùŭāťÖũÖŶāķƘƑāłŶĢķÖŶāùÖłùāƗĞÖŽŭŶāùũŋŋĿĕŋũƒāÖťŋłŭÖłùÖĿĿŽłĢŶĢŋłŭŶŋũÖėāĕŋũŭƒŋũłŋƧóāũŭ̍¦ĞĢŭĢŭÖĞĢėĞ̟ŭāóŽũĢŶƘŭťÖóā̍ƒāÖťŋłŭĿÖĢłŶāłÖłóāóŋŽłŶāũŭĞŋŽķùðāťũŋƑĢùāùŶĞÖŶĞÖŭťÖłāķŭŶŋťÖũŶĢŶĢŋłÖłùťũŋŶāóŶÖùıÖóāłŶŭťÖóāŭĢłóÖŭāŋĕÖłÖóóĢùāłŶÖķùĢŭóĞÖũėā̍¦ĞāƒāÖťŋłŭĿÖĢłŶāłÖłóāÖũāÖŭĞŋŽķùĢłóķŽùāÖƒŋũĴóŋŽłŶāũƒĢŶĞĿāóĞÖłĢóÖķāƗĞÖŽŭŶÖķŋłėŶĞāðÖóĴŭťķÖŭĞÖłùŶÖŭĴķĢėĞŶĢłė̍1ķāóŶũĢóÖķŋŽŶķāŶŭŋũóŋłŶĢłŽŋŽŭťķŽė̟ĿŋķùŭĞŋŽķùðāťũŋƑĢùāùÖŶŶĞāóŋŽłŶāũÖũāÖŶŋÖķķŋƒĕŋũŶĞāŽŭāŋĕŶŋŋķŭ̇ŭŽóĞÖŭŽķŶũÖŭŋłĢóóķāÖłāũŭ̇āŶó̍!ŋĿťũāŭŭāùÖĢũóŋóĴŭŭĞŋŽķùÖķŭŋðāťũŋƑĢùāùÖŶāÖóЃŋũĴťŋŭĢŶĢŋł̍ƒāÖťŋłóķāÖũĢłėùāƑĢóāÖłùÖłāĿāũėāłóƘāƘāƒÖŭĞŭŶÖŶĢŋłŭĞŋŽķùðāķŋóÖŶāùĢłŶĞĢŭÖũāÖ̍SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT53 54| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 231 of 712
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NEIGHBORHOOD OUTREACH – SNAP¦ĞāmÖłÖėāũŋĕŶĞĢŭŽłĢŶƒĢķķłāāùÖťũĢƑÖŶāŋƧóāÖłùŋťāłŋƧóāƒŋũĴŭŶÖŶĢŋłŭƒĢķķðāũāŨŽĢũāùĕŋũŋŶĞāũŭŶÖƦ̇!ŋĿĿŽłĢŶƘāũƑĢóāzƧóāũŭ̇ÖłùƑŋķŽłŶāāũŭ̍¦ĞāmÖłÖėāũŭĞŋŽķùðāŋłŶĞāŭÖĿāƪŋŋũķāƑāķÖŭŶĞā!ĞĢāĕÖłùŋŶĞāũ!ŋĿĿÖłùŋƧóāũŭ̍¦Ğā!ŋĿĿŽłĢŶƘzŽŶũāÖóЦāÖĿĢŭťÖũŶŋĕRłƑāŭŶĢėÖŶĢŋłŭðŽŶÖķŭŋƒŋũĴŭóķŋŭāķƘƒĢŶĞpāĢėĞðŋũĞŋŋùzŽŶũāÖóĞŭŋŶĞāũāĿÖƘðāŋťťŋũŶŽłĢŶĢāŭĕŋũóŋķķÖðŋũÖŶĢŋłŋũŭĞÖũāùŭťÖóāƒĢŶĞŶĞāŭāŭŶÖƦĿāĿðāũŭ̍RECORDSRłÖùùĢŶĢŋłŶŋÖķķŶĞāťũŋóāŭŭĢłė̇ùŋóŽĿāłŶÖŶĢŋłÖłùķāėÖķƒŋũĴũāŨŽĢũāùŋĕāóŋũùŭŶÖƦ̇ŶĞāƘťũŋƑĢùāŭŶÖƦóŋƑāũÖėāÖŶŶĞāĿÖĢłũāóāťŶĢŋłóŋŽłŶāũÖłùĞÖłùķāĿÖĢķùĢŭŶũĢðŽŶĢŋł̍¦ĞāũāŭĞŋŽķùðāŶƒŋƒŋũĴŭŶÖŶĢŋłŭƒĢŶĞŋƧóāóŋĿťŽŶāũŭÖŶŶĞāũāóāťŶĢŋłóŋŽłŶāũ̍¦ĞāŽťāũƑĢŭŋũĞÖŭÖťũĢƑÖŶāŋƧóā̍āóŋũùŭŭŶÖƦƒŋũĴĢłŋťāłŋƧóāƒŋũĴŭŶÖŶĢŋłŭ̍DŋũŭÖĕāŶƘũāÖŭŋłŭŶĞāŭāƒŋũĴŭŶÖŶĢŋłŭŭĞŋŽķùĞÖƑāÖėŋŋùƑĢāƒĢłŶŋŶĞāũāóāťŶĢŋłóŋŽłŶāũÖũāÖ̇ðŽŶŶĞāƘŭĞŋŽķùłŋŶðāāÖŭĢķƘƑĢŭĢðķāŶŋŭŋĿāŋłāŋłŶĞāķŋððƘŭĢùāŋĕŶĞāóŋŽłŶāũ̍¦ĞāāóŋũùŭÖũāÖŭĞŋŽķùóŋłŶÖĢłÖƪāƗĢðķāƒŋũĴŭŶÖŶĢŋłŭťÖóāĕŋũŋƧóāũŭŋłķĢėĞŶ̟ùŽŶƘÖŭŭĢėłĿāłŶŭÖłùƑŋķŽłŶāāũŭ̍FIELD SERVICES TECHNICIANS (FST) Rùŋł̪ŶĞÖƑāÖóķāÖũùāŭóũĢťŶĢŋłŋĕD¦ŭŶĞŋŽėĞ ũĢÖłŭÖĢùƪŋŋũťķÖłŭķŋŋĴāùėŋŋùĕŋũD¦̍DETENTIONÖķķƘŋũŶĕŋũŶĞāŭāóŽũāŶũÖłŭĕāũŋĕĢłùĢƑĢùŽÖķŭĕũŋĿťŋķĢóāƑāĞĢóķāŭƒĢķķðāũāŨŽĢũāùĢĿĿāùĢÖŶāķƘÖùıÖóāłŶŶŋĞŋķùĢłėóāķķŭ̍łāƒĕÖóĢķĢŶƘƒĢķķĢłóķŽùāÖťŽũťŋŭāķƘùāŭĢėłāùıŽƑāłĢķāĞŋķùĢłėóāķķŶĞÖŶĞÖŭÖŶŋŶÖķķƘŭāťÖũÖŶāÖóóāŭŭĕũŋĿŶĞāÖùŽķŶĞŋķùĢłėÖũāÖŭ̍'RŶāŭŶũŋŋĿĢŭÖķŭŋĢłŶĞāùāŶāłŶĢŋłÖũāÖ̍COMMON SHARED SPACESPUBLIC ENTRY AND LOBBYŽðķĢóāłŶũƘŶŋŶĞāðŽĢķùĢłėŭĞŋŽķùðāŶĞũŋŽėĞÖƑāŭŶĢðŽķā̍¦ĞĢŭƑāŭŶĢðŽķāÖŭŭĢŭŶŭĢłðŽĢķùĢłėāłāũėƘĿÖłÖėāĿāłŶ̇ĿÖƘðāŭāóŽũāùŶŋķŋóĴŶĞāķŋððƘÖĕŶāũĞŋŽũŭ̇ÖłùŋƦāũŭÖťķÖóāĕŋũƑĢùāŋ̟ŭóũāāłĢłėĢłóŋĿĢłėƑĢŭĢŶŋũĕũŋĿŶĞāðÖóĴ̍ÁĢŭĢŶŋũŭŭĞŋŽķùĢłĢŶĢÖķķƘðāũāŭŶũĢóŶāùÖŶŶĞāĿÖĢłťŽðķĢóķŋððƘ̇ĕŽũłĢŭĞāùƒĢŶĞÖťťũŋťũĢÖŶāŭāÖŶĢłė̍ÂĞāłÖƑĢŭĢŶŋũĞÖŭÖłÖťťŋĢłŶĿāłŶƒĢŶĞÖŭŶÖƦĿāĿðāũ̇ŶĞāƘĿÖƘðāÖŭĴāùŶŋƒÖĢŶĿŋĿāłŶÖũĢķƘĢłŶĞāťŽðķĢóķŋððƘŽłŶĢķŶĞāũāŨŽāŭŶāùŭŶÖƦĿāĿðāũóŋĿāŭŶŋėũāāŶŶĞāĿ̍ƑĢŭĢŶŋũðÖùėāĿÖƘŶĞāłðāĢŭŭŽāù̍¦ĞāŭŶÖƦāũŭĞŋŽķùŶĞāłāŭóŋũŶŶĞāƑĢŭĢŶŋũĢłŶŋŶĞāŭāóŽũāÖũāÖŭŋĕŶĞāðŽĢķùĢłė̍¦ĞāťŽðķĢóķŋððƘƒĢķķĞÖƑāÖóóāŭŭŶŋŶĞāāóŋũùŭŭāũƑĢóāƒĢłùŋƒ̇ÖóŋĿĿŽłĢŶƘĿāāŶĢłėũŋŋĿ̇ÖłùťŽðķĢóŶŋĢķāŶŭ̍'ĢŭťķÖƘŭťÖóāŭĕŋũťŋķĢóāĿāĿŋũÖðĢķĢÖ̇ťŽðķĢółŋŶĢóāŭÖłùĕũāŨŽāłŶķƘÖŭĴāùŨŽāŭŶĢŋłŭĿÖƘÖķŭŋðāťũŋƑĢùāùÖŶŶĞāťŽðķĢóķŋððƘ̍¦ĞāťŽðķĢóķŋððƘŭĞŋŽķùðāÖťũŋĕāŭŭĢŋłÖķÖłùĕũĢāłùķƘŭťÖóāÖłùŭĞŋŽķùťũŋƑĢùā̆łÖĕŶāũĞŋŽũŭ̦ĞŋŽŭā̧ťĞŋłāŭĞŋŽķùÖķŭŋðāťũŋƑĢùāùĢłŶĞāāłŶũƘƑāŭŶĢðŽķāĕŋũƑĢŭĢŶŋũŭƒĞŋÖũũĢƑāƒĞāłŶĞāķŋððƘĿÖƘðāóķŋŭāù̍ƒĢłùŋƒÖŶŶĞāāóŋũùŭóŋŽłŶāũ̇óÖťÖðķāŋĕðāĢłėóķŋŭāùÖłùķŋóĴāùƒĞāłŶĞāóŋŽłŶāũĢŭłŋŶŭŶÖƦāù̍ •'ŽũÖðķāƩłĢŭĞāŭÖłùÖťťũŋťũĢÖŶāŭāÖŶĢłė •ùāŨŽÖŶāķĢėĞŶĢłė •'ÖóóāŭŭĢðķāťŽðķĢóũāŭŶũŋŋĿŭ •'ÖóóāŭŭĢðķāùũĢłĴĢłėĕŋŽłŶÖĢłŭ •1ķāóŶũŋłĢóũāĿŋŶāùŋŋũķŋóĴŭŶŋŶĞāĢłŶāũĢŋũƑāŭŶĢðŽķāùŋŋũŭ •ũāÖŭĕŋũťŽðķĢóāùŽóÖŶĢŋłÖłùùĢŭťķÖƘŭŋĕĞĢŭŶŋũĢóÖķĿÖŶāũĢÖķŭ̍ •óóŋĿĿŋùÖŶĢŋłŭĕŋũÖłāķāóŶũŋłĢóĿŽķŶĢ̟ķĢłėŽÖķĢłĕŋũĿÖŶĢŋłĴĢŋŭĴPUBLIC TRANSACTION WINDOW AT RECEPTION COUNTER¦ĞāāóŋũùŭłĢŶťũŋƑĢùāŭŭŶÖƧłėĕŋũŶĞāũāóāťŶĢŋłóŋŽłŶāũŭŋŶĞāóŋŽłŶāũŭĞŋŽķùðāðāŶƒāāłŶĞāķŋððƘÖłùāóŋũùŭťāũŭŋłłāķ̍¦ĞāóŋŽłŶāũŭĞŋŽķùðāƑĢŭĢðķāŶŋāóŋũùŭŭŶÖƦ̇ðŽŶƑĢŭĢŶŋũŭƑĢāƒĢłŶŋŶĞāƒĢùāũāóŋũùŭŽłĢŶŭĞŋŽķùðāķĢĿĢŶāù̍¦ĞāóŋŽłŶāũÖũāÖŭĞŋŽķùĞÖƑāŶƒŋóŋĿťŽŶāũƒŋũĴŭŶÖŶĢŋłŭ̍ťŋũŶĢŋłŋĕŶĞāťŽðķĢóŶũÖłŭÖóŶĢŋłóŋŽłŶāũĿŽŭŶðāķŋƒāũŶŋÖķķŋƒĕŋũƒĞāāķóĞÖĢũÖóóāŭŭ̍DŋũŭāóŽũĢŶƘťŽũťŋŭāŭŶũÖłŭÖóŶĢŋłƒĢłùŋƒŭƒĢŶĞðÖķķĢŭŶĢóťũŋŶāóŶĢŋłðŽŶÖķķŋƒĕŋũÖłŋũĿÖķƑŋĢóāóŋłƑāũŭÖŶĢŋłŭ̍¦Ğā'ÖóóāŭŭĢðķāťŋũŶĢŋłŋĕŶĞāóŋŽłŶāũĿÖƘłāāùƑŋĢóāÖĿťķĢƩóÖŶĢŋłŭƘŭŶāĿ̍¦ũÖłŭÖóŶĢŋłťÖŭŭŶũÖƘŭÖłùðÖķķĢŭŶĢóũÖŶāùťÖũóāķťÖŭŭĢłėùāƑĢóāŭƒĢķķðāłāāùāùÖŭƒāķķ̍dĢƑāóÖłƩłėāũťũĢłŶĢłėāŨŽĢťĿāłŶŭťÖóāĢŭłŋŶũāŨŽĢũāùŭĢłóāŶĞādzŋķĢóā'āťÖũŶĿāłŶùŋāŭłŋŶťũŋƑĢùāŶĞĢŭŭāũƑĢóāŶŋŶĞāťŽðķĢó̍COMMUNITY AND TRAINING ROOM¦Ğā¦ũÖĢłĢłėŋŋĿ̓ĿŽķŶĢ̟ťŽũťŋŭāŭťÖóāŭĞŋŽķùðāÖùıÖóāłŶŶŋŶĞāťŽðķĢóSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT57 58| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 233 of 712
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¦ĞāƩŶłāŭŭũŋŋĿĢŭÖĴāƘóŋĿťŋłāłŶŋĕŋƧóāũƒāķķłāŭŭÖłùĕŋŭŶāũĢłėÖóŽķŶŽũāŋĕŭāķĕ̟óÖũā̇ĿāłŶÖķÖłùťĞƘŭĢóÖķƒāķķłāŭŭÖŭƒāķķÖŭŶāÖĿðŋłùĢłė̍¦ĞÖŶĞāÖķŶĞƘóŽķŶŽũāťũāƑāłŶŭĢłıŽũĢāŭ̇Öðŭāłóāŭ̇āÖũķƘũāŶĢũāĿāłŶŭÖłùāłĞÖłóāŭŨŽÖķĢŶƘŋĕķĢĕāĕŋũťāũŭŋłłāķƒĞĢķāŭāũƑĢłėÖłùĢłŶŋŶĞāĢũũāŶĢũāĿāłŶ̍ũŋðŽŭŶƩŶłāŭŭťũŋėũÖĿĞÖŭŶĞũāāóŋĿťŋłāłŶŭː̜NāÖƑƘƒāĢėĞŶŭ̒ˑ̜!ũŋŭŭƩŶÖłùÖķŶāũłÖŶāƒāĢėĞŶāŨŽĢťĿāłŶ̒Öłù˒̜!ÖũùĢŋ̍¦ĞŋŭāŶĞũāāóŋĿťŋłāłŶŭóÖłðāĢłŋłāŭĞÖũāùŭťÖóāŋũŭāťÖũÖŶā̍łĢùāÖķŭĢŶŽÖŶĢŋłƒŋŽķùðāŭĢĿĢķÖũŶŋÖłŶÖ ÖũðÖũÖ̪ŭťķÖłłāùĕÖóĢķĢŶƘŶĞÖŶĞÖŭóÖũùĢŋŋłŶĞāũŋŋĕŶŋťŶŋŶÖĴāÖùƑÖłŶÖėāŋĕƑĢāƒŭÖłùŋťāłÖĢũ̍¦ĞāĕÖóĢķĢŶĢāŭłāāùŶŋðāÖóóāŭŭĢðķāˑ˓̓˖̍¦ĞāƒāĢėĞŶŭÖũāÖóŋŽķùÖķŭŋðāŽŭāùĕŋũ'āĕāłŭĢƑā¦ÖóŶĢóŭ¦ũÖĢłĢłėĢĕƪŋŋũĿÖŶŭóŋŽķùðāÖķƒÖƘŭķāĕŶŋŽŶ̍¦ĞāŭāťÖùŭÖũāłāāùāùĕŋũėũÖťťķĢłėÖłùŋŶĞāũùāĕāłŭĢƑāŶāóĞłĢŨŽāŭ̍łÖùāŨŽÖŶāŭťÖóāĕŋũƩŶłāŭŭÖóŶĢƑĢŶĢāŭĢłŶĞāłāƒŭŶÖŶĢŋłƒĢķķťũŋƑĢùāÖłŋťťŋũŶŽłĢŶƘĕŋũłāƒÖłùĿŋũāŶũÖĢłĢłė̇ÖķŶāũłÖŶāĿāŶĞŋùŭÖłùũāƩłāóŽũũāłŶŶÖóŶĢóŭÖķķŋĕƒĞĢóЃĢķķĞāķťĢĿťũŋƑāťŽðķĢóŭÖĕāŶƘÖłùŋƧóāũŶũÖĢłĢłė̍¦ĞāķŋóĴāũ̓óĞÖłėĢłėũŋŋĿ̓ŭĞŋƒāũĕÖóĢķĢŶĢāŭŭĞŋŽķùðāķŋóÖŶāùĕŋũāÖŭƘÖóóāŭŭŶŋƩŶłāŭŭÖũāÖŭ̍STAFF PERSONNEL LOCKERSdŋóĴāũŭĕŋũÖķķŭƒŋũłŭŶÖƦŭĞŋŽķùðāÖŶķāÖŭŶ˒ˏ̧ƒĢùāƗˑ̪ùāāťƗĕŽķķĞāĢėĞŶ̍ƒĢŶĞːˏˏĕŋũĿāłÖłùˑ˓ĕŋũƒŋĿāł̍dŋóĴāũŭŭĞŋŽķùðāĕŽķķƘƑāłŶĢķÖŶāùŶŋðāÖðķāŶŋùũƘðÖķķĢŭŶĢóƑāŭŶŭ̍1ÖóĞķŋóĴāũŭĞŋŽķùðāťũŋƑĢùāùƒĢŶĞÖŭŶŋũÖėāŭťÖóāðāķŋƒĕŋũðŋŋŶŭŋũƩķāŭ̍1ÖóĞķŋóĴāũŭĞŋŽķùóŋłŶÖĢł̆ťŋƒāũŋŽŶķāŶŭŶŋũāóĞÖũėāƪÖŭĞķĢėĞŶŭ̇ÖķÖťŶŋť̇ŋũŋŶĞāũùāƑĢóāŭ̒ÖùıŽŭŶÖðķāŭĞāķƑāŭ̒ÖłùÖĞāÖƑƘùŽŶƘðāķŶĞŋŋĴ̍RłŭŽťťŋũŶŋĕŶĞā'āťÖũŶĿāłŶ̪ŭùĢƑāũŭĢŶƘ̇ĢłóķŽŭĢŋłÖłùāŨŽĢŶƘŋðıāóŶĢƑāŭ̇Öėāłùāũ̟łāŽŶũÖķ̇ķÖũėāķŋóĴāũÖũāÖĿÖƘðāóŋłŭĢùāũāù̍āƑāũÖķĢłùĢƑĢùŽÖķóĞÖłėĢłė̓ŭĞŋƒāũũŋŋĿŭÖłùŶŋĢķāŶũŋŋĿŭƒŋŽķùðāÖùıÖóāłŶŶŋÖóāłŶũÖķŋťāłķŋóĴāũÖũāÖ̍ĿÖķķāũķŋóĴāũŭĕŋũłŋł̟ŭƒŋũłťāũŭŋłłāķŭĞŋŽķùÖķŭŋðāĢłóķŽùāùĢłŶĞāķÖũėāŋťāłķŋóĴāũÖũāÖ̍BUNK ROOMS – QUIET/LACTATION ROOMóŋŶĢłÖóķŋŭāŶóŽũũāłŶķƘŭāũƑāŭÖŭÖťķÖóāŶŋũāŭŶƒĞāłÖłŋƧóāũłāāùŭŶŋũāĿÖĢłŋł̟ŭĢŶāÖĕŶāũÖķŋłėŭĞĢĕŶŶŋðāÖƑÖĢķÖðķāĕŋũóŋŽũŶÖťťāÖũÖłóāŭŋũŶŋŭŽťťŋũŶĢłóĢùāłŶũāŭťŋłŭā̍¦ĞāũāĢŭÖķŭŋłŋŭťÖóāÖƑÖĢķÖðķāĢłŶĞāóŽũũāłŶĕÖóĢķĢŶƘĕŋũÖķÖóŶÖŶĢŋłŨŽĢāŶũŋŋĿ̍złāŋĕŶĞāŶƒŋðŽłĴŭũŋŋĿŭƒĢķķðāāŨŽĢťťāùƒĢŶĞŭŋĕŶŭāÖŶĢłėÖłùÖŭĿÖķķũāĕũĢėāũÖŶŋũ̍¦ƒŋðŽłĴũŋŋĿŭÖũāťķÖłłāùĢłŶĞāłāƒðŽĢķùĢłėĕŋũŶĞāŭāùŽÖķťŽũťŋŭāŭ̍ANCILLARY STRUCTURE¦ĞĢŭÖóóāŭŭŋũƘŭŶũŽóŶŽũāŭĞŋŽķùťũŋƑĢùāŭāóŽũāù̇ƒāÖŶĞāũťũŋŶāóŶāùŭťÖóāĕŋũÖł1ƑĢùāłóāFÖũÖėāĕŋũĕŋũāłŭĢóŭ̇ŭŶŋũÖėāĕŋũðĢóƘóķāŋũŋŶĞāũķÖũėāāƑĢùāłóāÖłùŭŶŋũÖėāĕŋũŶũÖƧóÖłùŋŶĞāũŭťāóĢÖķŶƘāŨŽĢťĿāłŶ̍RŶĿÖƘÖķŭŋðāŽŭāùŶŋĞŋŽŭāÖb̟˘ĴāłłāķÖłùŭŽťťķĢāŭ̍SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT61 62| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 235 of 712
ADJACENCIESPUBLIC ADJACENCY FLOW¦ĞāťŽðķĢóāłŶũƘŶŋŶĞāťŋķĢóāŭŶÖŶĢŋłŭĞŋŽķùĕķŋƒŶĞũŽÖłāƗŶāũĢŋũťŽðķĢóťķÖơÖŶĞÖŶĢŭĢłƑĢŶĢłėÖłùóÖłðāŽŭāùĕŋũťŋķĢóāťŽðķĢóŋŽŶũāÖóĞÖłùóŋłłāóŶĢŋł̍¦ĞĢŭĢŭŶĞāƑĢŭĢðķāóŋłłāóŶĢŋłŶŋŶĞāóŋĿĿŽłĢŶƘĕŋũŶĞāŭŶÖŶĢŋł̍¦ĞāķŋððƘĢŭŶĞāĢłŶāũĢŋũťŽðķĢóŭťÖóāŶĞÖŶĢŭĿŋłĢŶŋũāùðƘŶĞāũāóāťŶĢŋłùāŭĴÖŶŶĞāāùėāŋĕŶĞāũāóŋũùŭùāťÖũŶĿāłŶ̍¦ĞĢŭŭťÖóāÖķķŋƒŭÖóóāŭŭŶŋŶĞāťŽðķĢóóŋĿĿŽłĢŶƘũŋŋĿÖłùťŽðķĢóũāŭŶũŋŋĿŭ̍¦ĞāùŋŋũŭŶŋŶĞāŭŶÖŶĢŋłÖũāŭāóŽũāŶŋÖķķŋƒóŋłŶũŋķŋĕƒĞŋāłŶāũŭðāƘŋłùŶĞāķŋððƘ̍¦ĞāũāóāťŶĢŋłƒĢłùŋƒ̇ƒĞĢķāťũŋŶāóŶāùðƘðÖķķĢŭŶĢóũāŭĢŭŶÖłŶóŋłŭŶũŽóŶĢŋł̇ĞÖŭÖƒāķóŋĿĢłėĕũŋłŶóŋŽłŶāũĕŋũťŽðķĢóƑĢŭĢŶŋũŭ̍¦ĞāũāĢŭÖķŭŋÖŭĢùāŭāóŋłùÖũƘóŋŽłŶāũŶŋðāÖðķāŶŋŭāťÖũÖŶāŭāłŭĢŶĢƑāŭĢŶŽÖŶĢŋłŭĕũŋĿŶĞāťŽðķĢó̇ŭŽóĞÖŭũāėĢŭŶāũāùŋƦāłùāũŭũāťŋũŶĢłėŶŋŶĞāŭŶÖŶĢŋł̍RłŶāũƑĢāƒũŋŋĿŭƪÖłĴŶĞāķŋððƘŶŋÖķķŋƒŋƧóāũŭŶŋāŭóŋũŶŭŋĿāŋłāĢłŶŋŶĞāĢłŶāũƑĢāƒũŋŋĿĕũŋĿŶĞāķŋððƘ̍¦ĞāĢłŶāũƑĢāƒũŋŋĿŭÖķŭŋĞÖƑāÖŭāóŽũāùŋŋũāłŶāũĢłėĢłŶŋŶĞāŭŶÖŶĢŋłŶĞÖŶÖķķŋƒŭŶĞāŋƧóāũŶŋðũĢłėÖłĢłŶāũƑĢāƒāāŶĞũŽŶĞāðÖóĴùŋŋũŶŋŶĞāŭŶÖŶĢŋłĕŋũðŋŋĴĢłėƒĢŶĞŋŽŶťÖŭŭĢłėŶĞũŽŶĞāķŋððƘ̍PUBLIC PLAZARECORDSCOMMUNITY ROOMRECEPTIONLOBBYRESTROOMSSECONDARYWINDOWSTAIRSARYPRIMARY WINDOWINTERVIEWINTERVIEWSTATION INTERIORSECURE PARKINGGEAR STORAGEBRIEFINGREPORT WRITINGARMORYSTATIONINVISIBLE TEXTPATROL ADJACENCY FLOWdÖƘŋŽŶŋĕŶĞāťŋķĢóāŭŶÖŶĢŋłŭĞŋŽķùťũŋƑĢùāÖĕŋũŶĞāŋťāũÖŶĢŋłÖķƪŋƒŋĕťÖŶũŋķŋƧóāũŭÖŶŶĞāðāėĢłłĢłėŋĕŶĞāŭĞĢĕŶĕũŋĿŶĞāðũĢāƩłėũŋŋĿŶŋŶĞāťÖŶũŋķóÖũŭĢłŶĞāŭāóŽũāùťÖũĴĢłėÖũāÖ̍¦ĞĢŭťÖŶĞŭĞŋŽķùĢłóķŽùāťÖŭŭĢłėðƘŶĞāÖũĿŋũƘÖłùėāÖũŭŶŋũÖėā̍¦ĞāũāťŋũŶƒũĢŶĢłėÖũāÖŭĞŋŽķùðāÖķŋłėŶĞĢŭťÖŶĞłāÖũŶĞāāƗĢŶŶŋŶĞāŭāóŽũāťÖũĴĢłėÖŭŋƧóāŭũāŶŽũłĕũŋĿŶĞāĢũťÖŶũŋķÖłùóŋĿťķāŶāÖłùƩķāƒũĢŶŶāłũāťŋũŶŭ̍ ŋùƘóÖĿāũÖŽťķŋÖùÖłùóĞÖũėĢłėŭŶÖŶĢŋłŭŭĞŋŽķùðāÖķŋłėŶĞĢŭťÖŶĞĢłÖŭāóŽũāùÖũāÖ̍SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT6364| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 236 of 712
SALLY PORTSTAIRSADMINLOCKERSWORKOUTINVEST.EQCSTAIRS/ELEVATOREVIDENCEPATROLPARKINGPARKINGPARKINGINVESTIGATIONSBRIEFINGPASS THRU LOCKERSPROPERTY CLERKELEV.BOOKING & PROCESSINGELEV.TO EXTERIORSECURE PARKINGEVIDENCE STORAGEEVIDENCE RETURNEVIDENCE ADJACENCY FLOW STACKING FLOW¦ĞāāƑĢùāłóāŭŶŋũÖėāŭĞÖķķðāķŋóÖŶāùŶŋťũŋƑĢùāÖłāƧóĢāłŶťÖŶĞŋĕŶũÖƑāķĕŋũŶĞāũāŶŽũłĢłėŋƧóāũŶŋũāŶŽũłĕũŋĿŶĞāŭāóŽũāùťÖũĴĢłėƒĢŶĞĿĢłĢĿÖķťÖŭŭÖėāŶĞũŋŽėĞŶĞāŭŶÖŶĢŋłŶŋŶĞāāƑĢùāłóāťũŋóāŭŭĢłėũŋŋĿ̍¦ĞāzƧóāũĿÖĢłŶÖĢłŭťŋŭŭāŭŭĢŋłŋĕŶĞāāƑĢùāłóāÖłùŶĞāł̦ðÖėŭÖłùŶÖėŭ̧ŶĞāāƑĢùāłóāÖŶÖƒŋũĴóŋŽłŶāũÖłùŶĞāłťķÖóāŭĢŶāĿŭĢłŶĞāŭāóŽũāťÖŭŭ̟ŶĞũŋŽėĞķŋóĴāũŭŶŋðāũāóāĢƑāùðƘŶĞāāƑĢùāłóāŶāóĞ̍¦ĞĢŭťũŋóāŭŭĿÖĢłŶÖĢłŭŶĞāóĞÖĢłŋĕóŽŭŶŋùƘ̍ťŋłóŋĿťķāŶĢŋłŋĕÖóÖŭāŶĞāāƑĢùāłóāŶāóĞĿÖƘðāũāŶŽũłĢłėāƑĢùāłóāŶŋÖłĢłùĢƑĢùŽÖķ̍łāƑĢùāłóāũāŶŽũłũŋŋĿƒĢŶĞťÖŭŭ̟ŶĞũŋŽėĞķŋóĴāũĢŭķŋóÖŶāùÖłùŶĞāėũŋŽłùƪŋŋũĕŋũŭÖĕāŶũÖłŭĕāũŭ̍¦ĞāāķāƑÖŶŋũĢŭÖŭĞŋũŶťÖŶĞĕũŋĿŶĞāāƑĢùāłóāŭŶŋũÖėā̇ŶŋĕÖóĢķĢŶÖŶāĢłŶÖĴāÖłùťũŋóāŭŭĢłėŋĕĞāÖƑƘĢŶāĿŭŋĕāƑĢùāłóā̍¦ĞāťŋķĢóāŭŶÖŶĢŋłŋłÖŭĿÖķķŭĢŶāĿŽŭŶðāĿŽķŶĢŭŶŋũƘ̍'āťÖũŶĿāłŶŭƒāũāĢùāłŶĢƩāùðƘĕŽłóŶĢŋłĕŋũŶĞāÖťťũŋťũĢÖŶāķāƑāķŭ̆ • ÖŭāĿāłŶ̆ÖķķƘŋũŶ̇'āŶāłŶĢŋł̇dŋóĴāũŋŋĿŭÖłù1ĿāũėāłóƘOperations Center •FũŋŽłùDķŋŋũ̆dŋððƘ̇āóŋũùŭ̇!ŋĿĿŽłĢŶƘŋŋĿ̇ŽðķĢóāŭŶũŋŋĿŭ̇ ũĢāƩłė̇1ƗāũóĢŭā̇ÖŶũŋķ̇ũĿŋũƘ̇1ƑĢùāłóāāŶŽũł •āóŋłùDķŋŋũ̆RłƑāŭŶĢėÖŶĢŋłŭ̇1ƑĢùāłóā̇D¦Öłù¦ũÖƧó •¦ĞĢũùDķŋŋũ̆ùĿĢłĢŭŶũÖŶĢŋł̇ ũāÖĴũāÖ̇pāĢėĞðŋũĞŋŋùzŽŶũāÖóЦĞāƪŋŋũŭÖũāķĢłĴāùƒĢŶĞÖłāķāƑÖŶŋũŶĞÖŶÖķķŋƒŭĕŋũāƑĢùāłóāŶũÖłŭĕāũðāŶƒāāłƪŋŋũŭÖłùĢŭóŋłłāóŶāùƒĢŶĞðũĢùėāŭŶŋŶĞāÖùıÖóāłŶťÖũĴĢłėŭŶũŽóŶŽũā̍SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT6566| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 237 of 712
SUB-SECTIONSPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Double Office SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Work area 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Evidence storage FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Server Room SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Computer Room 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Dispatch Floor FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Static dissipative flooring MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER – UPS AUDIO SYSTEM TASK Dedicated System SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: STANDARD ROOM FORMSSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT67 68| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 238 of 712
SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Evidence Booking and Processing SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Evidence booking & processing for Patrol and Investigation 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Evidence warehouse FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: FRP on walls. Special cleanable acoustic ceiling tiles. Stainless steel countertops. Metal and lockable pass through lockers. Specialized pass through locker system and refrigerator. Specialized pre-booking lockers. MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Supply Storage Room SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Supply Storage 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Office & Evidence Booking-Processing FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT69 70| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 239 of 712
SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Property and Evidence Warehouse SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Long term evidence storage Evidence purging 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE Card key and CCTV all doors SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Property work areas FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Galvanized steel workbench at purging area. Heavy duty metal shelving at high density storage and shelving. Ceiling height to be 14’-0” high minimum. MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: Special power and exhaust systems for evidence storage in freezer and refrigerated units. Special exhaust systems for narcotics and weapons storage. Compressed air at workbench. GENERAL COMMENTS/REMARKS: SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Bicycle Evidence Storage SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Evidence storage 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Evidence warehouse FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Wall mounted bicycle rack system. MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT71 72| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 240 of 712
SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Watch Commander Office SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Work space Small Meeting space 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Report Writing FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING-Bookcase SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Polished concrete floor MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE LED THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Evidence Garage SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Secured storage of vehicular evidence 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE Card key at all doors SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Other garage spaces FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Minimum height of exposed ceiling @ garage is 10’. MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: CCTV at all doors. GENERAL COMMENTS/REMARKS: SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT73 74| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 241 of 712
SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Computer Forensics Room SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Work Space 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Investigation FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER-Floor CERAMIC TILE ONE-WAY RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE LED THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Report Writing SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Work Space 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Watch Commander Office and Booking FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Polished concrete floors MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE LED THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT75 76| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 242 of 712
SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Equipment Storage and Charging Room SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Secured Storage 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Hardened room walls, floor and ceiling. MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE LED THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS SPECIAL REQUIREMENTS: Camera and alarm at doors. Charging stations in cabinets and along countertop and shelving. GENERAL COMMENTS/REMARKS: SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Armory SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Secured Storage 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Hardened room walls, floor and ceiling. Metal gun lockers and safe. Wall mounted gun racks. MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE LED THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS SPECIAL REQUIREMENTS: Camera and alarm at doors GENERAL COMMENTS/REMARKS: SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT77 78| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 243 of 712
SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Quiet Room SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Resting space 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE Privacy lock. Locate in quiet area. SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Acoustical wall covering. MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Patrol Bicycle Storage Room SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Bicycle Patrol Equipment 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE Card Key at all doors SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION On-duty vehicle parking FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Galvanized steel workbench top. MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE LED THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS SPECIAL REQUIREMENTS: Charging of equipment. GENERAL COMMENTS/REMARKS: SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT79 80| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 244 of 712
SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Private Office SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Office 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: Acoustical wall coverings. MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Bunk Room SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Sleeping 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE Locate in a quiet area. Privacy lock SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Other bunk rooms FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE Window for exiting SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: GENERAL COMMENTS/REMARKS: SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT81 82| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 245 of 712
Detailed Space Use Requirements SPACE IDENTIFICATION ROOM NAME: ROOM NUMBER(S): Mobile Command and SWAT Garage SPACE USE PRIMARY ACTIVITIES: SECONDARY ACTIVITIES: UTILIZATION ACCESS SECURITY Secured Equipment and Vehicle Storage 8 HRS / DAY PUBLIC NO LOCK KEYPAD 24 HRS / DAY STAFF KEY LOCK CARD KEY SPECIAL REQUIREMENTS: OTHER SECURE Secured Storage of SWAT Equipment and Armory. Card key at all doors SPACE RELATIONSHIPS ADJACENCIES: FLOOR LEVEL LOCATION ISOLATION Other garages FIRST SOUND: YES NO SECOND VISUAL: YES NO SPECIAL REQUIREMENTS: NO PREFERENCE SPACE CHARACTERISTICS FLOOR FINISH WALL FINISH CEILING FINISH CEILING HEIGHT INTERIOR GLAZING/COVER SOUND/ACOUSTIC TREATMENT SEALED CONCRETE PAINT ACOUSTIC TILE 9’-0’ STANDARD NONE COLOR CONCRETE TACKABLE SURFACE DRY WALL 12’-14’ TINTED WALL INSULATION CARPET CERAMIC TILE EXPOSED OTHER BLINDS CEILING INSULATION CARPET TILE WALLCOVERING SKYLIGHT NO WINDOW INSULATED DOOR RESILIENT WAINSCOT OTHER OTHER: OTHER CERAMIC TILE ONE-WAY GLASS RUBBER DOOR DOOR FINISH CASEWORK FINISH CASEWORK TYPE COUNTERTOPS WOOD PAINT PLASTIC LAMINATE BASE CABINET PLASTIC LAMINATE METAL STAINED PAINTED WOOD UPPER CABINET SOLID PHENOLIC METAL FRAME LAMINATE STAINED WOOD FULL HEIGHT CABINET SOLID SURFACE POLYMER DOUBLE SOLID PHENOLIC PANTRY HEIGHT FULL LITE WARDROBE DEPTH HALF LITE EXPOSED SHELVING SIDE LIGHT LOCK OTHER BUILT-IN SYSTEM FURNISHING SPECIAL REQUIREMENTS: MECHANICAL AND ELECTRICAL REQUIREMENTS LIGHTING HVAC PLUMBING ELECTRICAL POWER COMMUNICATION NATURAL LIGHT EXHAUST FAN COMPRESSED AIR 120V DEDICATED OUTLET TELEPHONE FLUORESCENT THERMOSTAT GAS EMERGENCY POWER VIDEO/CABLE INCANDESCENT OTHER HOSE BIBB OTHER AUDIO SYSTEM TASK SINK CCTV RECESSED DRINKING FOUNTAIN OTHER: DIMMER OTHER MULTIPLE LEVELS OTHER - LED SPECIAL REQUIREMENTS: Ceiling cord reels for battery charging. Charging of equipment. CCTV @ all doors. GENERAL COMMENTS/REMARKS: SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT83 84| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 246 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT85 86| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanSTANDARD COMPONENT DIAGRAMSADMIN/COMMANDPage 247 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT87 88| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 248 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT89 90| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanADMIN/COMMANDPage 249 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT91 92| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 250 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT93 94| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 251 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT95 96| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 252 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT97 98| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 253 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT99 100| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 254 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT101 102| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 255 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT103 104| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 256 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT105 106| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 257 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT107 108| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanCRIME LABPage 258 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT109 110| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 259 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT111 112| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 260 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT113 114| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanDETENTIONPage 261 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT115 116| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 262 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT117 118| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanEOCPage 263 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT119 120| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanEVIDENCEPage 264 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT121 122| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 265 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT123 124| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 266 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT125 126| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 267 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT127 128| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanINVESTIGATIONPage 268 of 712
SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT129 130| | ũŋėũÖĿāŨŽĢũāĿāłŶŭ ũŋėũÖĿāŨŽĢũāĿāłŶŭMaster PlanMaster PlanPage 269 of 712
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SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT165 166| | ķŶāũłÖŶĢƑāĢŶā1ƑÖķŽÖŶĢŋł ķŶāũłÖŶĢƑāĢŶā1ƑÖķŽÖŶĢŋłMaster PlanMaster PlanSTRENGTHSdÖũėā āłŋŽėĞ ŭĢŶā ĕŋũ ː̟ŭŶŋũƘðŽĢķùĢłėpŋťÖũĴĢłėŭŶũŽóŶŽũāłāāùāù'ŽÖķŭŶũāāŶÖóóāŭŭŶŋŭĢŶā¦ÖłĴDÖũĿŋÖùÖķķŋƒŭÖóóāŭŭŶŋ ũŋÖùŶũāāŶpŋũāŭĢùāłŶĢÖķłāÖũðƘWEAKNESSESdāĕŶŶŽũłŭŋłŋŽŶĞNĢėŽāũÖÖłù¦ÖłĴDÖũĿÖũāùĢƧóŽķŶDÖũŶĞāũĕũŋĿóāłŶāũŋĕŶŋƒłmĢłĢĿĢơāùťŽðķĢóťũāŭāłóā!ĞÖķķāłėĢłėÖóóāŭŭŋł¦ÖłĴDÖũĿŋÖùpŋķāĕŶŶŽũłŋł¦ÖłĴDÖũĿÖƑÖĢķÖðķāOPTION 3HIND/WINDMILL LANE 6(&85,7<*$7(9,6,7253$5.,1*63$&(66(&85(3$5.,1*63$&(6
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SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT167 168| | ķŶāũłÖŶĢƑāĢŶā1ƑÖķŽÖŶĢŋł ķŶāũłÖŶĢƑāĢŶā1ƑÖķŽÖŶĢŋłMaster PlanMaster PlanSTRENGTHSdÖũėā āłŋŽėĞ ŭĢŶā ĕŋũ ː̟ŭŶŋũƘðŽĢķùĢłėpŋťÖũĴĢłėŭŶũŽóŶŽũāłāāùāùùıÖóāłŶ pŋũŶĞðŋŽłù ĕũāāƒÖƘÖóóāŭŭWEAKNESSESDŽũŶĞāũŶũÖƑāķŶŋùŋƒłŶŋƒłÖłù!ÖķŋķƘDŽũŶĞāũùĢŭŶÖłóāŶŋŋŽŶĞðŋŽłùĕũāāƒÖƘÖóóāŭŭdāŭŭƑĢŭĢðķāťŽðķĢóťũāŭāłóāŋŽłùÖðŋŽŶ łŋŶ óŋłùŽóĢƑā ŶŋũāŨŽĢũāùũāŭťŋłŭāŶĢĿāŭdĢĿĢŶāùóŋłłāóŶĢŋłŶŋĿÖĢłÖũŶāũĢÖķũŋÖùŭŽũũŋŽłùāù ðƘ Ö ũāŭĢùāłŶĢÖķłāĢėĞðŋũĞŋŋùŋķĢóāŭĢũāłŭĿÖƘðāŽłùāŭĢũÖðķāŶŋũāŭĢùāłóāŭOPTION 4PRADO ROAD9,6,7253$5.,1*63$&(6
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SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT169 170| | ķŶāũłÖŶĢƑāĢŶā1ƑÖķŽÖŶĢŋł ķŶāũłÖŶĢƑāĢŶā1ƑÖķŽÖŶĢŋłMaster PlanMaster PlanSTRENGTHSdÖũėā āłŋŽėĞ ŭĢŶā ĕŋũ ː̟ŭŶŋũƘðŽĢķùĢłėpŋťÖũĴĢłėŭŶũŽóŶŽũāłāāùāùpāÖũÖóóāŭŭŶŋNĢėЃÖƘːˏːWEAKNESSES'ũĢƑāŶĞũŋŽėĞŭĞŋťťĢłėÖũāÖŶŋũŋÖùƒÖƘÁāũƘťŽðķĢóƑĢŭĢðĢķĢŶƘ!ĢũóŽķÖŶĢŋłĞÖŭŶũÖƧóóŋłėāŭŶĢŋłĢŭŭŽāŭāóŽũĢŶƘóŋłóāũłŭ̒ÖùùāùŭāóŽũĢŶƘƒĢķķðāłāāùāùłùāŭĢũÖðķāĕŋũłāÖũðƘũāŶÖĢķłùāũùāƑāķŋťĿāłŶðƘŋŶĞāũŭOPTION 5MADONNA ROAD/HIGHWAY 1016(&85,7<*$7( 6(&85,7<*$7(6(&21'/(9(/ '$6+(' 9,6,7253$5.,1*63$&(66(&85(3$5.,1*63$&(6
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SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT171 172| | ķŶāũłÖŶĢƑāĢŶā1ƑÖķŽÖŶĢŋł ķŶāũłÖŶĢƑāĢŶā1ƑÖķŽÖŶĢŋłMaster PlanMaster PlanSITE EVALUATION FINDINGS ÖŭāùŋłāƗÖĿĢłÖŶĢŋłÖłùāƑÖķŽÖŶĢŋłŋĕťŋŶāłŶĢÖķÖķŶāũłÖŶĢƑāķŋóÖŶĢŋłŭĢùāłŶĢƩāùðƘ!ĢŶƘŭŶÖƦ̇ŶĞāāƗĢŭŶĢłėÂÖķłŽŶŶũāāŶŭĢŶāƒÖŭùāŶāũĿĢłāùŶŋðāŶĞāĿŋŭŶŭŽĢŶÖðķāķŋóÖŶĢŋłĕŋũÖłāƒ̇ũāťķÖóāĿāłŶŭŶÖŶĢŋłùŽāŶŋ̆¦ĞŋŽėĞŶĞāŭĢŶā̪ŭŶŋťŋėũÖťĞƘƑÖũĢāŭ̇ŶĞāŭĢơāŋĕŶĞāŭĢŶāĢŭÖùāŨŽÖŶāŶŋĿāāŶŶĞāðŽĢķùĢłėÖłùŭĢŶāťũŋėũÖĿũāŨŽĢũāĿāłŶŭ̍ùıÖóāłŶťÖũóāķŭÖũāťũāùŋĿĢłÖłŶķƘóŋĿĿāũóĢÖķÖłùłŋł̟ũāŭĢùāłŶĢÖķŽŭāŭŶŋĿĢłĢĿĢơāťŋŶāłŶĢÖķóŋłƪĢóŶŭƒĢŶĞĢłÖĿŋũāũāŭĢùāłŶĢÖķŭāŶŶĢłė̒¦ĞāŭĢŶāĞÖŭðāāłťũāƑĢŋŽŭķƘùāƑāķŋťāùÖłùÖƑŋĢùŭŽŶĢķĢơĢłėóŽũũāłŶķƘŽłùāƑāķŋťāùķÖłù̍!ŋłłāóŶĢŋłŶŋŽŶĢķĢŶĢāŭÖłù!ĢŶƘŭāũƑĢóāķĢłāŭÖũāÖķũāÖùƘŋł̟ŭĢŶāŋũÖóóāŭŭĢðķā̍DũāāƒÖƘÖóóāŭŭŶŋNĢėЃÖƘːˏːÖłùŶÖŶāNĢėЃÖƘːŶŋāƗťāùĢŶāũāŭťŋłŭāŶŋÖķķťÖũŶŭŋĕŶĞā!ĢŶƘ̍¦ĞāķŋóÖŶĢŋłĢŭóāłŶũÖķŶŋĞĢėĞóÖķķƑŋķŽĿāÖũāÖŭŭŽóĞÖŭùŋƒłŶŋƒłÖłù!ÖķŋķƘ̒ÖłùóŋłƑāłĢāłŶķŋóÖŶĢŋłÖŶŶĞāāùėāŋĕùŋƒłŶŋƒł̪ŭƒĢŶĞāÖŭƘÖóóāŭŭŶŋĿÖıŋũðŽŭĢłāŭŭÖłùóŋĿĿāũóĢÖķłāĢėĞðŋũĞŋŋùŭÖłùťŽðķĢóĕÖóĢķĢŶĢāŭ̍Page 290 of 712
SAN LUIS OBISPO POLICE DEPARTMENT174| !ŋłóāťŶŽÖķĢŶā'āŭĢėłŭMaster PlanCONCEPTUAL SITE DESIGNSPage 291 of 712
SAN LUIS OBISPO POLICE DEPARTMENT175 | !ŋłóāťŶŽÖķĢŶā'āŭĢėłŭ Master Plan234235238230236229HWY 101WALNUTSANTA ROSARAMP DOWNTO SECURE SURFACEPARKINGRAMP DOWNTO COVERED PARKINGPLAZASIGNGATEPOLICE DEPARTMENT BUILDINGPARKING STRUCTURESTAIRSTAIRPUBLIC PARKING(6 SPACES)PARKING STRUCTURE +/- 160 SPACESSURFACE PARKING +/- 11 SPACESTRASHTRAILER PARKINGBEARCAT2A7.1PEDESTRIAN BRIDGE CONNECTION1A7.1BIKE STORAGESITE PLANS SEPARATE PARKING STRUCTURESAN LUIS OBISPO POLICE DEPARTMENTMaster Plan176| !ŋłóāťŶŽÖķĢŶā'āŭĢėłŭPage 292 of 712
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APPENDIXCITY FACILITIES MASTER PLAN OCTOBER 1988POLICE FACILITIES MASTER PLAN JANUARY 2003CITY GATE STUDY AUGUST 2017SAN LUIS OBISPO POLICE DEPARTMENT190| ťťāłùĢƗMaster PlanPage 297 of 712
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Table of Contents | i Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA TABLE OF CONTENTS Section Page Executive Summary .......................................................................................................................1 Policy Choices Framework ..................................................................................................................... 1 Seven Themes That Shape the San Luis Obispo Police Department: Its Challenges Going Forward .... 3 Citygate’s Overall Observations of the State of the City’s Police Department ...................................... 4 Summary of the City’s Crime Picture .................................................................................................... 7 Response Times ...................................................................................................................................... 9 The 20/20/20 Rule ................................................................................................................................ 11 Workload Analysis Overview .............................................................................................................. 12 Police Staffing Needs and Development Considerations Over Time ................................................... 12 Next Steps............................................................................................................................................. 14 Short-Term ............................................................................................................................... 14 Long-Term ............................................................................................................................... 15 Complete List of Findings and Recommendations ............................................................................... 15 Section 1²Introduction ..............................................................................................................29 1.1 Report Organization ................................................................................................................. 29 1.2 Department Background .......................................................................................................... 30 1.3 Project Scope of Work ............................................................................................................. 33 1.4 Approaches and Techniques Used by Citygate ........................................................................ 34 1.5 Citygate’s Assessment Factors................................................................................................. 34 1.6 Advice to the Reader: How Best to Handle Peer Review ........................................................ 35 1.7 The Story and the Good News ................................................................................................. 35 Section 2²What Citygate Heard and Observed During the Interview Process ...................37 Section 3²Calls for Service and Crime Data ...........................................................................43 3.1 Demands for Service ................................................................................................................ 43 3.1.1 Officer Activity ........................................................................................................ 43 3.1.2 Calls for Service ....................................................................................................... 44 3.1.3 Administrative Calls ................................................................................................ 46 3.1.4 Call Volume by Day of Week .................................................................................. 46 3.1.5 Temporal Charting Introduction .............................................................................. 47 3.1.6 Single-Unit Responses ............................................................................................. 49 3.1.7 Multiple-Unit Responses ......................................................................................... 50 3.1.8 Demands for Service Summary ............................................................................... 51 3.2 San Luis Obispo’s Crime Picture ............................................................................................. 52 3.2.1 Crime Summary ....................................................................................................... 54 Section 4²Response Time Data .................................................................................................57 4.1 Response Time Analysis .......................................................................................................... 59 4.1.1 Single-Unit Responses ............................................................................................. 60 4.1.2 Multiple-Unit Responses ......................................................................................... 63 4.2 Response Time Summary ........................................................................................................ 6 5 ii | Table of Contents Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Section 5²Workload Analysis ...................................................................................................67 5.1 Examining Calls for Service by Frequency and Priority .......................................................... 67 5.1.1 Multiple-Unit Responses ......................................................................................... 69 5.1.2 Multiple-Unit Responses by Priority ....................................................................... 70 5.1.3 Single-Unit Responses ............................................................................................. 74 5.1.4 Single-Unit Responses by Priority ........................................................................... 75 5.1.5 Call Saturation Summary ......................................................................................... 77 5.2 IACP 20/20/20 Model – Workload Distribution ...................................................................... 77 5.3 Associated Workload Factors .................................................................................................. 7 9 5.3.1 Establishment of Performance Objectives ............................................................... 79 5.3.2 Provision of Staffing Estimates................................................................................ 79 Section 6²Operations Bureau Review ......................................................................................81 6.1 Patrol ........................................................................................................................................ 81 6.1.1 Dayshift Patrol ......................................................................................................... 81 6.1.2 Nightshift Patrol ....................................................................................................... 89 6.1.3 Bicycle ..................................................................................................................... 91 6.1.4 Use of Community Services Officers ...................................................................... 92 6.1.5 Neighborhood Outreach ........................................................................................... 94 Section 7²Administrative Bureau Review ...............................................................................99 7.1 Administrative/Investigations Lieutenant ................................................................................ 99 7.1.1 Internal Affairs ......................................................................................................... 99 7.1.2 Investigations ......................................................................................................... 101 7.2 Communications and Records ............................................................................................... 105 7.2.1 Communications/9-1-1 .......................................................................................... 105 7.2.2 Records .................................................................................................................. 119 Section 8²Economic Development Considerations ...............................................................137 8.1 Growth and Development ...................................................................................................... 137 8.1.1 Near Term Police Staffing Projections Based on Existing Service Gaps and Population Growth Rates ....................................................................................... 141 Section 9²Next Steps ................................................................................................................145 9.1 Short-Term ............................................................................................................................. 145 9.2 Long-Term ............................................................................................................................. 146 Appendix A²Workload Time Allocation ± Limited Time Frame .......................................147 Appendix B²Growth Projection References .........................................................................151 Summary of 2014 Residential Land Use Element Residential Growth .............................................. 153 Residential Unit Growth (as of April 2016) ....................................................................................... 154 Residential Unit 20-Year Growth Projection (as of April 2016) ........................................................ 155 Additional Growth Projection Information ........................................................................................ 156 Appendix C²California Police Chiefs Association Report ± Effects of Proposition 47 on Crime Rates in California ......................................................................................157 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT325 326| | Master PlanMaster PlanPage 365 of 712
Table of Contents | iii Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Table of Tables Table 1—Part 1 Crimes Over Time – 2013–2016 ......................................................................................................... 7 Table 2—90 Percent Response Time Summary – 2011–2016 ...................................................................................... 9 Table 3—Allocation of Patrol Officer Time as Recorded in CAD – 2016 .................................................................. 11 Table 4—Staffing Increases by Full-time Count and Classification ........................................................................... 14 Table 5—Calls for Service by Priority – 2011–2016 .................................................................................................. 45 Table 6—Calls for Service (All Priorities and Responses) – 2011–2016 .................................................................... 48 Table 7—Single-Unit Responses (All Priorities) – 2011–2016 ................................................................................... 49 Table 8—Multiple-Unit Responses (All Priorities) – 2011–2016 ............................................................................... 50 Table 9—90 Percent Response Time Summary – 2011–2016 .................................................................................... 65 Table 10—Service Calls by Hour of the Day and Day of the Week (All Priorities) – 2011–2016 ............................. 68 Table 11—Multiple-Unit Responses (All Priorities) – 2011–2016 ............................................................................. 69 Table 12—Priority 1 Multiple-Unit Responses – 2011–2016 ..................................................................................... 70 Table 13—Priority 2 Multiple-Unit Responses – 2011–2016 ..................................................................................... 71 Table 14—Priority 3 Multiple-Unit Responses – 2011–2016 ..................................................................................... 72 Table 15—Priority 4–9 Multiple-Unit Responses – 2011–2016 ................................................................................. 73 Table 16—Single-Unit Responses (All Priorities) – 2011–2016 ................................................................................. 74 Table 17—Priority 1 and 2 Single-Unit Responses – 2011–2016 ............................................................................... 75 Table 18—Priorities 3–9 Single-Unit Responses – 2011–2016 .................................................................................. 76 Table 19—Allocation of Patrol Officer Time as Recorded in CAD – 2016 ................................................................ 78 Table 20—Staffing Increases by Full-time Count and Classification ....................................................................... 143 Table of Figures Figure 1—Police Department Organization Chart ...................................................................................................... 32 Figure 2—Officer Activity by Incident in CAD – 2011–2016 .................................................................................... 44 Figure 3—Calls for Service by Weekday (All Priorities) – 2011–2016 ...................................................................... 47 Figure 4—Part 1 Property Crimes – Residential, Vehicle, and Commercial – 2013–2016 ......................................... 52 Figure 5—Part 1 Property Crimes – Theft and Theft from Vehicle – 2013–2016 ...................................................... 53 Figure 6—Part 1 Person Crimes – Aggravated Assault – 2013–2016 ......................................................................... 53 Figure 7—Part 1 Person Crimes – Arson, Rape, Robbery, Rape Attempts, and Homicide – 2013–2016 ................... 54 Figure 8—Fractile versus Average Response Time Measurements – EXAMPLE ...................................................... 5 9 Figure 9—Priority 1 Single-Unit Response Time – 2011–2016 .................................................................................. 60 Figure 10—Priority 2 Single-Unit Response Time – 2011–2016 ................................................................................ 61 Figure 11—Priority 3 Single-Unit Response Time – 2011–2016 ................................................................................ 61 Figure 12—Priority 4 Single-Unit Response Time – 2011–2016 ................................................................................ 62 Figure 13—Priorities 5–9 Single-Unit Response Time – 2011–2016 ......................................................................... 62 Figure 14—Second-In Unit Priority 1 Multiple-Unit Response Time – 2011–2016 ................................................... 63 Figure 15—Second-In Unit Priority 2 Multiple-Unit Response Time – 2011–2016 ................................................... 63 Figure 16—Second-In Unit Priority 3 Multiple-Unit Response Time – 2011–2016 ................................................... 64 Figure 17—Second-In Unit Priority 4 Multiple-Unit Response Time – 2011–2016 ................................................... 64 Figure 18—Second-In Unit Priorities 5–9 Multiple-Unit Response Time – 2011–2016 ............................................ 65 Figure 19—Proposed Development Projects in the City ........................................................................................... 138 This page was intentionally left blank SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT327 328| | Master PlanMaster PlanPage 366 of 712
Executive Summary | 1 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA EXECUTIVE SUMMARY The City of San Luis Obispo (City) retained Citygate Associates, LLC to perform a Comprehensive Service Delivery and Staffing Study for the City’s Police Department. The study included reviewing the adequacy of the existing and future deployment systems, scheduling, and staffing. The methodology utilized in the study is discussed in Section 1 of this report. Citygate’s report includes a detailed analysis of the response time, crime, and call data that drives the recommendations for staffing in Patrol, as well as an assessment of the staffing of the support functions in the Department. POLICY CHOICES FRAMEWORK As the City Council understands, there are no mandatory federal or state regulations directing the level of police field service staffing, response times, and outcomes. The International Association of Chiefs of Police (IACP) recommends methods for determining appropriate staffing levels based on local priorities. The National Emergency Number Association (NENA) provides standards for 9-1-1 call answering, and the Association of Public-Safety Communications Officials International (APCO) and the International Academies of Emergency Dispatching (IAED) provide best practices that illuminate staffing needs for the Communications Center that provides dispatch services for both the Police and Fire Departments. Personnel costs are the most significant cost center in any budget. One of the City Council’s greatest challenges is managing the scarce fiscal resources and allocating them across the vast 2 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA One of the City Council’s greatest challenges is managing the scarce fiscal resources and allocating them across the vast needs of municipal government safety operations. The recommendations in this study are made based upon best practices, Citygate experience, and guidelines established by professional industry organizations. The City’s fiscal capabilities must be considered when weighing these recommendations. needs of municipal government safety operations. The recommendations in this study are made based upon best practices, Citygate experience, and guidelines established by professional industry organizations. The City’s fiscal capabilities must be considered when weighing these recommendations. Since there are no law enforcement national standards, the City is well advised to use the advice and counsel of City management and the Police Chief for guidance and to determine where to allocate the scarce fiscal resources to meet the service delivery expectations of the community. San Luis Obispo’s City Council has strived to staff the Police Department to proactive levels that provide adequate time for patrol officers to respond to calls for service while maintaining a safe community environment and engaging in preventative patrol, Community Policing activities, and basic crime prevention. Also, sufficient dispatch personnel are in place to process and dispatch calls for service (both Police and Fire) and meet Fire Department response goals. This report provides recommendations for adjusting the staffing levels in the Police Department and offers alternatives to enhance service delivery by adding civilian positions that can significantly reduce workload of sworn officers that, in turn, creates more preventative and proactive patrol time to increase safety and crime reduction while averting the need for additional sworn officers that come at a significantly higher cost. It also stresses the importance of adding a full-time crime analyst to the Department to increase deployment efficiencies and maximize the crime data tracking, projections, and analysis of crime patterns and locations. The principal reasons for recommending the adjustments are to ensure that the Department continues to meet its service delivery goals, provides for a safe working environment for patrol officers, and uses additional non-sworn staff to support the Department’s Patrol operations. As it relates to increasing the number of sworn officers on Patrol, the choices facing the City are to reassign officers from specialty units, eliminate one or more units, or implement alternative civilian positions that will free up time for existing patrol officers for directed duties where a peace officer is required. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT329 330| | Master PlanMaster PlanPage 367 of 712
Executive Summary | 3 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA SEVEN THEMES THAT SHAPE THE SAN LUIS OBISPO POLICE DEPARTMENT: ITS CHALLENGES GOING FORWARD Within the report, Citygate describes the community realities and complexities that are unique to the City. These unique community characteristics shape the opportunities and constraints that are available to the City and the Police Department. These themes are as follows: Theme One: The City is a desirable place to live, work, and play. It enjoys many of the benefits of a large urban area (e.g., a walkable downtown, numerous restaurants and cultural facilities, a wide variety of retail establishments, open space, the beach, a community college and a state university). Once employees come to work for the Police Department, they tend to want to stay. Theme Two: The Police Department receives a high level of community support. The support is recognized and appreciated by the employees in the Department. Theme Three: California Polytechnic State University (Cal Poly) and Cuesta College, and their surrounding environments, place unique service demands on the Police Department and the community and will continue to do so as Cal Poly fulfills its 20-year plan for growth. Theme Four: The Police Department is located on the Central Coast halfway between Los Angeles and San Francisco. Its locale creates a measure of geographic isolation from larger professional employment candidate pools. Theme Five: Although the City is financially sound, revenue increases will not keep up with expenditure increases. This, combined with increased Public Employees Retirement System (PERS) liabilities, caused the City to implement a fiscal sustainability period. Theme Six: Geographical location, cost of living, and the two-tiered state PERS have impacted the Police Department’s previous long-standing strong position to recruit experienced police officers (lateral transfers). This problem (Tier 2) is likely to self-correct by 2022 based upon turnover and retirements. Theme Seven: The Police Department serves a very diverse land use pattern that, in some locations, is geographically challenged with open spaces, hills, a freeway, and drainages, all of which impact the Department’s response times.1 1 Geographic challenges impacting response times are discussed in the San Luis Obispo Fire Master Plan Update prepared by Citygate Associates, LLC on June 8, 2016 4 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The recommendations in this study should be considered as a continuous quality improvement tune-up that can be applied in the biennial budget process. CITYGATE¶S OVERALL OBSERVATIONS OF THE STATE OF THE CITY¶S POLICE DEPARTMENT The greatest challenge for elected officials is to continually balance the financial capabilities and competing demands of the municipality with the staffing needs for not only public safety service delivery, but all municipal services. To weigh these decisions, Citygate presents to the City Council an analysis of the existing staffing of the Department, the performance measures that are or should be in place, and industry best practices. Citygate places a high emphasis on response times to emergency calls, criminal activity, proactive/preventative patrol time, and officer safety. All of these will help inform and lend credence to the decision-making necessary to determine how to staff police services. The recommendations in this study should be considered as a continuous quality improvement tune-up that can be applied in the biennial budget process. The San Luis Obispo City Council and this community have every reason to be proud of its Police Department. In Citygate’s opinion, as well as the opinion of many people interviewed for this report, the Police Chief and the Command staff were identified as a key strength. They were described as being “available” to meet with community groups, actively listening to their concerns, and taking appropriate actions. The Department is regarded as compassionate and caring with a strong and unwavering commitment to the community. As with most organizations that examine performance and staffing, the first opportunity for improvement is to fine-tune existing operations; in the City’s case, that includes existing positions and unfilled budgeted vacancies. This study recommends several areas of data analysis refinement, a reassessment of call priority definitions, enhanced categorization and documentation of adjunct patrol down time, an increase in the number of dispatch personnel, the addition of civilian Community Service Officers (CSOs), and adding a full-time crime analyst. Organizationally, the Department is staffed with highly competent managers and has fostered a culture of service, commitment, and visionary leadership. Technologically, the Department is keeping abreast with trade tools for the field that allow for greater efficiencies and accountability. However, the absence of crime analysis significantly hinders the Department’s ability to garner enhanced strategies and successes in the prevention and detection of criminal activities. Citygate understands that this is being addressed in the upcoming budget process. The Department’s Community Policing efforts are bolstered by community member involvement, the SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT331 332| | Master PlanMaster PlanPage 368 of 712
Executive Summary | 5 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Student Neighborhood Assistance Program (SNAP), Neighborhood Outreach, the Bicycle Unit, and the Special Enforcement Team (SET). Citygate found a strong commitment from all ranks and among the civilian staff to ensure that the Department is successful in meeting its service delivery goals. Citygate’s analysis did not reveal anything that suggests even the slightest undercurrent of inattention on any key policing issues. The City is meeting its calls for service needs, though challenged geographically by current deployment. The Department remains flexible in its staffing adjustment to accommodate the many special events held in the City. However, there are six areas that Citygate draws particular attention to: (1) sufficient staffing to meet the deployment needs; (2) response times for second-in units (backup units) for urgent and emergency calls; (3) 9-1-1 answering and processing times in the Communications Center; (4) need for greater refinement and documentation of workload data; (5) appropriate staffing for non-emergency report calls; and (6) non-existence of a response time goal or standard. When examining workload performance, the actions of the Department must be evaluated against a measurement, a standard, or best practices. Although the Department has previously reported average response times, unlike the Fire Department, it has not adopted response time standards for the most urgent and emergency calls or non-urgent calls for service. This measurement can identify critical shortcomings in deployment. The policy does not necessarily establish the need for more staffing; in fact, it very often reflects the need to reallocate existing deployment due to call saturation and the level of scheduled staffing during busy times. This in no way suggests that the Department’s response times represent a crisis. To the contrary, the fact that there is, in most cases, acceptable proactive time allocation indicates that further examination and system enhancements are needed to allow for a much clearer answer to why the response times are not meeting the City’s standards. Additionally, other staffing impacts on response time can be attributed to personnel scheduled for training time or unavailable due to long-term disabilities, workers’ compensation, or sick leave. Urgent and hot emergency calls most often include calls that require a multiple-unit response (i.e., at least one backup unit). Previous reports of response time averages were void of an examination of the backup units to in-progress calls. As previously mentioned, there are no national standards for police response times. That said, community expectations for emergency response do not distinguish the difference between a firefighter and a police officer responding to their particular type of emergency. When there is an 6 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA emergency call, regardless of whether it is life-threatening, the expectation is that the emergency response will be the most expeditious the community can afford. The workload evaluation is coupled with the response time analysis. The International Association of Chiefs of Police (IACP)-recommended “20/20/20 rule” suggests that for every hour worked in patrol, 20 minutes should be dedicated to each of the following: call response, administrative duties and report writing, and proactive/preventative patrol activities (often referred to as Community Policing). Citygate finds that the current deployed force is at the limits of the 20-minute time allocation for patrol activity, which impacts the ability to spend the necessary time on prevention and administrative duties (which includes report writing). When adding in the response time challenges, it is clear that additional staffing is needed over time as revenues allow. Given the seven sworn officer vacancies, with impending retirements of two to four sworn personnel in the next year, filling these vacancies must take priority before a case can be made for full-time equivalent additions of sworn officers. Citygate’s recommended staffing increases start with filling and fielding the existing vacancies of sworn officers and communications technicians. These, combined with the CSOs, will address much of the current workload saturation in the Department. However, there is insufficient data at this time to mathematically determine a specific response time reduction. The current sworn staffing is adequate for the immediate Patrol needs once the vacant positions are filled and CSOs are added. This will allow more proactive and preventative time and will minimize sworn officer’s performing duties that do not require a peace officer’s presence. Additionally, the CSO positions can serve as an attraction and entry level for youth seeking a career with the City and a stepping-stone to other positions, including police officer. Citygate’s recommendation to fund a full-time crime analyst to the Department will increase deployment efficiencies and maximize the crime data tracking, projections, and analysis of crime patterns and locations. It is Citygate’s opinion that by adding the staffing recommended herein and implementing several policy and system tracking tools, a more definitive picture of what is driving the slower response times will become very clear. While overall violent crime has trended slightly down, the Department has been handling increases in calls for service, property crimes, homeless related activity, and alcohol-related incidents. Moving forward, balancing the increased demands for service will require adaptive staffing and call distribution to spread non-emergency report calls to civilian personnel while leaving the crime fighting and emergency response to the sworn officers. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT333 334| | Master PlanMaster PlanPage 369 of 712
Executive Summary | 7 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Throughout this report, Citygate makes key findings, and, where appropriate, specific action item recommendations. Overall, there are 45 key findings and 47 specific action item recommendations. SUMMARY OF THE CITY¶S CRIME PICTURE An overview of Part 1 crime data from 2013 to 2016 is presented in the following table. Additional Part 1 crime charts are provided in Section 3. Table 1²Part 1 Crimes Over Time ± 2013±2016 Type of Crime 2013 2014 2015 2016 Average Difference from Average 2013 2014 2015 2016 Property Crimes Residential Burglary 249 140 169 160 180 70 -40 -11 -20 Stolen Vehicle 63 71 98 99 83 -20 -12 15 16 Commercial Burglary 79 66 76 92 78 1 -12 -2 14 Theft 1,046 874 1,058 1,057 1,009 37 -135 49 48 Theft from Vehicle 338 288 443 669 435 -97 -147 9 235 Person Crimes Aggravated Assault 101 168 146 120 134 -33 34 12 -14 Arson 44 17 44 26 33 11 -16 11 -7 Rape 31 44 32 39 37 -6 8 -5 3 Robbery 26 25 13 21 21 5 4 -8 0 Rape Attempt 6 3 5 2 4 2 -1 1 -2 Homicide 0 0 0 0 0 0 0 0 0 The City’s crime data is consistent with crime trends from other jurisdictions across California. Property crimes are increasing significantly. This corresponds to the reduction of penalties and likelihood of prosecution for these crime types. Not only have penalties for theft convictions been reduced, the threshold for a theft to be prosecuted as a felony has been increased. Thefts of property valued under $950 are generally treated as a misdemeanor; this was increased from $400 (there are a few exemptions, including firearms of any value). Criminals are responding to the changes in these laws, and the number and frequency of thefts are burgeoning across the state. The City’s crime data also shows a decrease in the number of residential burglaries. This could be attributed to the penalties associated with this crime type. Residential burglary is still 8 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA prosecuted as a strike felony in the State of California. The penalties for this crime type can be substantially more severe than for misdemeanor theft. Overall, this latest crime data indicates that the Police Department, in collaboration with the community, has done an outstanding job in minimizing crime, especially given the slow economic rebound of the economy. There are many factors that contribute to crime rates, including economics, proactive/preventative policing, omnipresence, community involvement, and employment. The City’s crime statistics are encouraging, but cannot and should not lull the City into believing that staffing and performance decisions can be made with just this limited picture. Community expectations, sense of safety (quality of life), emergency response times, and confidence in the Police Department all factor into these decisions. Additionally, criminal conduct is not confined by boundaries. In other words, criminals do not concern themselves with their crime target by geographical boundaries such as city limits or county lines. Criminal activity spills across jurisdictional boundaries and can have a significant effect on the criminal activity in the Department’s jurisdiction. Factors well beyond the control of the City will have a direct impact on the emerging crime trends. The California Prison Realignment (AB 109) and recently passed Proposition 572 will likely spawn increased criminal activity throughout the State of California. The Prison Realignment is noted by most law enforcement professionals as being the single greatest factor in the dramatic increase in property crimes. No one knows yet what the possible impact of Proposition 57 will be, but it will allow even more convicted criminals to seek early release from prison. Additionally, other City services will likely be impacted by these measures. The released inmates will likely need assistance, either through government programs or charitable organizations, to assist them as they attempt to reintegrate into society. Many may end up homeless, exacerbating the homeless/transient issues already affecting the City. Additionally, California voters have recently approved the recreational use of marijuana. This will undoubtedly create more work for the Police Department. Issues such as Driving Under the Influence, public intoxication, grow enforcement, sales enforcement, possession by minors, sales to minors, and many others will impact the Police Department. Areas of the country where recreational use is already legal have noted sharp increases in many crime types. The exact impact it will have on the City is yet to be known. The City has yet to adopt measures to address the potential regulation of recreational marijuana use/sales/cultivation within the City. 2 Proposition 57 increased parole chances for felons convicted of nonviolent crimes and gave them more opportunities to earn credits for good behavior. It also allowed judges, not prosecutors, to decide whether to try certain juveniles as adults in court. Using numbers from early 2016, there were about 25,000 nonviolent state felons that could seek early release and parole under Proposition 57. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT335 336| | Master PlanMaster PlanPage 370 of 712
Executive Summary | 9 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The time available to police officers for crime fighting is impacted by the Department’s calls for service demands of 21,301 calls per year (as discussed in Section 3), as well as the response time data summarized below. RESPONSE TIMES Nationally, law enforcement agencies are adopting the more accurate reporting of response times, moving away from an average of the time and reporting the 90 percent arrival time. See Section 4 for a discussion of the consequences of relying on average response times. The Department and City do not have a standard on response times for the most urgent police emergency calls. Anecdotally, however, the Fire Department response time standard is 7 minutes3 (90 percent of the time) from dispatch to arrival. This would appear to be a reasonable time standard as the public’s expectation for emergency response for fire emergencies carries the same criticality as police emergencies. The following table presents the response times for single-unit and multiple-unit responses across all priority calls. The higher the priority number, the less critical the demand for immediate service or seriousness. These are the response times achieved for 90 percent of calls for service. Table 2²90 Percent Response Time Summary ± 2011±2016 90% Response Times (Minutes) Single-Unit Multiple-Unit (Second-In Unit) Priority 1 25.7 22.9 Priority 2 29.0 19.8 Priority 3 26.4 23.6 Priority 4 32.7 28.9 Priority 5±9 31.4 31.9 Multiple-unit calls for service on Priority 1 and 2 calls represent emergency, critical, or life-threatening calls for service. They require two or more officers, since best practices dictate that an officer should not engage on the call until the second unit (backup) arrives. This is critical to officer safety and to prevent the escalation of a call when only one officer is on scene. Citygate’s 3 Seven-minute response time for Fire Department emergencies (Code 3) is based on 1-minute call processing, 2-minute “turn-out,” and 4-minute travel time. (Established by City Council adopted policy) 10 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Citygate recommends that a response time goal be established that considers the City’s geographical constraints, officer and citizen safety, and fiscal capabilities. response time analysis for multiple-unit calls measures the time a second unit arrives at the scene. Lower priority calls may dictate a need for more than one officer to facilitate duties beyond the capabilities of one officer. For example, a multiple-unit response can be needed at the scene of a car accident where the assigned officer is tending to the needs of the investigation and the second officer is needed for traffic control. In San Luis Obispo, many factors contribute to the multiple-unit response times being lower than single-unit response times: Location: Due to the density of calls for service in the downtown area and the concentration of police officers in that area, more units are available to respond downtown. Frequency and time of week: More calls for service require a multiple-unit response as opposed to a single-unit response (58 percent of all calls for service in the City required at least two responding units). More multiple-unit calls also occur during nights and weekends, when the most officers are available to respond. Number of responding units: A multiple-unit call may be dispatched to more than two units. Since multiple-unit response time is measured at the time a second unit arrives on scene, more responding units provide a greater chance of at least two units arriving more quickly. This is contrasted with a single-unit response in which only one unit is dispatched to respond. Urgency: Multiple-unit calls for service are typically more urgent than single-unit responses and pose a greater risk to officers, and thus often receive the fastest possible response. Other factors: Factors such as proximity of responding units; traffic; road conditions; and whether the responding units are cars, motorcycles, or bicycles can all impact response times. The City’s response time for Priority 1 and 2 calls, second-in units is 22.9 and 19.8 minutes respectively, 90 percent of the time. Citygate recommends that a response time goal be established that considers the City’s geographical constraints, officer and citizen safety, and fiscal capabilities. The combination of Citygate’s recommendations to add CSOs to increase SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT337 338| | Master PlanMaster PlanPage 371 of 712
Executive Summary | 11 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA availability of officers, enhance documentation of committed time to better analyze availability, and filling the existing seven positions in Patrol are critical to improving response times. THE 20/20/20 RULE The International Association of Chiefs of Police (IACP) recommendations and industry best practices evaluate law enforcement workload and staffing in part using the 20/20/20 standard for patrol resource allocation. Preventative and proactive patrol is foundational to safe communities and quality of life issues in communities. By this standard, officers need at least 20 minutes per hour to have sufficient time available to solve problems and prevent or reduce future calls for services. The remaining portion of an hour is divided into two 20-minute blocks for administrative time and calls for service.The City’s actual allocation of patrol officer time is shown in the following table: Table 3²Allocation of Patrol Officer Time as Recorded in CAD ± 2016 (Of 214 Days) Calls for Service Time Proactive Preventative Time Admin Time Total Time IACP Recommendations 0:20:00 0:20:00 0:20:00 1:00:00 Time Consumed 0:18:15 0:06:52 0:17:05 0:42:11 Available Time 0:01:45 0:13:08 0:02:55 0:17:49 The top row in this table represents an hour broken into three 20-minute categories. The second row represents the actual committed time as reported by the Department in each category. Subtracting the second row from the first row demonstrates the net amount of the hour that is undocumented. Slightly less than one-third of every hour (17:49) is undocumented time in CAD, and a very small amount of time is being committed to proactive time; only 6:52 out of every hour is being logged as preventative and proactive patrol time. The changes necessary to ensure that the 20/20/20 rule is being met will require additional documentation, supervisory oversight, and management support to ensure that the changes garner the needed data for sound staffing and deployment decisions. These efforts will bring about stronger community safety, reduced crime, and ultimately, an improved quality of life in the City. 12 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA WORKLOAD ANALYSIS OVERVIEW The saturation of calls that occur by day of week and hour of day is important in analyzing workload. This type of examination is also used when the Department is above minimum staffing to compare proposed shift scheduling to calls for service and peak times. The visualization provided in the temporal charts in Section 5.1 shows the calls for service volume across all priorities by hour of the day and day of the week, combining both single- and multiple-unit responses. There are two very clear patterns evident: Monday through Friday from 9 am to 6 pm, and Friday and Saturday evenings from 10 pm to 3 am are the heaviest in calls for service.POLICE STAFFING NEEDS AND DEVELOPMENT CONSIDERATIONS OVER TIME San Luis Obispo before, during, and since the recession has experienced modest growth, with no explosive growth increases. The City’s growth rate from 2015 to 2016 was just 0.9 percent, or 426 additional residents. Current City Planning data is divided into near term projects that are under active review and development processing. The other development proposals are long-term projects seeking entitlements and financing, with no set year for final approvals. In the near term active projects, there are 1,365 residential units which, at an approximate ratio of 2.2 residents per dwelling unit, is an additional 3,003 residents. The City only grew by 426 new residents last year, and if that remains the annual growth rate, reaching 3,003 new residents will take seven years. This resident calculation does not take into account mobile populations in hotels, tourism, or employment. However, the projections in these other categories are also modest over time. Even if a 3,003 resident increase occurred in a much shorter time period of 3.5 years, a 3,000-person residential increase would not typically cripple a capable suburban city police department. Many agencies try to use a projection analysis that is a ratio of calls for service versus population. This ratio does not estimate severity of different types of calls which impacts the time officers spend to handle the call. Citygate examined calls for service versus population alone in San Luis Obispo, but it is not statistically significant in that this singular measure only explains 16.16 percent of the change in calls for service over time. The remaining 83.84 percent of the changes in incident types are explained by other factors not currently being measured in the City. Thus, the City should not use an assumption that calls for service increase as resident population increases. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT339 340| | Master PlanMaster PlanPage 372 of 712
Executive Summary | 13 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA A variety of other factors could or should be considered as well, when the data is available: Socio-economic conditions Seasonality (particularly for a university community) Volume of code violations Type and nature of arrests Geographic crime density. Given the limited ability to project officer demand, and the modest growth forecast for the next several years, Citygate uses and recommends a workload gap analysis method. The first step in a workload gap analysis is to determine if the current staffing level is providing the desired level of service to the City’s residents. If the desired service level is not being met, the necessary changes and/or staffing increases must be determined as permitted by funding. Once the desired level of service is reached, a baseline for service levels and staffing is established. Then, if one or more factors negatively impact the Department and cause the level of service to erode, the availability of increased funding will determine the City’s ability to add police staff. Throughout this report, Citygate identified service gaps that already exist or are emerging between staffing and desirable service delivery measures. The following table lists needed position recommendations by priority. If funds can be found more quickly, we recommend the City add personnel faster. If funding remains severely constrained, then the service gaps will grow larger to the point where the Department can only handle serious emergencies, and will not be able to provide the proactive Community Policing that it and the community desires. Also, the listing of priorities should not be interpreted to suggest that a lower priority is not needed as severely as a higher priority. These priorities are provided to identify the positions that will have the greatest impact on safety and service delivery. Where multiple positions are listed, the City can consider splitting or mixing new full-time positions by classification based upon the Department’s ability to hire, train, and assimilate multiple positions in the classification. For example, the City could hire two CSOs and two dispatchers, deferring two CSOs until the next funding capability cycle. 14 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Table 4²Staffing Increases by Full-time Count and Classification Function/Unit Position Total FTEs Report Recommendation Priority Office of the Chief Crime Analyst .5* 7, 19, 45 1 Patrol Non-Sworn Technician (Body Worn Camera) 1 10 6 Patrol Community Services Officers 4 13 4 Communications/ 9-1-1 Communications Supervisors 2 23 3 Communications/ 9-1-1 Communications Technicians 2 24 2 Records Records Clerk 1 37 5 Total FTEs Needed 10.5 * The City has funded a part-time crime analyst position. The addition of a .5 FTE is still recommended to make this a full-time position. NEXT STEPS In conclusion, Citygate has identified steps that can be taken by staff to immediately move the Police Department forward. Some of these have already been implemented, either by the Department’s own initiative, or as a result of discussions and examination of the Police Department’s workload, data, and deployment with Citygate in early December 2016:Short-Term Prioritize policy manual update completion with a specified date Adopt policies and procedures for capturing data for: ¾ All committed time for workload and deployment ¾ Calls for service with impact categories for: x Student-related incidents x Licensed alcohol establishments Reassign supervisory duties for report review and approval at sergeant level Fill vacant sworn positions Implement Internal Affairs tracking protocol. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT341 342| | Master PlanMaster PlanPage 373 of 712
Executive Summary | 15 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Long-Term Provide for overlap staffing at all scheduled shift changes Develop CSO job description, recruit, and hire Provide six-month update of workload data, response time impacts, and crime information Fund recommended positions Expand data capture and analysis by zoning type and square footage to provide occupancy use impacts that are articulable for staffing increases. COMPLETE LIST OF FINDINGS AND RECOMMENDATIONS Throughout this report, Citygate makes key findings and specific action-item recommendations. As a reminder, the recommendations in this study should be considered as a continuous quality improvement tune-up that can be applied in the biennial budget process. Overall, there are 45 key findings and 47 specific action item recommendations, listed below in report order for ease of reference: Response Times Finding #1: The Police Department has not established a response time goal. Recommendation #1: Establish attainable response time goals to meet community expectations within the City’s fiscal capabilities. Workload Analysis Finding #2: The Department needs to improve its tracking of time and categorizing of data for field activities. Recommendation #2: Establish additional radio protocols to status and parse patrol officer’s committed time for patrol activities. Operations Bureau Review ± Patrol Finding #3: The Department has difficulty maintaining full staffing, in part, due to historical reliance on its previous success exclusively with lateral hires. The current hiring climate necessitates greater creativity in recruitment and expanding outreach efforts for a cross section of candidates. 16 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #3: Consider the creation of police cadet (or similar term) as an intern classification. This classification differs from an academy cadet and an employee who can perform non-peace-officer and support functions while they complete their in-house training and reduces the costs to the City during their training time. Recommendation #4: Pursue employees from sources other than laterals. While the Student Neighborhood Assistance Program has produced two to three candidates, other entry-level recruitment should be expanded. Laterals are reluctant to leave existing agencies. Department personnel should attend military recruiting fares, advertise on the Department webpage and social media programs, and utilize industry-recognized portals such as California Peace Officers Association and California Police Chiefs Association as places to advertise current job opportunities. Finding #4: Dayshift sergeants are not currently reviewing officer reports. Recommendation #5: Sergeants across all shifts should be the primary approver of officers’ reports. It will give the sergeants valuable insight as to the abilities of their officers. It will help the sergeants write more accurate employee evaluations. It will help the sergeants to mentor and train the officers on their writing and investigative skills. Finding #5: Dayshift sergeants’ administrative responsibilities prevent them from spending essential time in the field with shift officers. Recommendation #6: Define the sergeants’ responsibilities with an emphasis on being available to assist and observe their officers in the field. Minimize extra duties to ensure the sergeants are in the field more often. Finding #6: The officers would greatly benefit from a crime analyst that could help them quickly reacquaint themselves with crime targeting efforts after four days away. Recommendation #7: Add a full-time crime analyst to the Police Department. This will help officers and detectives utilize their time more efficiently (also mentioned in Section 7.1.2²Investigations and Section 7.2.2²Records). (Add 1 FTE Crime Analyst) SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT343 344| | Master PlanMaster PlanPage 374 of 712
Executive Summary | 17 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #7: The Department’s policy manual is out of date creating inconsistencies amongst supervisors regarding workflow and responsibility. Recommendation #8: Prioritize the policy manual updates with a target completion date. Given that the Department is aware that the policy manual is out of date, it would be prudent to ensure all employees are aware of the most critical policy updates and provide a date certain for the manual to be updated. Finding #8: The Community Action Team processes, by their very nature, are time-consuming, keeping the officers unavailable to assist in Patrol for large periods of their shift. Recommendation #9: Evaluate the success of the Community Action Team program and determine if other entities could assist with some of the administrative tasks needed to provide help to those that need it most. Consider personnel from other City departments or charitable organizations to assist in this area. Finding #9: The responsibilities of managing the video data for the Body Worn Cameras (BWCs) are extensive and exceed the capacity of the assigned technician to keep current primary job responsibilities while maintaining the duties of BWC data management and storage. Recommendation #10: Ensure there is sufficient equipment to provide each uniformed officer with a Body Worn Camera. The tasks of maintaining equipment, storing data, and retrieving data need to be assigned to one person. There should be no ambiguity as to the responsibilities of this program, which will consume a significant amount of time. These responsibilities cannot simply be placed on anyone already impacted with other duties, such as the non-sworn staff which is already encumbered with existing duties. Addition of one non-sworn staff member is needed to accommodate this responsibility, and to reduce other responsibilities for the over-worked non-sworn staff. (Add 1 FTE Non-Sworn Technician) 18 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #10: The Traffic Unit appears to be operating very well; however, staffing shortages in Patrol often necessitate reassigning Traffic Unit personnel to cover Patrol shortages. Recommendation #11: Proper staffing in Patrol, and the addition of Community Services Officers (CSOs), will eliminate the need to reassign Traffic Unit personnel to cover Patrol shortages. Finding #11: Officer scheduling issues affect both Dayshift and Nightshift Patrol services, and need to be addressed holistically. Recommendation #12: The Department needs to work with the Police Officers Association to configure a better deployment scheduling model. This would be an excellent opportunity for the Department to consider organizing patrol officers into teams to resolve some of the workload and backfill issues. The data analysis from this report will provide a clear picture as to workload by hour of day and day of week. Operations Bureau Review ± Community Services Officers Finding #12: Patrol staffing and response times are impacted by the calls for service in the City. Much of the day and early evening calls are report type calls that do not necessitate a sworn officer’s response. Hiring Community Service Officers reduces the fiscal impact of adding more sworn positions, while providing an avenue to continue the current high level of service delivery and reduce response times and officer availability. Recommendation #13: Establish a new Community Service Officer classification, capable of performing duties that include Detention Officer, report writing, crime scene investigation, special projects, crowd and traffic control, minor traffic collision investigation, telephonic follow-up on detective cases, crime prevention, and many other civilian duties. Augment staffing in Patrol and Investigations. Specific to Patrol, Citygate recommends four Community Service Officers be added to assist in call load distribution and reduce response times. (Add 4 FTE Community Services Officers) SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT345 346| | Master PlanMaster PlanPage 375 of 712
Executive Summary | 19 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Operations Bureau Review ± Neighborhood Outreach Finding #13: The Department has routinely struggled to fill all allocated Student Neighborhood Assistance Program (SNAP) positions. The SNAP members are limited in the type of services they can perform for the community. The program is time-consuming given the amount of recruiting, vetting, and training of students that must occur on an annual basis. Recommendation #14: Consider modifying the SNAP program (number of positions) and use the cost savings to help offset the Community Service Officer positions created for Patrol. The Department will gain more continuity with permanent employees by hiring CSOs, which would be able to perform the tasks of the SNAP employees plus many other tasks to assist the community. The reduction in workload on the Neighborhood Outreach manager will enable greater focus on true crime prevention and citizen outreach. The SNAP program could continue with the benefits of student involvement. Finding #14: The Neighborhood Officer Program is not currently being utilized to its intended level. Recommendation #15: There needs to be a clear point of responsibility for the Neighborhood Officer Program if it is to be beneficial. The roles and expectations of the officers must be clearly defined and communicated. There needs to be accountability for those in the program so that it is working as designed in all areas of the City. Finding #15: The Volunteer Program is under-utilized and citizens are not given many meaningful opportunities to contribute to the community. Recommendation #16: The Department should identify opportunities for meaningful work that would be available to volunteers. In doing so, community members can turn the previous lackluster response to volunteer recruitment into a sought-after community service opportunity. Administrative Bureau Review ± Internal Affairs Finding #16: The investigatory workflow needs to be redesigned to include a formalized checklist process. This will ensure internal affairs investigations are seen by the appropriate supervisor or manager, in the correct order, and to identify the investigation status at all times. This will further aid in timeline compliance. 20 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #17: Amend the internal affairs investigation process to include case file tracking and review. The updated process must include at least one level of review above the investigator to determine findings and recommendations before forwarding to the Chief. Administrative Bureau Review ± Investigations Finding #17: There is considerable liability in operating a dedicated narcotics team. Accusations against officers from unscrupulous characters can include bribes, theft of money or drugs, illegal searches, threats, and intimidation. The officers are often dealing with large amounts of untraceable money and large amounts of illegal substances. While the presence of a dedicated supervisor does not eliminate these realities, it does add another layer of protection to the officers working the unit and reduces risk exposure. Recommendation #18: If the Special Enforcement Team’s primary focus will be narcotics investigations, a supervisor for the team is necessary. If narcotics investigations will not be the team’s primary focus, having a shared supervisor with the other units within the Investigations Division would be acceptable. Finding #18: The Department is in critical need of a crime analyst. With the proper software, a certified crime analyst can become a force multiplier for the sworn staff of this agency. By identifying trends, patterns, and “hot spots” of criminal activity, the crime analyst can assist Patrol and detectives in focusing efforts more successfully to combat crime. Recommendation #19: The Department needs to hire a trained crime analyst and equip that person with dedicated crime analysis software (also mentioned in Section 6.1²Patrol and Section 7.2.2²Records). (Add 1 FTE Crime Analyst) Finding #19: The Investigations Division is not utilizing its current records management system to improve case management tracking. Recommendation #20: Train the detectives on how the functionality of the records management system can be used to track their cases. Ensure data is being entered correctly throughout the system to ensure seamless SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT347 348| | Master PlanMaster PlanPage 376 of 712
Executive Summary | 21 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA tracking of a case from its origination by patrol officers through its successful investigation and prosecution. Administrative Bureau Review ± Communications/9-1-1 Finding #20: Special events and peak call load times significantly impact the Department’s ability to meet the national standard of answering 90 percent of all 9-1-1 calls within 10 seconds during the busiest hours and multiple special events. Recommendation #21: Examine the benefits of staffing an additional position to specifically cover the busiest hours and multiple special events that occur annually in the City, as opposed to overtime shifts. Finding #21: The 10-digit telephone lines in the Communications Division are not captured in Emergency Call Tracking System (ECaTS)4 reports, though they are captured elsewhere. Recommendation #22: Install any needed hardware and software to capture all telephone lines in ECaTS. Finding #22: The current supervisory deployment and coverage is not adequate to provide appropriate supervision and oversight. Recommendation #23: At least two (preferably three) Communications Supervisors are needed to increase supervisory coverage at all hours. This will provide the requisite supervision for the Communications Division, consistent with best practices, and with five Communications Supervisors, should provide adequate relief factor coverage for planned supervisor absences, such as training and vacation leave. (Add 2 FTE Communications Supervisors) Finding #23: Current staffing is at a critical level, with only seven of the eleven Communications Technician allocations filled with fully trained personnel. However, even if all eleven positions are filled with fully trained technicians, a sufficient level of coverage is not provided. 4 Emergency Call Tracking System is California’s universal 9-1-1 Call Reporting System that provides real-time reporting analytics to the 9-1-1 industry. 22 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #24: Add two full-time equivalent Communications Technician allocations and, once those are filled, maintain the over-hire allocation to reduce the possibility of short staffing in the future. (Add 2 FTE Communications Technicians) Finding #24: The current Memorandum of Understanding is excessively restrictive down to the start times for shifts. Recommendation #25: During upcoming Memorandum of Understanding negotiations, attempt to build in some leeway to afford management more flexibility in decision-making that can lead to improved efficiency. Finding #25: The two dispatch supervisors are the designated training officers and, when needed, the Communications and Records Manager also serves as a trainer, thereby interfering with their ability to supervise and manage. Recommendation #26: Work with the Communications Technicians, the union, and human resources to include training responsibilities in the job description for Communications Technicians and compensate them accordingly. Finding #26: Communications Division personnel play little to no part in the recruitment process for new employees for the Division, and the success rate for trainees in the Communications Division is less than desirable. Recommendation #27: Involve Communications staff at every stage of the recruitment process, from pre-employment testing to the final interview. Finding #27: Dispatchers are manually tracking call volume and complexity to manage officer workload. Recommendation #28: Patrol supervisors should be directed to manage the workload of the field officers in concert with beat deployment considerations. Communications Division staff should be removed from this process. Finding #28: The Communications Divisions transferred 100 percent of the wireless 9-1-1 calls from 69.2 percent (319 of 461) of cell tower sectors countywide to the correct agency outside of the City, such as the California Highway Patrol. Recommendation #29: Meet with the County 9-1-1 Coordinator and the State 9-1-1 Coordinator to review cell sector routing decisions and reroute cell SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT349 350| | Master PlanMaster PlanPage 377 of 712
Executive Summary | 23 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA sectors to the appropriate agency when historical data shows that more than 60 percent of the incoming calls were transferred from the San Luis Obispo Police Department to another agency. Finding #29: The abandoned call rate for the Communications Division’s 9-1-1 calls (9.35 percent for 2016 and 7.83 percent for 2015) is greater than CALEA’s recommended standard of 5 percent. Recommendation #30: Although a high abandoned call rate often serves as an indicator of staffing shortages, explore reasons for the abandoned 9-1-1 call rate and attempt to resolve the issue. Finding #30: Communication between the Fire Department, the Police Department, and the Communications Division does not occur regularly, which leads to Communications Division employees feeling disconnected and unappreciated. Recommendation #31: Establish a small group, inclusive of executive staff, comprised of representatives from the Communications Division, the Fire Department, and the Police Department to meet routinely and discuss operational policies and procedures. Finding #31: The Department’s current method for measurement of response times does not include call processing time. This method does not coincide with industry standards. Recommendation #32: Adopt a response time measurement policy that measures the time from when the telephone call is received until the time first unit arrives on scene. (See Section 4 for further discussion on response time measurements.) Administrative Bureau Review ± Records Finding #32: There is a consistent backlog of reports and citations awaiting entry into the records management system. One of the results of this practice is that the Police Department is routinely late in submitting Uniform Crime Reporting data to the Department of Justice and ultimately the Federal Bureau of Investigations. Recommendation #33: Institute and enforce a policy that requires officers to submit completed and approved reports and citations to the Records Unit by the end of watch. Consider adopting a policy wherein the Records Unit workload must be caught up prior to a trigger date, such as the 24 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA fifth day of each month. In an effort to determine the feasibility of this goal, consider conducting an efficiency study to determine if Records Clerks are maximizing productivity and performing to industry standards. Finding #33: The current process for submitting, reviewing, and entering reports is time-consuming and blurs the lines of supervision by requiring Records Clerks to, at times, read the entire report, checking for thoroughness, accuracy, and attachments, before forwarding it to the sergeant or lieutenant for review and, after it has been approved, returning the report to the Records Unit for entry. It also unnecessarily creates a bottleneck when a Records Clerk reviews a report that requires correction and sends the report to the sergeant, who reviews it and sends it to the officer for correction before the cycle starts again. Recommendation #34: Management of the workload and quality of the work product for field officers should rest with field supervisors (sergeants). Officers should submit reports to their sergeant or lieutenant before the end of their shift, and the sergeant or lieutenant should read the entire report, checking for thoroughness, accuracy, and attachments. Upon approval by the sergeant or lieutenant, the report should then be forwarded to the Records Unit for entry and assignation of the Uniform Crime Reporting code, based on the complaint type and summary. Finding #34: The Records Supervisor’s time is consumed performing ancillary quality control duties that are more appropriately handled by sergeants. Recommendation #35: While the Records Supervisor’s commitment and concern are admirable, this position should not review calls for service. It is recommended that a sergeant or lieutenant conduct this type of oversight in the form of random spot checks. Finding #35: The open door policy in the Records Unit allows officers and other personnel to engage Records Unit personnel in conversation that is not work related and can affect the productivity and efficiency if not judicially managed. Recommendation #36: Limit access to the Records Unit to those who have official business, or have the Records Supervisor provide the assistance needed, when possible. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT351 352| | Master PlanMaster PlanPage 378 of 712
Executive Summary | 25 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #36: Staffing levels in the Records Unit are insufficient given the existing workload and the added workload due to absences caused by vacations, holidays, sick leave, and training (which are not usually backfilled with overtime). Recommendation #37: Add another full-time Records Clerk allocation to provide adequate staffing during scheduled absences. Also, use overtime to maintain staffing when Records Clerks are absent. These actions should eliminate data entry backlog. (Add 1 FTE Records Clerk) Finding #37: The configuration of the front desk area limits Records Clerks to assisting only one person at a time. Additionally, there are no phone or computer capabilities at the desk, and the absence of bullet-resistant glass causes security concerns for Records Unit personnel. Recommendation #38: Redesign the front desk area with input from the Records Unit staff and an emphasis on enhancing efficiency, improving customer service, and increasing security. Include a telephone and a computer with network access. Finding #38: Dictation services are still offered to sworn staff for reports. This time-consuming practice should be discontinued. Recommendation #39: Although not extremely time-consuming with only six reports dictated over a period of 13 days, this process is archaic and should be discontinued. As an alternative, the Department may want to explore the use of dictation software, such as Dragon Speak, to enhance efficiencies when transitioning to field-based reporting. Finding #39: Easy public access to obtain reports is hindered by the lack of current technology and a convoluted fee structure that is difficult to explain. Recommendation #40: Review and simplify the fee schedule, especially with regard to traffic reports, and implement an online reporting system that is user-friendly for the public and staff. Finding #40: Time-sensitive responsibilities, such as report and citation entry, are disrupted by the intermittent and random need for Records Clerks to leave their workstation and help the public at the front desk. 26 | Executive Summary Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #41: In addition to adding the full-time Records Clerk, which was previously mentioned, consider a deployment schedule that assigns a specific Records Clerk to assisting the public at the front desk and have this person work on data entry that can be more easily interrupted and resumed, whether it is citation entry or priority reports. Finding #41: Over the course of 34 years, the Communications and Records Manager duties have greatly expanded within and beyond Communications and Records. The incumbent manager possesses a wealth of organizational history and knowledge, as well as specific expertise within her field, which will make it challenging, if not impossible, for one individual to replace her. Recommendation #42: Bifurcate the current Communications and Records Manager position and establish two separate allocations: a Communications Manager and a Records Manager. Also, consider a third allocation, such as a crime analyst, to assume responsibility for all data and statistical components currently performed by the Communications and Records Manager and the Records Supervisor. Finding #42: Projects languish in the Records Unit with little progress, no solution for completion, and no proposed completion date. This includes projects to modify records that date back as far as the 1950s. Recommendation #43: Review incomplete projects for value and liability issues to the Department to determine the appropriate course of action. Recommendation #44: Review the Department’s records retention schedule to ensure that it is consistent with industry and City standards and complies with all applicable legislation. As a starting point, ensure that appropriate records are purged in accordance with the City’s accepted retention schedule, thereby reducing the workload of the projects. At that point, review the outstanding projects and consider the value of the projects before prioritizing the order of completion. Finally, consider additional volunteers and/or temporary, short-term employees to complete these tasks. Finding #43: The Records Supervisor, Communications and Records Manager, and Senior Administrative Analyst are responsible for creating or contributing to statistical reports for Department staff. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT353 354| | Master PlanMaster PlanPage 379 of 712
Executive Summary | 27 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #45: Add a staff allocation for a trained crime analyst and have this individual utilize the Spillman Technologies ComStat Management Dashboard, as well as other available tools, to meet the Department’s needs. This will allow the other managers and staff members to focus on their areas of expertise and should significantly enhance the information data set that is provided to the Department. (Also mentioned in Section 6.1²Patrol and Section 7.1.2²Investigations.) (Add 1 FTE Crime Analyst) Note: The City has now funded a part-time crime analyst position which will help address the some of the Department’s needs. This recommendation still remains unchanged as a full-time position is recommended. Finding #44: Planned events and occasions that require the deployment of additional officers historically increase the number of reports, citations, and arrests. Additional Records Clerks have not been deployed during these events, and the resulting influx of reports and citations contributes to the backlog in Records Unit workload. Recommendation #46: Any time extra officers are deployed to the Patrol Division and there is a probability that the number of citations and reports will increase, it is necessary to also increase staffing in the Records Unit to allow the Records Clerks to enter reports and citations as they are submitted rather than creating additional backlog. Economic Development Finding #45: Current data for commercial and residential impacts are not sufficient to provide verifiable impacts based on land use, calls for service, and contributing influences. Recommendation #47: The Department needs to add categories to its report processes that will capture commercial and residential impacts based on land use, calls for service, and contributing influences. Providing this data along with adding development guidelines for law enforcement impacts will aid in community safety and reduce the potential for calls for service. This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT355 356| | Master PlanMaster PlanPage 380 of 712
Section 1²Introduction | 29 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA SECTION 1—INTRODUCTION Citygate Associates, LLC is pleased to present this Comprehensive Services Delivery and Staffing Review of San Luis Obispo’s Police Department. This introductory section will discuss the organization of this report, Department background, the project scope of work, the approaches and techniques used by Citygate, Citygate’s assessment factors, how best to handle peer review, and the City’s unique situation. 1.1 REPORT ORGANIZATION This report’s organization is detailed below. After an introduction to the study and Department is provided in Section 1 and common interview themes are described in Section 2, Sections 3 through 5 provide data analysis of calls for service, crimes, response times, and Patrol Division workload. Sections 6 and 7 examine the Bureaus of the Department. Section 8 discusses economic development considerations and Section 9 concludes with short- and long-term next steps. Executive Summary: A summary of key review areas and a list of all findings and recommendations. Section 1 Introduction: An introduction to the study, Department, and scope of work. Section 2 What Citygate Heard and Observed During the Interview Process: A summary of Citygate interviews, which included several notable observations and recurring opinions and concerns. 30 | Section 1²Introduction Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Section 3 Calls for Service and Crime Data: A data analysis of service demands across three categories: calls for service, officer-initiated activities, and administrative activities. Crime data is also analyzed for Part 1 crimes. Section 4 Response Time Data: A data analysis of single- and multiple-unit responses to high priority calls. Response time goals are also discussed. Section 5 Workload Analysis: An analysis of Patrol workload data within the framework of the “20/20/20 rule.” The saturation of calls for service by day of week and hour of day is also visualized. Section 6 Operations Bureau Review: A review of the following divisions/units: Patrol (including Dayshift and Nightshift Patrol and use of Community Services Officers), Traffic, Bicycle Unit, and Neighborhood Outreach. Section 7 Administrative Bureau Review: A review of the following divisions/units: Internal Affairs, Investigations (including Special Enforcement Team, Persons Crime Detectives, Property Crimes Detectives, and School Resource Officer), Communications/9-1-1, and Records. Section 8 Economic Development Considerations: A review of the potential impacts of growth on deployment and staffing. Section 9 Next Steps: A summary of recommended short- and long-term next steps. Appendix A: Workload Time Allocation – Limited Time Frame Appendix B: Growth Projection References Appendix C: California Police Chiefs Association Report – Effects of Proposition 47 on Crime Rates in California 1.2 DEPARTMENT BACKGROUND The Police Department is comprised of an authorized strength of 86.5 employees assigned to the Department’s various activities, including Patrol, Traffic, Bicycle Patrol, Criminal Investigation, Communications and Dispatch Services, and Neighborhood Outreach. The Department also includes necessary support personnel internally and from other City departments to provide human resources, information technology, and other administrative services necessary to support the mission of the Department. The Police Department has implemented numerous programs and activities designed to strengthen its relationship with the community, and, as noted in this report, the community has responded favorably to those efforts. The City provides its residents with a broad array of high quality municipal services that are valued by the community. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT357 358| | Master PlanMaster PlanPage 381 of 712
Section 1²Introduction | 31 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA In recent years, the City, like other local governments across the country, struggled because of the downturn in the economy. The most recent update of the mid-cycle review (the City employs a two-year budget process) shows that the City is gaining financial traction. The City is gaining revenue and economic activity at a pace that has been slightly ahead of the rest of the County. Still, the City is showing judicious restraint in spending newly realized monies. The City is home to the California Polytechnic State University as well as Cuesta College. Although each school has its own Police Department, the City is affected by the large student population that lives and recreates within the City. The Department has struggled recently to maintain staffing of sworn personnel at authorized levels. The Department has historically relied on lateral entry candidates (experienced police officers working for other agencies) for filling vacancies. The Department found it easy to recruit laterals given its benefit package, working conditions, and geographic location. That all changed when the Public Employees Retirement System (PERS) restructured the retirement formulas for newly hired employees. New hires within the system are brought in at a lower service credit system. Officers from other agencies, already in PERS at the more generous existing retirement structure, are reluctant to leave for the San Luis Obispo Police Department and start over in the new, lower retirement structure. This is not a problem exclusive to this Department. It is also a temporary issue; as more and more of the law enforcement officers in the state are hired into the new lower tier, leaving for San Luis Obispo will not have the same negative affect on those officers already in the new, lower system. The Department faced numerous retirements that exacerbated staffing issues. Additionally, the retirees represent some of the most knowledgeable members of the Department; although capable people stand ready to fill the roles, a tremendous level of experience will be lost. The Department is under the guidance of a relatively new Chief. The Chief brings with her a tremendous amount of experience and knowledge. She is forward-thinking and has already instituted many changes to the way the Department operates. The employees of the Department are enthusiastic about the job they perform and the community they serve. The Department’s organization chart is shown on the following page: 32 | Section 1²Introduction Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 1²Police Department Organization Chart Chief of PoliceDeanna CantrellOperations Bureau CaptainJ. SmithNeighborhood Outreach Mgr C. WallaceStudent Neighborhood Assistance Program0-9 StudentsNight Patrol Lieutenant B. AmorosoNight Patrol SgtsPatrol OfficersDwtn Bicycle SgtK. HixenbaughDwtn Bicycle OfficersB. EthertonG. BensonJ. Hurni*Day Patrol Lieutenant B. ProllDay Patrol Sgts PatrolOfficersTraffic SergeantJ. VillantiTraffic OfficersG. BerriosP. SisemoreVacant (1)Administrative Bureau CaptainC. StaleyComm & Records Mgr K. RosenblumComm SupvsM. AnselmiC. SteebComm TechsC. HornD. HixenbaughS. LichtyC. McCornackJ. MurphyJ. OwensK. PalmerV. RecinosK. RighettiVacant (1)Overstaff (1)Records Supervisor T. RappRecords ClerksJ. JensenP. KarpM. MenesezA. SmithM. WomackT. Allen P/TAdmin/Inv. Lieutenant J. BledsoeDET/SET Sergeant C. Pfarr SET Officers & Narcotics Officers: C. Kemp* J. Dickel*Vacant (1)NTF C. ChittyEvidence Technician J. LehrPersons Crime DetectivesS. Aanerud J. Dinsmore B. TreanorProperty Crimes DetectivesM. L'HeureuxE.VitaleSchool Resource OfficerC. McCornackAdmin Sgt F. MickelSr. Admin Analyst M. EllsworthAdmin AsstT. StortonP/TAdmin. Asst. Sue Sanders Total Employees 85.5 FTEs Sworn Positions: 59 Non-Sworn Positions: 26.5 *ŽĨĨŝĐĞƌƐǁŽƌŬŝŶŐƉĂƚƌŽůDay Patrol D. Alexander (D) B. Lane (D) J. Walsh (D) S.Jessen (D) C.Mathews (D) J.Middleton (D) L. Benedetti (D) T.Shalhoob(D) I. Villanueva(D) A.Stahnke (D) Vacant Night Patrol Q. Rouse (N) J. Koznek (N) L. Edwards (N) A. Chastain (N) C. Locarnini (N) J.Hyman (N) M. Lozano (N) S. Orozco (N) B. Inglehart (N) M. Magana (N) A. Pellouso (N) Vacant San Luis Obispo Police Department Night Patrol Sgts J. Booth K. PhillipsDay Patrol Sgts R. Cudworth A. Schafer FST J. Barrett Property & Evidence Clerk S. Hunter CAT J. Behrens T. Koznek*Chaplains Thom O’Leary Paul Sisemore III Reserve Rushdi Cader Effective: Spring Rotation 2017 Updated: 2/9/17 Police Operations Support Specialist P\T B. Miller Field Training: J. Bywater (T) N. Parsons(T) C. Molina(T) D. Neece(T) Cadet N.Sanchez 4850 T. Peterson SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT359 360| | Master PlanMaster PlanPage 382 of 712
Section 1²Introduction | 33 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 1.3 PROJECT SCOPE OF WORK The scope of this Comprehensive Services Delivery and Staffing Review included the following elements: Assessment of the current sworn and professional (non-sworn) staff levels. Included in the assessment is an examination of whether the staffing levels will meet the Police Department’s goals without curtailing service or requiring excessive overtime work. Consideration is given to the Department’s existing schedules, time for training, professional development, legal mandates, time off, illness, injuries, and attrition. Development of a structured and defensible methodology for the Police Department’s staff to use in projecting future staffing needs. Recommended staffing levels that will allow the Police Department to maintain or increase its current high levels of service, including: responding to all crimes and requests for service; maintaining robust crime prevention and community service programs; and maintaining youth services, investigation and forensic crime scene evidence collection, crime suppression, and other services currently offered by the Police Department. Analysis of the impact on staffing levels and calls for service resulting from current and future City plans for economic development and future annexations. ͒ Wherever possible, use existing data for the analysis, such as the City’s General Plan and other published planning documents, crime statistics, payroll and overtime work records, and computer-aided dispatch data. Compilation of Community Policing, predictive policing, and data-driven policing strategies. This includes assessing Community Policing efforts as an ongoing strategy, leveraging the performance and evaluative processes in place, verifying the current effectiveness and efficiencies of the agency, and assessing efficiencies of calls for service. This also incorporates evaluating and contrasting data to overlay response time standards, officer safety, and call prioritization. Interviews with stakeholders—including elected officials, City management, and Police Department staff—to assess goals, expectations, and perceived workload levels. 34 | Section 1²Introduction Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 1.4 APPROACHES AND TECHNIQUES USED BY CITYGATE In executing this study, Citygate engaged in the following processes: 1. Reviewed available documents and records relating to the management, operation, and budgeting of the Police Department. 2. Conducted one-on-one interviews with members of the City Council. 3. Conducted interviews with the City Manager, Assistant City Manager / Finance Director, and Department Heads. 4. Conducted interviews with the Department sergeants, lieutenants, and Chief of Police, as well as Police Officers Association leaders. 5. Conducted interviews with non-sworn personnel in the Police Department. 6. Considered industry best practices for applicability in San Luis Obispo. Throughout this process, it was Citygate’s policy to review findings of the study with multiple sources for validation. The data also was presented and discussed with the Chief of Police to allow an opportunity to provide evidence concerning aspects of the report that were deemed unclear or needed further input. 1.5 CITYGATE¶S ASSESSMENT FACTORS As the Council understands, there are no mandatory federal or state regulations directing the level of police service staffing, response times, and outcomes. San Luis Obispo’s City Council has strived to provide budgetary support for staffing that affords patrol officers sufficient time to respond to calls for service and engage in preventative patrol, Community Policing, and basic crime prevention activities. Citygate embraces the International Association of Chiefs of Police (IACP) recommended methods for determining appropriate staffing levels. The IACP-recommended 20/20/20 rule suggests that for every hour worked in patrol, 20 minutes each should be dedicated to: Call response Administrative duties and report writing Proactive/preventative patrol activities (foundational to a proactive Community Policing philosophy). Citygate is committed to the principle of consistent, conservative fiscal management. Citygate recommends adding personnel only when all other measures of efficiency and effectiveness, SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT361 362| | Master PlanMaster PlanPage 383 of 712
Section 1²Introduction | 35 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA such as training, technology, equipment, and shift management, have been employed. Law enforcement management best practices dictate that police officer staffing increases be based on empirical analysis of criminal activity, emergency calls for service, response times, clearance rates, and outcome measurements. Justification must be linked to the Department’s service delivery goals and providing for a safe working environment for patrol officers. In addition, best practices dictate that the Department use non-sworn personnel wherever possible to support the Department’s operations. 1.6 ADVICE TO THE READER: HOW BEST TO HANDLE PEER REVIEW From time to time throughout the report, Citygate speaks clearly and to the point without pulling any punches. This is not done with intent to offend anyone. However, Citygate believes that the client is best served by frankness. The characteristics of the City’s Police Department have evolved over an extended period of time due to many factors. The law enforcement services provided by the Department, as is the case in all agencies, have both favorable and unfavorable characteristics, none of which is attributed to any one person. To the extent improvements need to be made, far more often than not, it is due to process problems or resource problems, as opposed to personnel problems. The attitudes, knowledge, talents, and philosophies of the employees Citygate had the privilege of meeting were, in a word, impressive. Their affection for the City and the community is deep and abiding. 1.7 THE STORY AND THE GOOD NEWS The Police Department is fundamentally and operationally in good shape. The Department is very dedicated, talented, honest, professional, and competent. Based on interviews, both sworn and non-sworn Department personnel are proud and grateful to be a part of the Police Department. The Department, as it continues to move and adjust to its new chief and key command staff personnel changes, is well positioned to continue to modernize, adapt to new priorities, and make law enforcement service delivery changes that will increase efficiency and effectiveness. This will be particularly evident as the Department takes advantage of new technologies and data-driven policing right-sized for the community and the Department. The City Councilmembers whom Citygate interviewed are very supportive of the Department and believe the City has a well-intended, talented, and dedicated Police Department. Citygate also interviewed most of the leadership of the other City departments. The consensus was the Police Department is working well with other City departments. There appears to be 36 | Section 1²Introduction Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA great appreciation for the Police Department as a whole and the responsiveness of the executive staff. All of the above is good news for the City. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT363 364| | Master PlanMaster PlanPage 384 of 712
Section 2²What Citygate Heard and Observed During the Interview Process | 37 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA SECTION 2—WHAT CITYGATE HEARD AND OBSERVED DURING THE INTERVIEW PROCESS As noted earlier in this report, the Citygate Team interviewed elected officials, appointed officials, non-sworn Police Department personnel, and sworn Police Department personnel. The interviews were conducted in a group or one-on-one format and were private and confidential, which allowed for honest, candid, and constructive information to be obtained about important aspects of the Police Department’s operations. Interviewees were asked to describe their view of the Police Department’s strengths, weaknesses, opportunities, and threats. The responses were wide-ranging. The comments that emerged from the Citygate interviews included several notable observations and recurring opinions and concerns that can be summarized as follows: Police Department staffing levels have not kept up with growth in population and service demands within the City. Understaffing and vacancies negatively affect many key functions of the Department. Not having a full complement of sworn officers results in having to pay overtime to backfill for non-patrol activities (e.g., court appearances, training, joint policing task forces). Not having a full complement of sworn officers results in having to move officers from specialty assignments into patrol or pay overtime. 38 | Section 2²What Citygate Heard and Observed During the Interview Process Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Modern data-driven policing is highly beneficial; however, it needs to be thoughtfully right-sized to properly fit the City to ensure that it adds value. Sergeants have too many administrative, non-patrol responsibilities to allow them to provide a desired level of patrol officer supervision and training. Some uncertainty exists with regard to how and when to file certain types of complaints and incident reports. The sergeant’s role in patrol officer personnel evaluations is underutilized. The sergeant’s role in reviewing patrol officer incident reports is underutilized. Property crimes have increased significantly. The Department lacks an effective technology-based case management interface with its current computer systems. Detectives use separate MS-Excel sheets to track their cases. Suspected Child Abuse Reports (SCAR), which have a statutory priority, have increased the detectives’ workload. The sworn personnel value the high level of specialty assignment opportunities offered by the Department. The Department, in order to be competitive and successful, must aggressively reimagine its recruiting strategies. There is a consistent backlog of reports and citations awaiting entry into the records management system (RMS) by Records Unit staff. This is partially due to delays in officers submitting said reports and citations and also due to insufficient staffing. The Department is routinely late in submitting Uniform Crime Reporting (UCR) data to the Federal Bureau of Investigations (FBI) due to the backlog in the Records Unit. The current process for submitting and entering reports is time-consuming and blurs the lines of supervision by having Records Clerks review and return reports to sergeants or lieutenants if certain components are missing. The Records Supervisor reads almost every call for service in the computer-aided dispatch (CAD) system that was not assigned a report number to ensure that officers completed reports when necessary. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT365 366| | Master PlanMaster PlanPage 385 of 712
Section 2²What Citygate Heard and Observed During the Interview Process | 39 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The Records Unit is professional and open to employees of the Department. These interruptions, at some point, are detrimental to efficiency and productivity. Staffing levels in the Records Unit seem barely sufficient to stay abreast of workload. Employee absences are not backfilled with overtime, which contributes to the workload backlog. The configuration of the front desk area limits Records Clerks to assisting only one person at a time and there are no phone or computer capabilities at this desk. The absence of bullet-resistant glass causes security concerns for Records Unit personnel. Dictation services, which are time-consuming, are still offered to sworn staff for reports. The fee schedule for obtaining reports is convoluted and difficult to explain to the public. Time-sensitive responsibilities, such as report and citation entry, are disrupted by the intermittent and random need for Records Clerks to leave their workstation and help the public at the front desk. Records Clerks are under the impression that their suggestions for updates to the Spillman RMS are not considered by the vendor. The Communications and Records Manager has announced she will retire in September 2017, after 34 years of service. Over the course of 34 years, her duties have expanded greatly within and beyond Communications and Records, which will make it challenging, if not impossible, for one individual to replace her. The Communications and Records Manager performs many tasks that would normally be completed by a crime analyst. Projects languish in the Records Unit with no solution for completion and no proposed completion date. The Records Supervisor, the Communications and Records Manager, and the Administrative Analyst are responsible for creating and contributing statistical reports for Department staff. These tasks are time-consuming and more suited for a crime analyst. There are occasions each year when additional officers are deployed to the Patrol Division on an overtime basis, without a commensurate increase in Records Unit deployment of staff. This contributes to the backlog of report and citation entry. 40 | Section 2²What Citygate Heard and Observed During the Interview Process Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The current staffing model for the Communications Division does not provide supervisory coverage 24 hours a day, seven days a week. In fact, for 88 hours each week (52 percent), there is no Communications Supervisor scheduled to work. Staffing is at a critical level in the Communications Division, with only eight of 11 Communications Technician allocations filled. Even with a full complement, it is very challenging to provide the coverage that is required in a consolidated law and fire center, even before the anticipated population increase. The two Communications Supervisors are the designated trainers and, when needed, the Communications and Records Manager also serves as a trainer, thereby interfering with their ability to supervise and manage. Dispatchers manually and/or mentally track the number and complexity of calls handled by each officer during a given shift. According to the Emergency Call Tracking System (ECaTS), 100 percent of the wireless 9-1-1 calls from 319 of 462 (69 percent) cell sectors are being transferred to another agency, such as the California Highway Patrol (CHP), indicating a high level of wireless 9-1-1 calls received in the Communications Division are requiring transfer to the appropriate agency. Communication between the Fire Department, the Police Department, and the Communications Division could be improved. Communications Division personnel play little to no part in the recruitment process for new employees for the Division, and the success rate for trainees is sub-standard. The abandoned call rate for the Communications Division’s 9-1-1 calls (9.35 percent for 2016 and 7.83 percent for 2015) is greater than the Commission on Accreditation for Law Enforcement Agencies’ (CALEA’s) standard of 5 percent. The Communications Division is easily meeting the newly implemented (September 2016) California Office of Emergency Services 9-1-1 Emergency Services Branch standard of answering 95 percent of incoming 9-1-1 calls within 15 seconds. However, on occasion, a limited search indicated they were not meeting the national standard of answering 90 percent of all 9-1-1 calls during the busiest hour each day within 10 seconds. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT367 368| | Master PlanMaster PlanPage 386 of 712
Section 2²What Citygate Heard and Observed During the Interview Process | 41 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The Department measures response times from the time a call is dispatched until the time the first unit arrives on scene, which is not an accurate reflection of “response time.” The 10-digit telephone lines for the Communications Division are not captured in ECaTS reports, though they are captured elsewhere. The Communications Division enjoys an extremely low to non-existent level of public or first responder complaints. The current Memorandum of Understanding (MOU) is excessively restrictive, down to the start time for shifts. This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT369 370| | Master PlanMaster PlanPage 387 of 712
Section 3²Calls for Service and Crime Data | 43 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA SECTION 3—CALLS FOR SERVICE AND CRIME DATA Calls for service constitute the response element of law enforcement services. The first point of contact the public has with the Police Department is through the 9-1-1 operator. Once the call is dispatched, depending on availability, the patrol officer is the first point of personal contact and the first face-to-face impression of the Department. In examining the calls for service, Citygate analyzed the activities across three categories: calls for service, officer-initiated activities, and administrative activities. 3.1DEMANDS FOR SERVICE 3.1.1Officer Activity The City’s Patrol Division handled 224,913 activities from January 1, 2011 through December 31, 2016. From the data supplied, except for some miscellaneous incident types such as Public Works Assist, the records Citygate has are entirely calls for service records. 44 | Section 3²Calls for Service and Crime Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 2²Officer Activity by Incident in CAD ± 2011±2016 3.1.2Calls for Service The Police Department responded to 127,810 calls for service from January 1, 2011 through December 31, 2016. This is an average of 21,301 per year, or nearly 58 per day. Table 5 shows calls for service by priority and indicates the number of multiple-unit and single-unit calls for each priority. Calls for service are prioritized during dispatch, although pre-designated priority codes exist for the reported crime and/or the circumstances surrounding the request for service. Call Priority Definitions All nature codes are given a priority number. In the past, San Luis Obispo used nice priority levels and is now moving to five. To quantify priority levels, the following standards have been set. Some of these standards for dispatch are set by APCO, NENA, and NFPA. There are no national standards for patrol response priorities. Priority 1 calls for service are those in which there is an imminent danger to life. This includes business and residential hold up and panic alarms and traffic accidents with injuries. Priority 1 calls will be dispatched immediately with a hot tone to indicate hot traffic. Dispatch: Call answered and dispatched in 60 seconds. Priority 2 calls are those in which a crime in progress might result in a threat of injury to a person, major loss of property, or immediate apprehension of a suspect. These calls are urgent but not known to be life threatening. This includes traffic accidents blocking a roadway and 77,371 19,732 127,810 Administrative ActivitiesOfficer Initiated ActivitiesCalls for Service0 40,000 80,000 120,000POLICE ACTIVITIES 2011±2016 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT371 372| | Master PlanMaster PlanPage 388 of 712
Section 3²Calls for Service and Crime Data | 45 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA silent alarms both residential and business. Priority 2 calls with be voice dispatched as quickly as possible. Dispatch: Call answered and dispatched within 90 seconds. Priority 3 calls are minor, in progress crimes with no threat of injury to a person or major loss of property. This includes audible residential and business alarm calls. Dispatch: Call answered and dispatched within 3 minutes. Priority 4 calls are non-emergency requests for service for a nuisance or to report a crime after the fact. Dispatch: Call answered and dispatched within 1 hour. Priority 5 calls are non-emergency requests for assistance or reports with no follow-up. They generally have no suspect information, no evidence exists, or a report is needed for documentation purposes only. Dispatch: Call answered and dispatched within 2 hours. Table 5²Calls for Service by Priority ± 2011±2016 Priority Multi-Unit Single-Unit Total 1 4,085 1,315 5,400 2 11,022 1,754 12,776 3 24,322 14,528 38,850 4 18,989 14,997 33,986 5 11,778 9,839 21,617 6 1,686 3,078 4,764 7 1,503 4,455 5,958 8 457 2,968 3,425 9 70 964 1,034 Total 73,912 53,898 127,810 Although default priorities exist for call types, the Communications Center assigns custom priorities during dispatch relevant to the needs of the public. The data supplied to Citygate contains priorities as dispatched. The prioritization coding system was also changed from nine codes to five in June 2016. Dispatchers are still free to assign priorities as they deem fit; however, they now have a narrower range of priority codes ranging from 1 to 5. Although there’s 46 | Section 3²Calls for Service and Crime Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA some flux in the data from the new coding system, for the purposes of this study, Priority 6–9 calls account for only 1,701 calls (7 percent) for 2016 and will not ostensibly alter the outcome of the subsequent analysis. Particularly for low priorities such as 5–9, it may not make sense to deploy multiple units except in cases where officer safety may be an issue, such as where large crowds gather. The City has a burgeoning nightlife scene, and hence these volumes may appropriately reflect that. 3.1.3Administrative Calls In June 2016, Chief Cantrell directed the tracking of Administrative time for patrol officers for the comparative analysis of the 20/20/20 model. This new data tracking coincided with the updating of priority changes. Administrative time began being tracked with breakdowns for every subset, including report writing, fuel, office details, briefing, meals, and unit servicing, etc. Consistent documentation of this data has been challenging. The Department is making progress in ensuring the complete documentation of this time. The six months of data report entitled, Availability Time Analysis by Ten Code (see Appendix A), was not complete enough to provide a basis for statistical analysis as it contained suspected elapsed time errors. The documentation anomalies have since been addressed and should provide quality data in the future. 3.1.4Call Volume by Day of Week Calls for service are displayed by day of week in the following chart. Above-average call volumes occur Thursday through Saturday. Volumes on Friday are 9 percent higher than the average. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT373 374| | Master PlanMaster PlanPage 389 of 712
Section 3²Calls for Service and Crime Data | 47 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 3²Calls for Service by Weekday (All Priorities) ± 2011±2016 3.1.5Temporal Charting Introduction Temporal charts, or “heat maps,” are used to analyze data and provide visual acuity for frequency of events. The “hotter” or redder the color, the higher the number of incidents. The picture these charts provide will assist in analyzing shift deployments, response times, and calls for service. The reddening color scheme applies to the total column and total row as well, scaling from blue (low) to red (high). This makes it easier to visualize the days of the week or the hours with the highest and lowest incident counts. The temporal chart has very clear demand periods on a volume basis. The busiest days of the week are Friday, Saturday, and Thursday. The busiest hours of the week are between 9 am and 6 pm. The busiest times are Fridays and Saturdays from 10 pm through 2 am, with some busy periods weekdays between 3 and 6 pm. 16,980 17,879 17,525 17,986 18,578 19,907 18,955 18,259 Sunday Monday Tuesday Wednesday Thursday Friday SaturdayCall Volumes by Day of the Week Distinct IncidentsAverage48 | Section 3²Calls for Service and Crime Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Table 6²Calls for Service (All Priorities and Responses) ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 1,042 519 533 565 546 710 1,032 4,947 01 998 388 363 502 427 599 952 4,229 02 841 366 310 425 364 594 853 3,753 03 530 271 282 311 247 354 544 2,539 04 335 206 199 243 219 291 355 1,848 05 240 217 202 226 240 226 268 1,619 06 258 300 301 309 275 326 263 2,032 07 340 572 575 590 587 622 427 3,713 08 455 842 853 887 914 871 634 5,456 09 651 968 915 958 984 945 811 6,232 10 737 1,066 962 982 1,003 951 858 6,559 11 824 1,136 1,023 1,038 990 1,005 942 6,958 12 899 1,126 987 1,000 1,002 1,102 970 7,086 13 881 1,112 1,046 1,086 1,108 1,132 952 7,317 14 818 1,111 1,035 1,046 993 1,116 958 7,077 15 854 1,080 1,165 1,081 1,111 1,209 946 7,446 16 845 1,127 1,145 1,109 1,077 1,196 918 7,417 17 783 1,022 1,064 1,090 1,185 1,129 957 7,230 18 826 878 907 870 1,036 1,009 875 6,401 19 787 801 857 804 929 892 797 5,867 20 779 798 761 724 856 790 761 5,469 21 777 740 694 731 829 853 795 5,419 22 811 702 735 723 877 980 982 5,810 23 669 531 611 686 779 1,005 1,105 5,386 Total 16,980 17,879 17,525 17,986 18,578 19,907 18,955 127,810 The layout of this chart is consistent with that of a college town, with more significant activity during the weekend hours. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT375 376| | Master PlanMaster PlanPage 390 of 712
Section 3²Calls for Service and Crime Data | 49 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 3.1.6Single-Unit Responses Table 7²Single-Unit Responses (All Priorities) ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 228 138 129 134 144 155 237 1,165 01 244 71 78 96 85 128 221 923 02 197 94 61 85 83 138 212 870 03 118 72 69 83 57 83 132 614 04 75 51 49 59 66 72 105 477 05 61 60 50 50 47 70 76 414 06 98 114 123 138 116 133 105 827 07 144 281 277 263 271 281 184 1,701 08 191 454 448 458 475 433 298 2,757 09 318 540 477 508 547 500 398 3,288 10 370 606 514 507 547 507 444 3,495 11 393 651 539 532 497 513 495 3,620 12 462 603 518 502 537 576 463 3,661 13 431 590 578 559 562 585 468 3,773 14 392 602 537 531 489 600 448 3,599 15 359 577 601 546 566 624 428 3,701 16 338 550 619 538 524 616 411 3,596 17 315 505 532 570 586 506 387 3,401 18 345 416 464 390 445 466 374 2,900 19 306 324 371 320 377 350 300 2,348 20 260 295 281 253 294 275 268 1,926 21 258 248 214 250 273 287 255 1,785 22 249 213 226 230 241 258 274 1,691 23 180 155 157 168 185 243 278 1,366 Total 6,332 8,210 7,912 7,770 8,014 8,399 7,261 53,898 Single-unit calls occur most frequently during weekday working hours. A notable surprise is the absence of single-unit responses during the weekend evening hours. This suggests a disproportionately higher volume of multiple-unit responses during the weekend evening hours. 50 | Section 3²Calls for Service and Crime Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 3.1.7 Multiple-Unit Responses Table 8²Multiple-Unit Responses (All Priorities) ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 814 381 404 431 402 555 795 3,782 01 754 317 285 406 342 471 731 3,306 02 644 272 249 340 281 456 641 2,883 03 412 199 213 228 190 271 412 1,925 04 260 155 150 184 153 219 250 1,371 05 179 157 152 176 193 156 192 1,205 06 160 186 178 171 159 193 158 1,205 07 196 291 298 327 316 341 243 2,012 08 264 388 405 429 439 438 336 2,699 09 333 428 438 450 437 445 413 2,944 10 367 460 448 475 456 444 414 3,064 11 431 485 484 506 493 492 447 3,338 12 437 523 469 498 465 526 507 3,425 13 450 522 468 527 546 547 484 3,544 14 426 509 498 515 504 516 510 3,478 15 495 503 564 535 545 585 518 3,745 16 507 577 526 571 553 580 507 3,821 17 468 517 532 520 599 623 570 3,829 18 481 462 443 480 591 543 501 3,501 19 481 477 486 484 552 542 497 3,519 20 519 503 480 471 562 515 493 3,543 21 519 492 480 481 556 566 540 3,634 22 562 489 509 493 636 722 708 4,119 23 489 376 454 518 594 762 827 4,020 Total 10,648 9,669 9,613 10,216 10,564 11,508 11,694 73,912 Multiple-unit responses clearly occur most frequently during Friday and Saturday evenings from 10 pm through 3 am. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT377 378| | Master PlanMaster PlanPage 391 of 712
Section 3²Calls for Service and Crime Data | 51 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Given that so few single-unit responses occur during these hours, the City must recognize the demand on staff to respond is higher during these hours than any other time of the week. That is, if at least two officers respond to a multiple-unit call, the pool of available officers shrinks at the rate of at least twice that of a single-unit call. Of the 127,810 calls for service: 57.8 percent (73,912) required two or more officers. 22.2 percent (28,338) required three or more officers. 3.1.8Demands for Service Summary Single-unit calls take place most often during weekday working hours. This differs substantially from multiple-unit calls that occur most frequently during late evening weekend hours. Single-unit calls constitute only 42 percent of all distinct incidents, suggesting that multiple-unit calls are the standard mode of deployment during peak late-evening weekend hours. Between 10 pm and 3 am Friday and Saturday nights, multiple-unit incidents outnumber single-unit incidents three to one.5 From a staffing standpoint, it is prudent to have sufficient officers available for the weekend nightlife crowds. When multiple-unit responses are required, the peaked staffing of available Patrol units is consumed at a much faster rate, and hence more units should be deployed during these peak critical hours. 5 2,392 single-unit responses vs. 7,398 multiple-unit responses; or multiple-unit responses are 309 percent larger than single-unit responses during the Friday–Saturday 10 pm through 3 am window. 52 | Section 3²Calls for Service and Crime Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 3.2SAN LUIS OBISPO¶S CRIME PICTURE The following charts track the volume of Part 1 crimes between 2013 and 2016, beginning with Property crimes. Figure 4²Part 1 Property Crimes ± Residential, Vehicle, and Commercial ± 2013±2016 There has been a 57 percent growth in Stolen Vehicles since 2013 and a 39 percent growth in Commercial Burglaries since 2014.6 Residential Burglaries, down substantially since 2013, are now fluctuating around 155 per year. Residential Burglary still can be a strike felony; however, it is rarely charged as a strike felony. There is a significant difference in punishment for this crime type versus theft crimes. 6 Growth Calculation: (Current Period/Prior Period) - 1 249 140 169 160 63 71 98 99 79 66 76 92 0501001502002503002013 2014 2015 2016Part 1 Property Crimes Residential BurglaryStolen VehicleCommercial BurglarySAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT379 380| | Master PlanMaster PlanPage 392 of 712
Section 3²Calls for Service and Crime Data | 53 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 5²Part 1 Property Crimes ± Theft and Theft from Vehicle ± 2013±2016 There has been a 132 percent growth in Theft from Vehicles since 2014 and 21 percent growth in Theft since 2014. Figure 6²Part 1 Person Crimes ± Aggravated Assault ± 2013±2016 There has been a 28.5 percent decline in Aggravated Assaults since 2014. 1,046 874 1,058 1,057 338 288 443 669 0200400600800100012002013 2014 2015 2016Part 1 Property Crimes TheftTheft from Vehicle101 168 146 120 0501001502002013 2014 2015 2016Part 1 Person Crimes Aggravated Assault54 | Section 3²Calls for Service and Crime Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 7²Part 1 Person Crimes ± Arson, Rape, Robbery, Rape Attempts, and Homicide ± 2013±2016 There have been zero Homicides in the last four years. Arson has been fluctuating substantially year to year. There was a 61 percent decrease from 2013 to 2014, then a 159 percent increase, then a 41 percent decrease. Rape and Robbery have demonstrated similar increases to Theft and Theft from Vehicle in the last two years, which warrants investigation into whether there are linkages by person, location, or another factor. Rape attempts (reported) were at a four-year low in 2016. Citygate does not have the data necessary to cross-reference arrest data by name, but there is value in reviewing addresses. 3.2.1 Crime Summary The latest crime data, as shown in this study, indicates that the Police Department, in collaboration with the community, has done an outstanding job in minimizing crime. There are many factors that contribute to crime rates, including economics, proactive/preventative policing, omnipresence, community involvement, and employment. These statistics are encouraging, but cannot and should not lull the City into believing that staffing and performance decisions can be made with just this limited picture. Community expectations, sense of safety (quality of life), emergency response times, and confidence in the Police Department all factor into these decisions. 44 17 44 26 31 44 32 39 26 25 13 21 6 3 5 2 0 0 0 0 051015202530354045502013 2014 2015 2016Part 1 Person Crimes ArsonRapeRobberyRape AttemptHomicideSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT381 382| | Master PlanMaster PlanPage 393 of 712
Section 3²Calls for Service and Crime Data | 55 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Additionally, criminal conduct is not confined by boundaries. In other words, criminals do not concern themselves with their crime target by geographical boundaries such as city limits or county lines. Criminal activity spills across jurisdictional boundaries and can have a significant effect on the criminal activity in the Department’s jurisdiction. Factors well beyond the control of the City will have a direct impact on the emerging crime trends. The California Prison Realignment (AB 109) and recently passed Proposition 57 will likely spawn increased criminal activity throughout the State of California. The Prison Realignment is noted by most law enforcement professionals as being the single greatest factor in the dramatic increase in property crimes. No one knows yet what the possible impact of Proposition 57 will be, but it will allow even more convicted criminals to seek early release from prison. Additionally, other City services will likely be impacted by these measures. The released inmates will likely need assistance, either through government programs or charitable organizations, to assist them as they attempt to reintegrate into society. Many may end up homeless, exacerbating the homeless/transient issues already affecting the City. Additionally, California voters have recently approved the recreational use of marijuana. This will undoubtedly create more work for the Police Department. Issues such as Driving Under the Influence, public intoxication, grow enforcement, sales enforcement, possession by minors, sales to minors, and many others will impact the Police Department. Areas of the country where recreational use is already legal have noted sharp increases in many crime types. The exact impact it will have on the City is yet to be known. The City has yet to adopt measures to address the potential regulation of recreational marijuana use/sales/cultivation within the City. The City’s crime data is consistent with crime trends from other jurisdictions across California. Property crimes are increasing significantly. Also, according to 2014/2015 data from the California Police Chiefs Association (shown in Appendix C of this report), 91 cities with a population between 25,000 and 49,999 reported a 9.15 percent increase in property crimes. The City’s property crimes increased by 28 percent during the same period. Locally and statewide, this corresponds to the reduction of penalties and likelihood of prosecution for these crime types. Not only have penalties for theft convictions been reduced, the threshold for a theft to be prosecuted as a felony has been increased. Thefts of property valued under $950 are generally treated as a misdemeanor; this was increased from $400 (there are a few exemptions, including firearms of any value). Criminals are responding to the changes in these laws, and the number and frequency of thefts are burgeoning across the state. The City’s crime data also shows a decrease in the number of residential burglaries. This could be attributed to the penalties associated with this crime type. Residential burglary is still prosecuted as a strike felony in the State of California. The penalties for this crime type can be substantially more severe than for misdemeanor theft. This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT383 384| | Master PlanMaster PlanPage 394 of 712
Section 4²Response Time Data | 57 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The Police Department currently does not have response time standards or goals. However, San Luis Obispo’s Fire Department has established a goal of responding to emergency calls within 7 minutes, 90 percent of the time, from dispatch to arrival. SECTION 4—RESPONSE TIME DATA Response time is calculated from the time the call is received by the dispatcher, to the time one or more assigned units arrive on scene. Nationally, there are no legal mandates or standards established for law enforcement response times. Communities are left to determine response time goals given their own unique geographic and demographic considerations. The Police Department currently does not have response time standards or goals. However, San Luis Obispo’s Fire Department has established a goal of responding to emergency calls within 7 minutes, 90 percent of the time, from dispatch to arrival.7 When establishing response time standards, care must be given to examine the realistic capabilities 7 Seven-minute response time for Fire Department emergencies (Code 3) is based on 1-minute call processing, 2-minute “turn-out,” and 4-minute travel time. (Established by City Council adopted policy) 58 | Section 4²Response Time Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA of the agency to meet the standard. Arbitrarily setting a standard that cannot be reached creates an unrealistic expectation of the community and daunting responsibility for the Police Department. Current best practice, nationally, is to measure percent completion of a goal (e.g., 90 percent of the emergency responses) rather than an average measure of emergency calls. Mathematically, this is called a “fractile” measurement.8 This is because the measure of average only identifies the central or middle point of response time performance for all calls for service in the data set. Using an average makes it impossible to know how many incidents had response times that were way over the average, or just over. For example, Figure 1 shows response times for a fictitious city police department in the United States. This city is small and receives 20 legitimate calls for service each day. Each response time for the calls for service has been plotted on the graph. The call response times have been plotted in order from shortest response time to longest response time. The figure shows that the average response time is 8.7 minutes. However, the average response time fails to properly account for four calls for service with response times far exceeding a threshold in which positive outcomes could be expected. In fact, it is evident in Figure 1 that, in this fictitious U.S. city, 20 percent of responses are far too slow, and that this city has a potential life-threatening service delivery problem. Average response time as a measurement tool for police departments is simply not sufficient. This is a significant issue in larger cities, if hundreds or thousands of calls are answered far beyond the average point. By using the fractile measurement with 90 percent of responses in mind, this small city has a response time of 18 minutes, 90 percent of the time. This fractile measurement is far more accurate at reflecting the service delivery situation in this small city. 8 A fractile is that point below which a stated fraction of the values lie. The fraction is often given in percent; the term percentile may then be used. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT385 386| | Master PlanMaster PlanPage 395 of 712
Section 4²Response Time Data | 59 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 8²Fractile versus Average Response Time Measurements ± EXAMPLE Another critical factor in measuring response time is to be realistic about what that time indicates. For example, for a life-threatening call for service, industry standards and academy instruction stresses the importance of an officer waiting for his or her backup. Not only does the presence of a backup improve safety, it tends to reduce the risk of escalating violence at a call. With this in mind, emergency call response times should be measured based on the arrival time of both units—the primary unit and the backup. 4.1RESPONSE TIME ANALYSIS Approximately 3.3 percent of 127,810 total calls for service (4,254 records) had unusual response times of greater than 60 minutes. These records were removed to improve the analysis. To further improve the analysis, records with Priorities of 6–9 were consolidated into Priority 5. 60 | Section 4²Response Time Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 4.1.1Single-Unit Responses Figure 9²Priority 1 Single-Unit Response Time ± 2011±2016 Response times for Priority 1 calls (n=1,292) occur in 25.7 minutes or less 90 percent of the time. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT387 388| | Master PlanMaster PlanPage 396 of 712
Section 4²Response Time Data | 61 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 10²Priority 2 Single-Unit Response Time ± 2011±2016 Response times for Priority 2 calls (n=1,714) occur in 29.0 minutes or less 90 percent of the time. Figure 11²Priority 3 Single-Unit Response Time ± 2011±2016 Response times for Priority 3 calls (n=14,279) occur in 26.4 minutes or less 90 percent of the time. 62 | Section 4²Response Time Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 12²Priority 4 Single-Unit Response Time ± 2011±2016 Response times for Priority 4 calls (n=14,415) occur in 32.7 minutes or less 90 percent of the time. Figure 13²Priorities 5±9 Single-Unit Response Time ± 2011±2016 Response times for Priority 5–9 calls (n=20,414) occur in 31.4 minutes or less 90 percent of the time. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT389 390| | Master PlanMaster PlanPage 397 of 712
Section 4²Response Time Data | 63 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 4.1.2Multiple-Unit Responses Figure 14²Second-In Unit Priority 1 Multiple-Unit Response Time ± 2011±2016 Multiple-unit response times for Priority 1 calls (n=4,127) occur in 22.9 minutes or less 90 percent of the time. Figure 15²Second-In Unit Priority 2 Multiple-Unit Response Time ± 2011±2016 Multiple-unit response times for Priority 2 calls (n=11,171) occur in 19.8 minutes or less 90 percent of the time. 64 | Section 4²Response Time Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 16²Second-In Unit Priority 3 Multiple-Unit Response Time ± 2011±2016 Multiple-unit response times for Priority 3 calls (n=25,450) occur in 23.6 minutes or less 90 percent of the time. Figure 17²Second-In Unit Priority 4 Multiple-Unit Response Time ± 2011±2016 Multiple-unit response times for Priority 4 calls (n=22,282) occur in 28.9 minutes or less 90 percent of the time. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT391 392| | Master PlanMaster PlanPage 398 of 712
Section 4²Response Time Data | 65 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 18²Second-In Unit Priorities 5±9 Multiple-Unit Response Time ± 2011±2016 Multiple-unit response times for Priority 5–9 calls (n=17,224) occur in 47.4 minutes or less 90 percent of the time. 4.2RESPONSE TIME SUMMARY The following table presents the response times for single-unit and multiple-unit responses. These are the response times achieved for 90 percent of calls for service. Table 9²90 Percent Response Time Summary ± 2011±2016 90% Response Times (Minutes) Single-Unit Multiple-Unit (Second-In Unit) Priority 1 25.7 22.9 Priority 2 29.0 19.8 Priority 3 26.4 23.6 Priority 4 32.7 28.9 Priority 5±9 31.4 31.9 Nationally, law enforcement agencies are adopting the more accurate reporting of response times, moving away from an average of the time and reporting the 90 percent arrival time. The 66 | Section 4²Response Time Data Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Department and City do not have a standard on response times for the most urgent police emergency calls. Anecdotally, however, the Fire Department response time standard is 7 minutes9 (90 percent of the time) from dispatch to arrival. This would appear to be a reasonable time standard as the public’s expectation for emergency response for fire emergencies carries the same criticality as police emergencies. Recognizing the safety factor mentioned above of two officers responding to an emergency or urgent call, the City’s response time for Priority 1 and 2 calls, second-in units is 22.89 and 19.79 minutes respectively, 90 percent of the time, as seen in Figure 14 and Figure 15. When establishing a response time goal, the City must look at its geographical constraints, officer and citizen safety, and fiscal capabilities. Adding patrol officers during those peak calls for service hours will reduce response times. The challenge is that adding one officer on the street, 24/7, requires 5.25 additional full-time equivalents, which is inclusive of a “relief factor” (i.e., an industry best practice used to account for staffing a position 24/7, 365 days a year). For these reasons, the combination of Citygate’s recommendations to add Community Service Officers (CSOs) to increase availability of officers, enhance documentation of committed time to better analyze availability, and fill the existing seven positions in Patrol are critical to improving response times. Once the seven officers are added, the Department will be in a better position to re-examine the response time data and make appropriate additions in staffing to bring the time closer to a target response time goal. Finding #1: The Police Department has not established a response time goal. Recommendation #1: Establish attainable response time goals to meet community expectations within the City’s fiscal capabilities. 9 Seven-minute response time for Fire Department emergencies (Code 3) is based on 1-minute call processing, 2-minute “turn-out,” and 4-minute travel time. (Established by City Council adopted policy) SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT393 394| | Master PlanMaster PlanPage 399 of 712
Section 5²Workload Analysis | 67 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Monday through Friday from 9 am to 6 pm, and Friday and Saturday evenings from 10 pm to 3 am represent the largest concentration of multiple-unit calls for service response. SECTION 5—WORKLOAD ANALYSIS 5.1EXAMINING CALLS FOR SERVICE BY FREQUENCY AND PRIORITY In examining workload, the saturation of calls that occur by day of week and hour of day is an important visualization. This tool is also used when the Department is above minimum staffing, to compare proposed shift scheduling to calls for service and peak times. The following temporal chart shows the calls for service volume across all priorities by hour of the day and day of the week, combining both single- and multiple-unit responses. There are two very clear patterns evident: Monday through Friday from 9 am to 6 pm, and Friday and Saturday evenings from 10 pm to 3 am represent the largest concentration of multiple-unit calls for service response.68 | Section 5²Workload Analysis Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Table 10²Service Calls by Hour of the Day and Day of the Week (All Priorities) ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 1,042 519 533 565 546 710 1,032 4,947 01 998 388 363 502 427 599 952 4,229 02 841 366 310 425 364 594 853 3,753 03 530 271 282 311 247 354 544 2,539 04 335 206 199 243 219 291 355 1,848 05 240 217 202 226 240 226 268 1,619 06 258 300 301 309 275 326 263 2,032 07 340 572 575 590 587 622 427 3,713 08 455 842 853 887 914 871 634 5,456 09 651 968 915 958 984 945 811 6,232 10 737 1,066 962 982 1,003 951 858 6,559 11 824 1,136 1,023 1,038 990 1,005 942 6,958 12 899 1,126 987 1,000 1,002 1,102 970 7,086 13 881 1,112 1,046 1,086 1,108 1,132 952 7,317 14 818 1,111 1,035 1,046 993 1,116 958 7,077 15 854 1,080 1,165 1,081 1,111 1,209 946 7,446 16 845 1,127 1,145 1,109 1,077 1,196 918 7,417 17 783 1,022 1,064 1,090 1,185 1,129 957 7,230 18 826 878 907 870 1,036 1,009 875 6,401 19 787 801 857 804 929 892 797 5,867 20 779 798 761 724 856 790 761 5,469 21 777 740 694 731 829 853 795 5,419 22 811 702 735 723 877 980 982 5,810 23 669 531 611 686 779 1,005 1,105 5,386 Total 16,980 17,879 17,525 17,986 18,578 19,907 18,955 127,810 Further analysis of the frequency and distribution of calls for service begins by comparing single- and multiple-unit responses, beginning with multiple-unit responses.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT395 396| | Master PlanMaster PlanPage 400 of 712
Section 5²Workload Analysis | 69 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 5.1.1 Multiple-Unit Responses Multiple-unit responses across all priorities are summarized in the table below. Table 11²Multiple-Unit Responses (All Priorities) ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 814 381 404 431 402 555 795 3,782 01 754 317 285 406 342 471 731 3,306 02 644 272 249 340 281 456 641 2,883 03 412 199 213 228 190 271 412 1,925 04 260 155 150 184 153 219 250 1,371 05 179 157 152 176 193 156 192 1,205 06 160 186 178 171 159 193 158 1,205 07 196 291 298 327 316 341 243 2,012 08 264 388 405 429 439 438 336 2,699 09 333 428 438 450 437 445 413 2,944 10 367 460 448 475 456 444 414 3,064 11 431 485 484 506 493 492 447 3,338 12 437 523 469 498 465 526 507 3,425 13 450 522 468 527 546 547 484 3,544 14 426 509 498 515 504 516 510 3,478 15 495 503 564 535 545 585 518 3,745 16 507 577 526 571 553 580 507 3,821 17 468 517 532 520 599 623 570 3,829 18 481 462 443 480 591 543 501 3,501 19 481 477 486 484 552 542 497 3,519 20 519 503 480 471 562 515 493 3,543 21 519 492 480 481 556 566 540 3,634 22 562 489 509 493 636 722 708 4,119 23 489 376 454 518 594 762 827 4,020 Total 10,648 9,669 9,613 10,216 10,564 11,508 11,694 73,912 There is a very clear pattern for multiple-unit responses, with the majority occurring during nightlife hours on weekends (Friday and Saturday evenings from 10 pm to 3 am). Notice there are comparatively fewer multiple-unit responses during workweek hours. The latter pattern very clearly belongs to the single-unit responses. 70 | Section 5²Workload Analysis Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 5.1.2Multiple-Unit Responses by Priority Table 12²Priority 1 Multiple-Unit Responses ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 54 9 18 17 20 30 49 197 01 73 15 10 18 25 35 53 229 02 35 16 7 17 16 18 39 148 03 19 5 14 15 11 11 16 91 04 12 3 6 9 4 11 7 52 05 9 8 5 8 8 4 13 55 06 8 12 4 6 7 7 8 52 07 12 13 10 22 14 13 13 97 08 9 25 21 17 28 23 9 132 09 13 21 30 27 27 30 21 169 10 19 24 20 31 25 25 18 162 11 22 33 30 27 31 33 23 199 12 22 31 27 31 32 45 17 205 13 32 37 19 27 23 44 29 211 14 27 30 23 30 40 33 35 218 15 28 26 31 36 42 36 21 220 16 41 33 37 41 32 38 33 255 17 24 35 38 42 43 39 23 244 18 18 22 31 33 44 30 22 200 19 18 20 26 27 34 30 22 177 20 28 31 25 26 40 33 23 206 21 27 30 23 31 42 30 35 218 22 25 18 17 22 23 33 31 169 23 20 13 19 24 29 38 36 179 Total 595 510 491 584 640 669 596 4,085 The amount of data available for Priority 1 multiple-unit responses is comparatively small, representing just 3 percent of all calls. The volume represented here is comparatively small, but there are allusions to the nightlife pattern discussed in the preceding table. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT397 398| | Master PlanMaster PlanPage 401 of 712
Section 5²Workload Analysis | 71 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Priority 2 multiple-unit responses confirm the weekend nightlife pattern above. Table 13²Priority 2 Multiple-Unit Responses ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 154 57 62 63 80 107 171 694 01 181 48 43 85 61 94 196 708 02 147 50 42 63 45 100 144 591 03 63 20 25 31 21 51 72 283 04 44 19 22 31 28 21 34 199 05 19 21 13 21 21 21 15 131 06 12 19 27 15 15 19 20 127 07 19 34 35 39 24 43 27 221 08 33 49 50 49 53 58 41 333 09 44 53 54 54 64 60 54 383 10 55 56 63 65 58 70 53 420 11 59 52 59 69 93 81 66 479 12 72 79 56 74 58 70 77 486 13 65 65 74 72 82 57 62 477 14 48 78 76 67 83 66 68 486 15 82 74 74 85 75 94 56 540 16 61 69 69 95 103 66 60 523 17 73 86 88 73 79 78 80 557 18 73 89 72 79 86 73 76 548 19 76 89 77 77 85 72 68 544 20 83 94 62 67 83 78 73 540 21 86 75 75 87 89 79 74 565 22 100 64 81 72 83 102 101 603 23 69 44 58 79 103 115 116 584 Total 1,718 1,384 1,357 1,512 1,572 1,675 1,804 11,022 72 | Section 5²Workload Analysis Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA There are some differences in the Priority 3 multiple-unit responses, with moderate volume occurring between 3 pm and 1 am every day of the week. Table 14²Priority 3 Multiple-Unit Responses ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 189 142 141 141 124 170 217 1,124 01 200 111 99 143 131 151 208 1,043 02 178 97 112 123 111 149 195 965 03 131 95 94 100 85 106 129 740 04 102 70 70 82 74 96 100 594 05 97 77 64 83 97 84 93 595 06 81 75 80 79 66 88 65 534 07 77 98 98 108 138 108 97 724 08 97 107 134 146 139 142 119 884 09 114 120 135 140 124 128 140 901 10 126 140 127 153 143 137 140 966 11 141 165 155 167 127 159 148 1,062 12 132 151 148 158 158 168 151 1,066 13 141 153 132 177 172 158 133 1,066 14 162 142 150 163 150 160 150 1,077 15 150 153 188 163 175 204 165 1,198 16 160 183 159 173 156 191 152 1,174 17 133 166 166 169 205 207 188 1,234 18 167 155 161 162 194 192 152 1,183 19 146 175 167 184 193 184 166 1,215 20 185 165 170 169 194 192 173 1,248 21 172 166 161 175 201 213 185 1,273 22 162 166 168 166 213 219 180 1,274 23 130 130 154 184 173 198 213 1,182 Total 3,373 3,202 3,233 3,508 3,543 3,804 3,659 24,322 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT399 400| | Master PlanMaster PlanPage 402 of 712
Section 5²Workload Analysis | 73 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The remaining Priorities 4 through 9 follow the same pattern as Priority 2, with the exception of Priority 6, which has an insignificant volume of 1,686 calls over six years. Combining the remaining priorities demonstrates this familiar multiple-unit response pattern, with most responses occurring during the nightlife hours. Table 15²Priority 4±9 Multiple-Unit Responses ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 417 173 183 210 178 248 358 1,767 01 300 143 133 160 125 191 274 1,326 02 284 109 88 137 109 189 263 1,179 03 199 79 80 82 73 103 195 811 04 102 63 52 62 47 91 109 526 05 54 51 70 64 67 47 71 424 06 59 80 67 71 71 79 65 492 07 88 146 155 158 140 177 106 970 08 125 207 200 217 219 215 167 1,350 09 162 234 219 229 222 227 198 1,491 10 167 240 238 226 230 212 203 1,516 11 209 235 240 243 242 219 210 1,598 12 211 262 238 235 217 243 262 1,668 13 212 267 243 251 269 288 260 1,790 14 189 259 249 255 231 257 257 1,697 15 235 250 271 251 253 251 276 1,787 16 245 292 261 262 262 285 262 1,869 17 238 230 240 236 272 299 279 1,794 18 223 196 179 206 267 248 251 1,570 19 241 193 216 196 240 256 241 1,583 20 223 213 223 209 245 212 224 1,549 21 234 221 221 188 224 244 246 1,578 22 275 241 243 233 317 368 396 2,073 23 270 189 223 231 289 411 462 2,075 Total 4,962 4,573 4,532 4,612 4,809 5,360 5,635 34,483 74 | Section 5²Workload Analysis Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 5.1.3Single-Unit Responses Single-unit responses occur primarily during normal business hours, with the bulk of calls occurring between 9 am and 6 pm. Table 16²Single-Unit Responses (All Priorities) ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 228 138 129 134 144 155 237 1,165 01 244 71 78 96 85 128 221 923 02 197 94 61 85 83 138 212 870 03 118 72 69 83 57 83 132 614 04 75 51 49 59 66 72 105 477 05 61 60 50 50 47 70 76 414 06 98 114 123 138 116 133 105 827 07 144 281 277 263 271 281 184 1,701 08 191 454 448 458 475 433 298 2,757 09 318 540 477 508 547 500 398 3,288 10 370 606 514 507 547 507 444 3,495 11 393 651 539 532 497 513 495 3,620 12 462 603 518 502 537 576 463 3,661 13 431 590 578 559 562 585 468 3,773 14 392 602 537 531 489 600 448 3,599 15 359 577 601 546 566 624 428 3,701 16 338 550 619 538 524 616 411 3,596 17 315 505 532 570 586 506 387 3,401 18 345 416 464 390 445 466 374 2,900 19 306 324 371 320 377 350 300 2,348 20 260 295 281 253 294 275 268 1,926 21 258 248 214 250 273 287 255 1,785 22 249 213 226 230 241 258 274 1,691 23 180 155 157 168 185 243 278 1,366 Total 6,332 8,210 7,912 7,770 8,014 8,399 7,261 53,898 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT401 402| | Master PlanMaster PlanPage 403 of 712
Section 5²Workload Analysis | 75 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 5.1.4Single-Unit Responses by Priority Since there are only 1,315 Priority 1 and 1,754 Priority 2 Single-Unit responses for the entire six-year data set, these are combined in the next temporal chart. This is representative of the pattern seen in the chart above, but notice there are zero calls on Tuesdays at 4 am over the entire six years. Table 17²Priority 1 and 2 Single-Unit Responses ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 28 7 8 9 14 19 23 108 01 48 12 4 7 8 17 37 133 02 24 3 3 8 10 15 28 91 03 15 4 3 6 3 10 15 56 04 4 2 1 1 5 3 16 05 3 6 4 1 5 5 3 27 06 7 4 7 5 6 8 7 44 07 10 14 6 10 13 15 8 76 08 12 16 19 24 28 13 11 123 09 16 22 20 22 25 26 12 143 10 10 26 24 20 28 31 18 157 11 20 27 35 27 30 27 23 189 12 20 31 30 28 41 36 21 207 13 18 33 32 29 49 30 27 218 14 20 32 31 26 41 34 23 207 15 18 37 40 29 29 37 28 218 16 19 36 41 36 31 34 21 218 17 20 29 26 25 27 28 25 180 18 16 18 29 25 21 26 15 150 19 8 10 19 24 19 20 18 118 20 18 14 12 12 20 22 11 109 21 13 14 9 15 19 12 17 99 22 7 20 11 17 13 11 15 94 23 14 5 9 8 12 13 27 88 Total 388 422 422 414 493 494 436 3,069 76 | Section 5²Workload Analysis Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA There is very little difference for the remaining priorities, and hence they are consolidated below. Priority 3 calls have slightly larger volumes later in the afternoon, whereas Priority 4 calls are more evenly distributed throughout the afternoon. Table 18²Priorities 3±9 Single-Unit Responses ± 2011±2016 Hour Sun Mon Tue Wed Thu Fri Sat Total 00 200 131 121 125 130 136 214 1,057 01 196 59 74 89 77 111 184 790 02 173 91 58 77 73 123 184 779 03 103 68 66 77 54 73 117 558 04 71 49 49 58 65 67 102 461 05 58 54 46 49 42 65 73 387 06 91 110 116 133 110 125 98 783 07 134 267 271 253 258 266 176 1,625 08 179 438 429 434 447 420 287 2,634 09 302 518 457 486 522 474 386 3,145 10 360 580 490 487 519 476 426 3,338 11 373 624 504 505 467 486 472 3,431 12 442 572 488 474 496 540 442 3,454 13 413 557 546 530 513 555 441 3,555 14 372 570 506 505 448 566 425 3,392 15 341 540 561 517 537 587 400 3,483 16 319 514 578 502 493 582 390 3,378 17 295 476 506 545 559 478 362 3,221 18 329 398 435 365 424 440 359 2,750 19 298 314 352 296 358 330 282 2,230 20 242 281 269 241 274 253 257 1,817 21 245 234 205 235 254 275 238 1,686 22 242 193 215 213 228 247 259 1,597 23 166 150 148 160 173 230 251 1,278 Total 5,944 7,788 7,490 7,356 7,521 7,905 6,825 50,829 SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT403 404| | Master PlanMaster PlanPage 404 of 712
Section 5²Workload Analysis | 77 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA International Association of Chiefs of Police (IACP) recommendations and industry best practices suggest that law enforcement workload and staffing be evaluated in part using the 20/20/20 standard for patrol resource allocation. 5.1.5 Call Saturation Summary These charts clearly illuminate the impacts generated during evening hours associated with social or entertainment gatherings, where multiple-unit responses occur much more frequently than single-unit responses by a factor of seven to five. When fully one-fifth of all calls for service require three or more units, and these types of incidents occur during nightlife hours, it is time to carefully assess whether staffing is sufficient during these peak demand periods. 5.2IACP 20/20/20 MODEL ± WORKLOAD DISTRIBUTION International Association of Chiefs of Police (IACP) recommendations and industry best practices suggest that law enforcement workload and staffing be evaluated in part using the 20/20/20 standard for patrol resource allocation. Preventative and proactive patrol is foundational to safe communities and quality of life issues in communities. By this standard, officers need at least 20 minutes per hour available to have sufficient time to solve problems and prevent or reduce future calls for services. The remaining portion of an hour is divided into two 20-minute blocks for administrative time and calls for service.Having examined calls for service by frequency and priority, the next step is to review workload distribution. Citygate used computer-aided dispatch (CAD) data to project the proportion of time patrol officers are spending in the areas of: call response, administrative duties (including report writing), and proactive/preventative patrol activities (foundational to a proactive Community Policing philosophy). While this method is a strong indicator of workload allocation based on available data, it is imperfect. Citygate emphasizes that the following table is simply an estimate based solely on CAD activity and any activity not reported in CAD will not be captured. As previously stated, there are additional areas of data input and tracking by the Department that need to be implemented to enhance accuracy and allow for more thorough analysis of committed time for field and investigation work forces. There are reasons this estimate under-reports actual police time. Citygate’s recommendations include corrective action to more accurately document this time for ongoing analysis. In June of 2016, Chief Cantrell introduced and adopted the 20/20/20 rule as part of the overarching Community Policing model for the Police Department, at which time she implemented procedures to track proactive/preventative time. 78 | Section 5²Workload Analysis Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Citygate has utilized the seven months of available data and extrapolated it for the purposes of analyzing this category of workload. As such, this data should be regarded as the minimum level of the actual time committed to these three activities and, thus, only a part of the workload analysis. Citygate’s methodology compares the time for reactive, administrative, and proactive time as currently reported in the CAD system. Using the 20/20/20 rule, 20 minutes should be spent in each category assuming the Department meets the standard. Table 19²Allocation of Patrol Officer Time as Recorded in CAD ± 2016 (Of 214 Days) Calls for Service Time Proactive Preventative Time Admin Time Total Time IACP Recommendations 0:20:00 0:20:00 0:20:00 1:00:00 Time Consumed 0:18:15 0:06:52 0:17:05 0:42:11 Available Time 0:01:45 0:13:08 0:02:55 0:17:49 Using this method, calls for service consumes 30.4 percent of the hour, and 91.25 percent of the allotted 20 calls for service minutes. This emphasizes the importance of gathering more detailed data that captures specific workload elements under the administrative time category. The data on officer availability in CAD is inconsistent with the opinions shared during the interviews. That is not necessarily an indication that the patrol force is not extremely busy, but it does indicate that the Department needs to continue to improve its tracking of time utilization data. The preferred result is that the total time committed for responding to calls, report writing, administrative activities, and documented proactive time is accurately captured. In doing so, the documented proactive, self-initiated time and unallocated time together provide how much time an officer is conducting preventative patrol. This time should minimally constitute one-third of every hour worked. In agencies where a strong emphasis has been placed on Community Policing, intelligence-led policing, and data-driven policing, Citygate has seen allocated time goals of as much as 51 percent for proactive/preventative time. Slightly less than one-third of every hour is undocumented time in CAD, and a very small amount of time is being committed to proactive/administrative time. Finding #2: The Department needs to improve its tracking of time and categorizing of data for field activities. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT405 406| | Master PlanMaster PlanPage 405 of 712
Section 5²Workload Analysis | 79 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #2: Establish additional radio protocols to status and parse patrol officer’s committed time for patrol activities. NOTE: Chief Cantrell has directed the refinement of data recordation based on this finding and recommendation. Those protocols were enacted in January 2017. The changes necessary to ensure that the 20/20/20 rule is being met will require additional documentation, supervisory oversight, and management support to ensure that the changes garner the needed data for sound staffing and deployment decisions. These efforts will bring about stronger community safety, reduced crime, and ultimately, an improved quality of life in the City. 5.3ASSOCIATED WORKLOAD FACTORS Having examined calls for service by frequency and priority, and assessed workload distribution including the time consumed on calls for service, there are three remaining elements to be considered in Citygate’s workload analysis:5.3.1Establishment of Performance Objectives Currently the Police Department does not have any performance objectives or standards as they relate to case management, work productivity, response time standards, and ratio of measurements to the standards. Citygate has made findings and recommendations throughout this study to address this going forward. 5.3.2Provision of Staffing Estimates As detailed in the workload analysis, accurate accounting of committed time is essential to analyzing the needs for staffing. With the Department’s recent adoption of the IACP 20/20/20 rule, enhanced committed time documentation in CAD, and establishment of response time goals, the combined data will provide an accurate picture of officer availability. This will provide an articulable and defensible formulation of staffing based on community expectation and performance measurements, as well as garner a greater level of accountability. Growth can be a factor that contributes to staffing needs. In determining these impacts, the increase in housing, density of housing, commercial development, and type of use in the commercial developments must be examined. There are different staffing considerations that will all contribute to workload, availability, calls for service, and crime. This will be discussed this further in Section 8²Economic Development Considerations. This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT407 408| | Master PlanMaster PlanPage 406 of 712
Section 6²Operations Bureau Review | 81 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA SECTION 6—OPERATIONS BUREAU REVIEW The Operations Bureau is commanded by a captain whose primary responsibility is to provide general management direction and control for the Bureau. The Operations Bureau is responsible for responding to emergency and non-emergency calls for service, proactive patrol, traffic safety and investigations, and general law enforcement. The Bureau is the uniformed presence of the Department that interacts with the community on a daily basis. The Operations Bureau consists of uniformed Patrol, Traffic Safety Unit, Bicycle Unit, Community Action Team, and Neighborhood Outreach. While Citygate’s assessment of the Bureau was thorough, for the sake of brevity and the usefulness of this document, certain units or squads have been omitted from this report for which there are no issues or elements of concern to be reported. 6.1 PATROL 6.1.1 Dayshift Patrol Dayshift Patrol is led by a lieutenant. He oversees the two Dayshift Patrol sergeants, 14 authorized Patrol officers, the Traffic Unit sergeant, and three authorized Traffic Unit officers. There are also two officers assigned to the Community Action Team (CAT). The CAT specifically manages complex issues related to chronic homelessness and the possible psychiatric and addiction issues exacerbating the problem. The purpose of the Dayshift Patrol Unit is to 82 | Section 6²Operations Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA From approval of a funded position through advertising the position; testing; background investigation; medical, psychological, and polygraph testing; academy training; and FTO training, it can take 11–12 months before an approved officer position is filling a scheduled shift as a police officer and sharing the responsibilities of safety for the community. respond to calls for service, enforce state and local laws, act as a crime deterrent, enforce traffic laws, investigate criminal activity, investigate traffic collisions, and assist with special assignments as requested. Vacancies The hiring process for police officers is extensive and arduous at best. Application, testing and background investigation, and medical, psychological, and polygraph processes can take as much as six months to complete. Agencies of similar size in California experience a ratio of two successful candidates for every 100 applicants. Once a candidate is hired, the field training officer (FTO) program will last three to four months, if the candidate is a lateral hire (meaning they have completed the police academy and served in another department for at least one year). If the candidate is an entry-level hire (with no academy training), they will have to successfully complete a POST-approved police academy lasting a minimum of four months. From approval of a funded position through advertising the position; testing; background investigation; medical, psychological, and polygraph testing; academy training; and FTO training, it can take 11–12 months before an approved officer position is filling a scheduled shift as a police officer and sharing the responsibilities of safety for the community. As of this writing, the Police Department has four officers in FTO training, one candidate in the police academy, and two lateral applicants in the hiring process. Dayshift currently has two vacant authorized positions. The staffing is being augmented using overtime and the reassignment of officers from specialty units. The inability of the Department to maintain full staffing is, in part, a product of its historical reliance on lateral hires. The addition of Community Service Officer (CSO) positions will help in the recruitment process and allow CSOs an opportunity to train and perform under the Department before the significant investment of the police academy. This is a wonderful stepping-stone on the career path and will garner multiple benefits for the Department. Currently, police officers are reluctant to lateral to another agency because it would mean entering employment in a lower-tier PERS retirement plan. While this issue will be temporary as SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT409 410| | Master PlanMaster PlanPage 407 of 712
Section 6²Operations Bureau Review | 83 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA more and more people are hired under the new lower plan, thus making a lateral move less punitive, it is the Department’s current reality. Additionally, greater creativity and dedication of personnel to the recruitment process is needed. Operating with these vacancies is affecting the entire Department, not just Dayshift Patrol. Finding #3: The Department has difficulty maintaining full staffing, in part, due to historical reliance on its previous success exclusively with lateral hires. The current hiring climate necessitates greater creativity in recruitment and expanding outreach efforts for a cross section of candidates. Recommendation #3: Consider the creation of police cadet (or similar term) as an intern classification. This classification differs from an academy cadet and an employee who can perform non-peace-officer and support functions while they complete their in-house training and reduces the costs to the City during their training time. Recommendation #4: Pursue employees from sources other than laterals. While the Student Neighborhood Assistance Program has produced two to three candidates, other entry-level recruitment should be expanded. Laterals are reluctant to leave existing agencies. Department personnel should attend military recruiting fares, advertise on the Department webpage and social media programs, and utilize industry-recognized portals such as California Peace Officers Association and California Police Chiefs Association as places to advertise current job opportunities. Officer Reports Reports taken by officers on Dayshift Patrol are reviewed by the lieutenant for approval. The sergeants of the shift are responsible for annual evaluations of the officers, but they are not currently reviewing and approving their reports. This is not an optimal arrangement, as the sergeants would benefit from first-hand knowledge of the officers’ writing competencies for 84 | Section 6²Operations Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA evaluation purposes and they are most likely familiar with the call the officer handled. Assigning sergeants the responsibility of approving officers’ reports would represent a significant change in responsibilities for the sergeants and lieutenants and will require cultural reform to instill the importance and benefits Department-wide. Finding #4: Dayshift sergeants are not currently reviewing officer reports. Recommendation #5: Sergeants across all shifts should be the primary approver of officers’ reports. It will give the sergeants valuable insight as to the abilities of their officers. It will help the sergeants write more accurate employee evaluations. It will help the sergeants to mentor and train the officers on their writing and investigative skills. NOTE: Effective January 2017, the sergeants have begun reviewing and approving officers’ reports. This was instituted by the Chief after Citygate’s initial interviews. This issue was highlighted to Command staff in a briefing conducted that relayed initial discoveries from Citygate’s research. The Chief and her staff should be commended for taking quick action in this area. Field Time The sergeants are tasked with many administrative responsibilities. This leads to an inability for the sergeants to spend sufficient time in the field. This too is not optimal. The sergeants would benefit from first-hand observations of how the shift officers are conducting their responsibilities. Additionally, the officers are not benefitting from the wisdom and experience of the sergeants, who would be a valuable resource on calls for service. Finding #5: Dayshift sergeants’ administrative responsibilities prevent them from spending essential time in the field with shift officers. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT411 412| | Master PlanMaster PlanPage 408 of 712
Section 6²Operations Bureau Review | 85 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #6: Define the sergeants’ responsibilities with an emphasis on being available to assist and observe their officers in the field. Minimize extra duties to ensure the sergeants are in the field more often. Crime Analysis and Scheduling There is no crime analysis unit to help the officers target specific crime trends, locations, or types. Officers could more efficiently use their proactive time if they better understood the areas of the City where they should target specific crime issues. This is exacerbated by the patrol officers’ schedules of three consecutive 12-hour shifts followed by four days off. Finding #6: The officers would greatly benefit from a crime analyst that could help them quickly reacquaint themselves with crime targeting efforts after four days away. Recommendation #7: Add a full-time crime analyst to the Police Department. This will help officers and detectives utilize their time more efficiently (also mentioned in Section 7.1.2²Investigations and Section 7.2.2²Records). (Add 1 FTE Crime Analyst) Scheduling, as mentioned, is a challenge. The current method used in Patrol (three 12-hour shifts a week) makes communication between shifts difficult and costly. There are no built-in overlaps of the 12-hour shifts, which contributes to longer response times and disrupted briefings. All briefings and shift training must be done on overtime, and do not happen as often as they should. There is currently discussion between the Police Department and the Police Officers Association (POA) for possible restructuring of the current work schedule. In Citygate’s experience, the most effective work schedule is 8-hour shifts. However, these are rare in today’s market and are major detractors for recruitment and morale. Given the current authorized staffing, the 12-hour shifts are the most malleable for San Luis Obispo. If, in the future, funding were available for five additional sworn positions, a 10-hour, overlapping schedule would serve the City very well and allow sufficient staffing through shift changes, with 86 | Section 6²Operations Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA a greater staffing emphasis during peak calls for service times. Other benefits to special events staffing and costs may also be realized. Policy Manual The Police Department policy manual has been converted to Lexipol™ services. This service system is widely used throughout the state as one of the premiere quality policy services and provides an excellent nexus between policy and in-service briefing training sessions that ensure the competency of officers in their understanding of current policy and situational awareness. Almost everyone Citygate interviewed agreed that current manual is considerably outdated. This was partially attributed to workload of the previous Administrative Sergeant. As recently as January of 2017, the updates have resumed with the newly assigned Administrative Sergeant and two other supervisors working through the backlog of needed updates. It is critical that these updates are completed. This delay is contributing to confusion on the part of supervisors regarding critical sections of the policy manual, most notably supervisory responsibility in the reporting or documentation of certain activities. To clarify this point, Citygate found that the policy requirement that documentation occurs is understood and being followed; however, the documentation, beginning with the first-line supervisor, is often not completed in a timely manner. Clear direction under standardized policy and adherence to policy assures consistency and compliance. Finding #7: The Department’s policy manual is out of date creating inconsistencies amongst supervisors regarding workflow and responsibility. Recommendation #8: Prioritize the policy manual updates with a target completion date. Given that the Department is aware that the policy manual is out of date, it would be prudent to ensure all employees are aware of the most critical policy updates and provide a date certain for the manual to be updated. Using standard Department practices for teaching and tracking, all officers must be aware of the most current updates if determined necessary. This should minimally include Use of Force, Firearms, Code Three Driving, Pursuit Policy, Citizen’s Complaint Policy, Discrimination Policy, and Sexual Harassment Policy. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT413 414| | Master PlanMaster PlanPage 409 of 712
Section 6²Operations Bureau Review | 87 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Special Weapons And Tactics Team The Police Department is part of a shared Special Weapons And Tactics Team (SWAT). Currently 11 members of the Department are part of a 26-person team that includes multiple other cities and Cal Poly. The role for the individual officer is part-time, with training happening monthly. The SWAT training is covered by overtime, which can be costly. However, the education, skillset, and experience gained by the members of this team is valuable, both in a critical incident when they form as a team, and in everyday law enforcement activities. Community Action Team The Community Action Team (CAT) team is involved in chronic homelessness and transient issues. The citizens they interact with often have psychiatric issues and/or addictions. The members of this team spend much of their time in court trying to obtain court-ordered assistance for some people who are resistive of obtaining the help they may need. The administrative time they spend in court is valuable, in that it can lead to court-ordered conservatorship of individuals deemed by the court to need such assistance. That being said, the time they spend in court for the hearings and procedures is time they are not available in the field. If there were alternatives available to reduce the amount of time the officers spend in court, they would be in the field more to help with additional contacts and interventions. Finding #8: The Community Action Team processes, by their very nature, are time-consuming, keeping the officers unavailable to assist in Patrol for large periods of their shift. Recommendation #9: Evaluate the success of the Community Action Team program and determine if other entities could assist with some of the administrative tasks needed to provide help to those that need it most. Consider personnel from other City departments or charitable organizations to assist in this area. Body Worn Cameras The Department has recently begun issuing Body Worn Cameras (BWCs). Not everyone has been issued one yet. There is a significant amount of labor involved in the entire patrol force 88 | Section 6²Operations Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA using BWCs. The challenges include the added volume of video as well as the need to maintain the archived video and be able to produce it when needed and/or ordered. At present, the responsibility for the maintenance and process of BWC video is assigned to the Property and Evidence Technician. The workload for storing, managing, producing, and redacting this data will be daunting. It will quickly overwhelm the Property and Evidence Technician given the current duties they already perform. Ideally, the technician would have some existing duties removed, and/or the responsibilities of managing the BWC program would be assigned to a new position within the Department. Finding #9: The responsibilities of managing the video data for the Body Worn Cameras (BWCs) are extensive and exceed the capacity of the assigned technician to keep current primary job responsibilities while maintaining the duties of BWC data management and storage. Recommendation #10: Ensure there is sufficient equipment to provide each uniformed officer with a Body Worn Camera. The tasks of maintaining equipment, storing data, and retrieving data need to be assigned to one person. There should be no ambiguity as to the responsibilities of this program, which will consume a significant amount of time. These responsibilities cannot simply be placed on anyone already impacted with other duties, such as the non-sworn staff which is already encumbered with existing duties. Addition of one non-sworn staff member is needed to accommodate this responsibility, and to reduce other responsibilities for the over-worked non-sworn staff. (Add 1 FTE Non-Sworn Technician) NOTE: In early 2017, a part-time evidence technician position was funded and filled to assist with all property and evidence duties. Based upon the added workload, the recommendation is still for this to become an FTE. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT415 416| | Master PlanMaster PlanPage 410 of 712
Section 6²Operations Bureau Review | 89 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA As BWC technology is continually evolving, there are enhancements being made almost yearly that could mitigate staff hours for the processing and evidentiary needs of BWC media. As an industry, law enforcement needs to remain malleable to changing hardware and focus on software-centric solutions that allow for greater ease of transitioning advancements, without loss, or minimizing expense of capital investments in cameras and other related equipment. Traffic The Traffic Unit is under the command of the Dayshift lieutenant. The Traffic Unit currently has one sergeant and three officers authorized. The Unit is not fully staffed because members of the team have been reassigned to cover staffing shortages in Patrol. The primary task of the Traffic Unit is traffic enforcement, collision investigation, and Driving Under the Influence (DUI) enforcement. Finding #10: The Traffic Unit appears to be operating very well; however, staffing shortages in Patrol often necessitate reassigning Traffic Unit personnel to cover Patrol shortages. Recommendation #11: Proper staffing in Patrol, and the addition of Community Services Officers (CSOs), will eliminate the need to reassign Traffic Unit personnel to cover Patrol shortages. CSOs could also directly benefit the Traffic Unit. The job description of the created class should identify traffic-specific job duties of the CSO. The duties should minimally include the ability to take minor traffic accidents, tow vehicles, issue parking citations, and assisting with traffic control. 6.1.2 Nightshift Patrol Nightshift Patrol is led by a lieutenant. He oversees the two Patrol sergeants, 15 authorized Patrol officers, the Bicycle Unit sergeant, and three authorized Bicycle Unit officers. The purpose of the Nightshift Patrol Unit is to respond to calls for service, enforce state and local laws, act as a crime deterrent, enforce traffic laws, investigate criminal activity, investigate traffic collisions, and to assist with special assignments as requested. 90 | Section 6²Operations Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA There are currently two vacancies on this shift, and one officer is off on a work-related injury (Labor Code § 4850). The staffing shortage is being augmented through overtime and the temporary reassignment of other assets. Nightshift is also impacted by the issues that impact Dayshift. However, unique aspects of this shift are discussed below. Officer Scheduling The current scheduling model is not an efficient use of the officers assigned to Nightshift. The 12-hour-shift model does not allow for overlap of officers’ shifts between Dayshift and Nightshift. Therefore, the entire Nightshift has to be staffed to accommodate the highest hours of demand for services. The first half of the shift usually experiences a substantial call volume, and by the last third of the shift, from 0300 hours to 0700 hours, the call volume drops significantly. Furthermore, the lack of overlap between Dayshift and Nightshift means they both start and end their shifts at the same time. There are two periods during the day (shift changes) in which coverage on the street is impeded. The shift changes occur when officers are briefed at the beginning and end of their shift. With the exception of one cover shift, that has been implemented since Citygate conducted interviews, more than half of the week, twice a day, the lack of overlap means that overtime must be expended to provide field coverage, or no officers will be available in the field. This increases response times significantly because there are virtually no officers in the field for 20–40 minutes surrounding the shift change hours. Finding #11: Officer scheduling issues affect both Dayshift and Nightshift Patrol services, and need to be addressed holistically. Recommendation #12: The Department needs to work with the Police Officers Association to configure a better deployment scheduling model. This would be an excellent opportunity for the Department to consider organizing patrol officers into teams to resolve some of the workload and backfill issues. The data analysis from this report will provide a clear picture as to workload by hour of day and day of week. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT417 418| | Master PlanMaster PlanPage 411 of 712
Section 6²Operations Bureau Review | 91 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA NOTE: During Citygate’s Mid-Project Review, we were informed that there will be a change to the current patrol staffing model. Patrol will be organized into teams, and a third shift, or overlap shift, will be utilized to lend extra resources to late afternoon/evening hours. This was implemented in April. Nightshift Sergeants The Nightshift sergeants are the field supervisors for the Student Neighborhood Assistance Program (SNAP) employees. To staff this program, seasonal, part-time employees are hired from local colleges to address quality of life issues in residential neighborhoods. It is administered by the Neighborhood Outreach Manager. However, the SNAP employees are deployed in the late evening/night, and are supervised in the field by the Nightshift sergeants. Nightshift Patrol responds to calls for disturbances, parties, and related events from residential neighborhoods. Nightshift Patrol receives assistance from the SNAP unit, but the SNAP Unit does not possess law enforcement powers, and is very limited in the actions it can take. The SNAP personnel are helpful with noise complaints, but cannot lend assistance to sworn staff on most other types of calls for service. Officer Reports As indicated in the Dayshift Patrol section, the sergeants of the shift are responsible for annual evaluations of the officers, but they are not currently reviewing and approving their reports. However, one of the Nightshift sergeants does approve his officers’ reports. This is preferred, but it is not the norm. This inconsistency needs to be addressed across all shifts, as the sergeants would benefit from first-hand knowledge of the officers’ writing competencies for evaluation purposes. The Nightshift lieutenant performs scheduling, leaving the sergeants sometimes surprised as to who has been allowed to be off or assigned to training thus not being available for their patrol shift. There is nothing inherently wrong or ineffective about the lieutenant performing scheduling, but it does require timely and effective communication between the lieutenant and the shift sergeants. 6.1.3 Bicycle The Bicycle Unit is under the command of the Nightshift lieutenant. The Bicycle Unit historically has had one sergeant and three officers authorized. Presently, to ensure appropriate supervisory staffing in Patrol five sergeants have been assigned. The Bicycle Unit works varying days and shifts with no direct sergeant, and will instead report through the swing shift sergeant. 92 | Section 6²Operations Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The Bicycle Unit is primarily responsible for the downtown business district. The bicycles provide excellent mobility around the very congested shopping, dining, and entertainment district. Officers riding on bicycles will generally have a height advantage over pedestrians and vehicles, which provides a greater field of view for spotting suspicious/criminal activity. The officers are also very visible to the pedestrians, which creates a sense of security for the average citizen and acts as a visible deterrent for criminals. The Unit’s primary goal is to ensure a safe experience for the customers and business owners/employees in that area. Depending on the day of week and time of year, the downtown corridor can become heavily congested with people seeking an enjoyable evening. There are numerous restaurants and bars in the area, and large crowds, public intoxication, and public disturbances have the potential to disrupt the area. This Unit is very much appreciated by the people Citygate interviewed for this study. It is an asset to the City, and it has been well received by the community. 6.1.4 Use of Community Services Officers Community Service Officers (CSOs) are non-sworn (civilian) positions without powers of arrest and do not carry firearms due to liability issues. The Department currently has no CSO positions authorized. While a staple for support functions in many small and mid-sized agencies, CSOs have become a valued position that usually handle lower priority calls which do not require an armed police officer with arrest powers, freeing sworn officers to concentrate on those incidents requiring their specific skill set. CSOs typically are paid significantly less than sworn officers, allowing departments to field more people for the same amount of money. This has the effect of providing quicker response times to citizen requests for police services. With increasingly constrained budgets, agencies are now considering the versatility of this position to augment the ever-increasing demand on sworn staff. Such is the case in San Luis Obispo. In a municipal police organization, the position of the CSO could perform a multitude of duties and provide career path alternatives for this classification through assignment rotation. Cross-training and expanded duties for this classification can include Detention Officer, report writing, crime scene investigation (CSI), special projects, crowd and traffic control, minor traffic collision investigation, telephonic follow-up on detective cases, crime prevention, and many other civilian duties. Data and interviews with Patrol lieutenants and sergeants indicate that a large portion of the calls, Priority 3 and below, could be handled by a CSO. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT419 420| | Master PlanMaster PlanPage 412 of 712
Section 6²Operations Bureau Review | 93 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The cost saving benefits over sworn staff include a lower salary range, a less expensive retirement program, less time to train, lower cost to provide equipment and for transitioning CSOs to Officer, and less training time as a new Officer. Most importantly, having the versatility of CSOs in the field can provide greater flexibility in distribution of sworn officers and response capabilities for police officer response to the more serious calls for service. Officers freed from report calls are available for those call type where response times are critical. Finding #12: Patrol staffing and response times are impacted by the calls for service in the City. Much of the day and early evening calls are report type calls that do not necessitate a sworn officer’s response. Hiring Community Service Officers reduces the fiscal impact of adding more sworn positions, while providing an avenue to continue the current high level of service delivery and reduce response times and officer availability. Recommendation #13: Establish a new Community Service Officer classification, capable of performing duties that include Detention Officer, report writing, crime scene investigation, special projects, crowd and traffic control, minor traffic collision investigation, telephonic follow-up on detective cases, crime prevention, and many other civilian duties. Augment staffing in Patrol and Investigations. Specific to Patrol, Citygate recommends four Community Service Officers be added to assist in call load distribution and reduce response times. (Add 4 FTE Community Services Officers) The cost of this investment could be mitigated by modifying the current number of allocated positions in the SNAP program and the cost savings from reducing overtime for patrol officers, given the efficiencies to be gained by having CSOs. This is further discussed in Recommendation #14 in the next section. 94 | Section 6²Operations Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 6.1.5 Neighborhood Outreach Neighborhood Outreach is managed by a non-sworn manager. She is responsible for a variety of programs established to address quality of life issues and to broaden the relationship between the Police Department and the community. She is a dedicated employee with tremendous enthusiasm for her duties. This manager has many tasks: Manager of the Student Neighborhood Assistance Program (SNAP): ¾ This is a part-time job program for which students are hired from local colleges for the school year. In practice, it has become seasonal as the students return home for the summer. Each year, new students have to be recruited, vetted through a background process, and trained. There are nine authorized positions in the SNAP program and a budget of just over $60,000. Currently, only six of the nine spots are filled. Filling the spots and retaining the employees for the whole year is challenging and time-consuming. ¾ The SNAP program works at night. They are sent by dispatch to respond to party calls to educate and advise the partiers about the responsibility to maintain peace. They can issue warnings, but not citations. They are often ignored when they knock on the door of the party as they are not respected as having any authority. ¾ The SNAP program can also issue warnings for parking violations, but they have no authority to issue a citation or tow a vehicle. ¾ The SNAP program does hold some symbolic value in uniting students and law enforcement in solving quality of life issues for the community. Finding #13: The Department has routinely struggled to fill all allocated Student Neighborhood Assistance Program (SNAP) positions. The SNAP members are limited in the type of services they can perform for the community. The program is time-consuming given the amount of recruiting, vetting, and training of students that must occur on an annual basis. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT421 422| | Master PlanMaster PlanPage 413 of 712
Section 6²Operations Bureau Review | 95 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #14: Consider modifying the SNAP program (number of positions) and use the cost savings to help offset the Community Service Officer positions created for Patrol. The Department will gain more continuity with permanent employees by hiring CSOs, which would be able to perform the tasks of the SNAP employees plus many other tasks to assist the community. The reduction in workload on the Neighborhood Outreach manager will enable greater focus on true crime prevention and citizen outreach. The SNAP program could continue with the benefits of student involvement. College Outreach: ¾ The Department meets on campus with incoming students each year to advise them of their responsibilities in the community. Students are advised of citations related to loud party calls, and the trouble that can be caused by public intoxication. Students are also educated on how to avoid being victimized as they adapt to their first time experience living away from home. ¾ The Department meets with the leaders of all of the recognized sororities, fraternities, and student organizations seeking to gain cooperation on keeping parties under control. ¾ The Neighborhood Outreach manager administers the “Avoid Party Regret” program, to educate students on how to protect themselves from being victimized at parties, and how to avoid causing negative quality of life issues for their neighbors and community. Administrative Appeals Evidence Preparation: ¾ The Neighborhood Outreach manager prepares material/evidence for the Administrative appeal hearings. Citizens and property owners cited for Municipal Code noise violations can request an appeal of the fine through the City. It generally takes an entire day to prepare for a morning of nine hearings. There is usually one hearing day a month. The City averaged 96 hearings annually for 2015 and 2016. The City has a progressive fine system for noise offenses. The first violation is $350, then $700, and thereafter $1,000. The fine is for both the primary renter of the house as 96 | Section 6²Operations Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA well as the property owner. Either party can request a hearing to try to avoid the fine. Crime Prevention Specialist: ¾ One of the roles of the Neighborhood Outreach manager is to act as the Department’s Crime Prevention Specialist. That role is commonly defined as someone from the Department that educates individuals and community groups about how to effectively use crime prevention tools to reduce crime and stay safe. ¾ This portion of the duties is often hard to create time to perform due to the demands of the SNAP program and the quality of life issues related to parties, student outreach, and administrative hearings. There does not appear to be great community involvement in the current system of community meetings. Several have been conducted in the recent past with only a handful of citizens in attendance. ¾ This is a missed opportunity for the Department to build relationships with the community and to gain valuable input as to what issues are impacting the lives of the citizens. ¾ Update: The Department has been very busy, and successful, in reconstituting rapport with the community. There have been numerous steps taken since Citygate’s initial interviews to maintain and grow even further the relationship established with the community. The Department gained high praise from most of those interviewed for the improvement in Department-wide community outreach efforts. Neighborhood Officer Program (NOP): ¾ The Department divided the City into 13 neighborhoods and assigned two patrol officers to each neighborhood. The idea is that they can be a point of contact for the citizen for quality of life issues. This program is an excellent example for building cooperation and trust between the community and the officers. ¾ The officers are to seek information from the citizens through routine contacts in their area. They act as liaisons with the Department. ¾ There seems to be confusion from many in the Department as to when and how officers should be interacting in their neighborhoods. There does not SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT423 424| | Master PlanMaster PlanPage 414 of 712
Section 6²Operations Bureau Review | 97 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA appear to be much accountability from Patrol sergeants and lieutenants to ensure this program is functioning as intended. Finding #14: The Neighborhood Officer Program is not currently being utilized to its intended level. Recommendation #15: There needs to be a clear point of responsibility for the Neighborhood Officer Program if it is to be beneficial. The roles and expectations of the officers must be clearly defined and communicated. There needs to be accountability for those in the program so that it is working as designed in all areas of the City. NOTE: The Department has recently required all officers to check in regularly at schools located within their designated neighborhoods. This is an excellent step in bringing officers into children’s lives outside of some type of enforcement activity. It also helps address desires raised during Citygate’s City Councilmember interviews about doing more to unite law enforcement with the youth of the community. This was an excellent development by the Department. Volunteer Program: ¾ This is not a very vibrant program with only a few volunteers. Overall, few people from the community are interested in volunteering with the Department as the program currently exists. This is an under-utilized resource. The program needs to be revised to create meaningful opportunities for citizens to contribute to the community. The Department could recruit for those specific skills needed to assist in the identified areas. Volunteers need to know their work is needed and appreciated. The City probably has a tremendous number of highly skilled citizens who have retired from their careers or other working members who have time that they would like to apply to community service. Those skills are still valuable. If the Department can capitalize on this work force opportunity, the results would pay dividends in workload and community interaction, and create citizen ambassadors who know and understand the quality interworking of the Police Department. 98 | Section 6²Operations Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA ¾ There are currently no student interns in the Department. The background check was a big hurdle, and students need to sign-up a semester in advance. This is a missed opportunity to not only garner improved relations with this segment of the community, but also attract prospective full-time employees. Finding #15: The Volunteer Program is under-utilized and citizens are not given many meaningful opportunities to contribute to the community. Recommendation #16: The Department should identify opportunities for meaningful work that would be available to volunteers. In doing so, community members can turn the previous lackluster response to volunteer recruitment into a sought-after community service opportunity. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT425 426| | Master PlanMaster PlanPage 415 of 712
Section 7²Administrative Bureau Review | 99 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA SECTION 7—ADMINISTRATIVE BUREAU REVIEW This section reviews the Administrative Bureau, including the Administrative/Investigations Lieutenant (overseeing Internal Affairs and Investigations functions), Communications/9-1-1, and Records. While Citygate’s assessment of the Bureau was thorough, for the sake of brevity and the usefulness of this document, certain units or squads have been omitted from this report for which there are no issues or elements of concern to be reported. 7.1 ADMINISTRATIVE/INVESTIGATIONS LIEUTENANT This position is responsible for all of the Department’s investigations teams, the School Resource Officer (funding ends in May 2017), the Evidence Technician, and the Property Bureau. This lieutenant also acts as the point person for Internal Affairs. 7.1.1 Internal Affairs The Department, as with most agencies, investigates its own internal complaints. During Citygate’s interviews, it was obvious that the Department is very concerned about maintaining public trust. Citizen complaints are taken very seriously and are thoroughly investigated. Complaints against staff can originate from two sources, citizen complaints and employees within the Department. Once a complaint is filed with the Department, the Administrative 100 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Lieutenant must ensure that the executive staff is aware of the complaint, and then determine the proper level of action required. Minor issues can be assigned to the Subject Officer’s direct supervisor. More involved issues will be investigated by the Administrative Lieutenant. It appears the Department has an excellent understanding of the legalities pertaining to internal investigations. The Department has recently switched to using IAPro to track and store all information related to Internal Affairs. This is an excellent product that allows for tracking of all issues related to risk management including complaints, use of force, vehicle accidents, pursuits, property damage, and others. The Administrative Lieutenant is charged with completing a thorough investigation, complying with all the requirements of the Peace Officer Bill of Right (POBR), City requirements, and contract language with Recognized Employee Organizations (REOs—employee bargaining units). The Administrative Lieutenant makes findings and recommendations on his investigation before sending the investigation to the captain of the subject officer’s division for a second review of findings and recommendations. This is not ideal. The investigator should be nothing more than a neutral fact gatherer. The sole purpose of the investigator should be to find all facts and document them, not make findings and recommendations. The internal affairs investigation review process should be updated to include at least one level of review above the investigator, before it is received by the Chief. That is happening now, but one of the review levels is the investigator. It would be a better practice for the Administrative Lieutenant to conduct the investigation and forward it to the employee’s Division Commander to make findings and recommendations. The file could be forwarded to the subject officer’s captain for first review of findings and recommendations. It could then be reviewed a second time for findings and recommendations by the other captain. During Citygate’s interviews with Police Department staff and with representatives from the City, it became clear that confusion is created or mistakes are made when routing an internal investigation through the review and approval process. The investigation needs to be reviewed by many people in the Department and with City staff. Depending on the severity of proposed discipline, the case may need to be reviewed by the Chief, the City Attorney, and possibly the City Manager. To clarify, there were no indications of improprieties or partiality in the current investigatory process. However, Citygate’s recommendations and findings in such an important area are offered as critical fine tunings that bring the Department’s processes into alignment with best practices. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT427 428| | Master PlanMaster PlanPage 416 of 712
Section 7²Administrative Bureau Review | 101 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #16: The investigatory workflow needs to be redesigned to include a formalized checklist process. This will ensure internal affairs investigations are seen by the appropriate supervisor or manager, in the correct order, and to identify the investigation status at all times. This will further aid in timeline compliance. Recommendation #17: Amend the internal affairs investigation process to include case file tracking and review. The updated process must include at least one level of review above the investigator to determine findings and recommendations before forwarding to the Chief. Implementing such a process would eliminate the investigator having a predetermined outcome during the investigation, or structuring the investigation to support a finding resulting in a predetermined outcome. It also preserves the ability of a case to be reviewed by multiple people, giving the review process greater thoroughness and impartiality. The Administrative Lieutenant has command over many members of the Department, including all of investigations and the School Resource Officer. It may become necessary for that Lieutenant to conduct an investigation of a subordinate as the subject officer. By concentrating solely on an objective investigation, without determining findings, the integrity of the process will still be protected. Better tracking is needed to know where every case is in the review process. This is critical, because statutory time limits dictate how long a case can be held against an employee before the imposition of discipline must occur. A tracking form should be created and attached to each file. It will let the person who receives it know how long they have to review the case, and who the next person is in the process that needs the file. 7.1.2 Investigations Special Enforcement Team The Special Enforcement Team (SET) is comprised of a sergeant and three officers. In addition to this team, the City has one officer assigned to the County Narcotics Task Force. County Task Forces such as this are force multipliers for the participant agencies. Managing participation in these is critical to ensure that the Department believes commensurate time and resourcing is being spent in the City thereby supporting the value added of participating in the Task Force. 102 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The primary focus of SET has been on narcotics, but is evolving under new direction to add the duties of any pressing issue facing the community. In a slight modification of the Investigations Division, the sergeant over SET is also now responsible for the Investigations Division detectives. Given the increased liability that surrounds narcotics cases, undercover operations, handling of narcotics, evidence and informant management issues, commitment of a dedicated supervisor to this function is highly encouraged and consistent with industry best practices. Finding #17: There is considerable liability in operating a dedicated narcotics team. Accusations against officers from unscrupulous characters can include bribes, theft of money or drugs, illegal searches, threats, and intimidation. The officers are often dealing with large amounts of untraceable money and large amounts of illegal substances. While the presence of a dedicated supervisor does not eliminate these realities, it does add another layer of protection to the officers working the unit and reduces risk exposure. Recommendation #18: If the Special Enforcement Team’s primary focus will be narcotics investigations, a supervisor for the team is necessary. If narcotics investigations will not be the team’s primary focus, having a shared supervisor with the other units within the Investigations Division would be acceptable. Suspected Child Abuse Report Suspected Child Abuse Report (SCAR) reports can come into the Police Department from a variety of sources, such as school personnel, hospital staff, doctors, and others who are mandatory reporters of suspected child abuse or neglect (Penal Code 11166). The Police Department receives forms when the crime is believed to have been occurring in the City’s jurisdiction. SCAR reports are directed to the Persons Crimes Sergeant. Because of the possible severity of the crime and the vulnerability of the victim, these reports take precedent over other work occurring within the unit. The work is important and taken very seriously by the investigators. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT429 430| | Master PlanMaster PlanPage 417 of 712
Section 7²Administrative Bureau Review | 103 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Citygate found no issues with the Department’s management of SCAR cases. In fact, the Department is to be commended for recognizing the potential severity of these cases and making them top priority. Detectives The Investigations Division has separated its detectives into two disciplines: crimes against people and crimes involving property. Persons Crime Detectives – Person Crime Detectives investigate crimes against people including sexual assaults, physical assaults, robberies, homicides, and child abuse. Property Crime Detectives – Property Crime Detectives investigates thefts, burglaries, vandalisms, and identity thefts. The Investigations Division works very well with patrol officers to advance cases to prosecution. By allowing detectives to take over long-term investigations, patrol officers are able to return to their patrol function quicker and be available for the community. The investigators have the time and some of the resources needed to complete the investigation and present it for prosecution. The lack of a crime analyst is severely impacting the effectiveness of the Investigations Division, especially the Property Crime Unit. Many property crime suspects are prolific in the amount and frequency of the crimes they will commit. Serial burglars and thieves are common in urban areas, and are usually supporting a drug habit through the victimization of others. When they need another dose of their drug of choice, they need to commit a theft/burglary to acquire the funds for the purchase. There are crime analysis programs available that can track and forecast where a serial burglar/thief may strike again. Through advance algorithms, patterns can be identified and predicted based on the activity of serial criminals. Forecasting allows the crime analyst to predict, with some reliability, a geographical area and time frame when the suspect is likely to commit another crime. Once the area/time is identified, patrol officers can target their efforts in that area. Often, through target deployment, the criminal is contacted and identified. These programs work best when they are performed by a classically trained and skilled crime analyst. Serial crimes are also committed against people, most often relating to peeping, sexual battery, indecent exposure, and sexual assault. These patterns can also be detected and predicted through advanced crime analysis software. At the time of our interviews, neither the Persons Crime nor Property Crime Units in the Investigations Division are using any measure of advanced case management. They were relying 104 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA on MS-Excel spreadsheets and manual calculations to determine individual caseload and clearance rates among the detectives. This can be better handled by migrating this information to a case management system. The ability to do so already lies within the records management system (RMS) utilized by the agency. Finding #18: The Department is in critical need of a crime analyst. With the proper software, a certified crime analyst can become a force multiplier for the sworn staff of this agency. By identifying trends, patterns, and “hot spots” of criminal activity, the crime analyst can assist Patrol and detectives in focusing efforts more successfully to combat crime. Recommendation #19: The Department needs to hire a trained crime analyst and equip that person with dedicated crime analysis software (also mentioned in Section 6.1²Patrol and Section 7.2.2²Records). (Add 1 FTE Crime Analyst) Finding #19: The Investigations Division is not utilizing its current records management system to improve case management tracking. Recommendation #20: Train the detectives on how the functionality of the records management system can be used to track their cases. Ensure data is being entered correctly throughout the system to ensure seamless tracking of a case from its origination by patrol officers through its successful investigation and prosecution. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT431 432| | Master PlanMaster PlanPage 418 of 712
Section 7²Administrative Bureau Review | 105 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA School Resource Officer The School Resource Officer is assigned to the middle and high schools. The officer assists the schools in areas related to facility security, crime prevention and investigation on campuses, serious student behavioral issues, and crime deterrence. The School Resource Officer is also a tremendous asset for community relations and positive police interaction with the youth of the City. By all accounts, the School Resource Officer is well received and supported by both the community and the Department. Citygate did not identify any issues with this program. NOTE: Due to overtime, staffing, and budget constraints, effective February 2017, the School Resource Officer program has been suspended and the position returned to Patrol. Patrol officers still commit time to the schools; however, the assigned officer position is filling patrol staffing needs. 7.2 COMMUNICATIONS AND RECORDS 7.2.1 Communications/9-1-1 The Communications Division is a dynamic environment that fluctuates from calm to frenetic, with little or no warning. As the first point of contact with the public, and with the omnipresent threats to public, officer, and firefighter safety, the Communications Division requires personnel and levels of staffing capable of responding accordingly. The Communications Division is a consolidated 9-1-1 communications center that serves the Police and Fire Departments. Communications Division personnel are responsible for handling emergency and non-emergency requests for service and information from the public via the telephone and via the radio from officers and firefighters. They interact with other county agencies via the computer aided dispatch (CAD) systems to request and coordinate field resources. Communications Technicians monitor all radio traffic on the police and fire radio frequencies and utilize the radio to dispatch units to calls for service, receive unit status updates, and receive information from field units. They dispatch Police and Fire personnel to calls for service and provide pre-arrival emergency medical dispatch (EMD) instructions to members of the public via the telephone. Workload In 2016, the Communications Division handled 95,294 incoming and outgoing telephone calls, which represents a decrease of 960 telephone calls overall compared to 2015. Included in the 2016 total are 19,318 calls to 9-1-1, an increase of 1,078 calls to 9-1-1 compared to 2015. Of the 106 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA 9-1-1 calls, 74 percent were from callers using a wireless device and the majority of those, 55 percent, were Phase I, meaning they offered no location information other than the cell tower. This is noteworthy as it requires the Communications Technician to take more time to pinpoint the caller’s location if the caller is unfamiliar with the area or not capable of providing his or her location. In California, there are two industry standards used to measure PSAP performance as it relates to 9-1-1 answer times. The State of California Governor’s Office of Emergency Services 9-1-1 Emergency Communications Branch’s most recent standard calls for dispatchers to answer 95 percent of all incoming 9-1-1 calls within 15 seconds. It is important to meet this standard because failure to do so could adversely impact funding provided by the State. The Center easily met this standard since it was implemented on September 23, 2016 through June 7, 2017 by answering 99.75 percent of all 9-1-1 calls within 15 seconds. The other standard was established long ago by the National Emergency Number Association (NENA). The NENA Operational Standard/Model Recommendation Call Taking Standards are that, “Ninety percent (90%) of all 9-1-1 calls arriving at the Public Safety Answering Point (PSAP) shall be answered within ten (10) seconds during the busiest hour (the hour each day with the greatest call volume).” The Communications Division’s overall answer rate for 2015 for all incoming 9-1-1 calls within 10 seconds was 96.77 percent. However, while there currently is no report available through ECaTS to provide a daily report for answer times for the busiest hour, when data was reviewed for the busiest day in each month of 2015, there were periods of time that the Center was well below the national average. For example, during the 2200 hour, on May 5, 2015 (Cinco de Mayo), the Center was only able to meet the standard for 40.91 percent of the twenty-two 9-1-1 calls received. Any 9-1-1 center can be overrun by a significant incident. However, the drastic shift in the 9-1-1 answer time during the 2200 hour reflects the effect of minimal staffing and the impact of not adding staffing for Citywide events that are known to likely result in a heavier call load. Again, the Center enjoyed an average overall answer rate for 2016 of 98.12 percent of all the incoming 9-1-1 calls answered within the first 10 seconds. However, once again, data indicated that when the busiest day each month was reviewed for 2016, an incident on April 29, 2016 (Good Friday), at 1700 resulted in twenty-two 9-1-1 calls and the Center was unable to meet the standard with an answer rate of only 63.64 percent. While neither of these instances represents the overall performance of the Center, which is generally acceptable, they reveal the vulnerability of the Center and that the minimal staffing of the Center can easily be overrun by a low number of 9-1-1 calls. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT433 434| | Master PlanMaster PlanPage 419 of 712
Section 7²Administrative Bureau Review | 107 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #20: Special events and peak call load times significantly impact the Department’s ability to meet the national standard of answering 90 percent of all 9-1-1 calls within 10 seconds during the busiest hours and multiple special events. Recommendation #21: Examine the benefits of staffing an additional position to specifically cover the busiest hours and multiple special events that occur annually in the City, as opposed to overtime shifts. The Communications Division dispatched 32,737 Police calls for service in 2016, representing an increase of 818 calls for service compared to 2015. The Division also dispatched 6,187 Fire calls for service in 2016, representing an increase of 599 calls for service compared to 2015. Of the Fire calls, 3,899 were medical events, and the Communications Division provided EMD pre-arrival instructions (PAI) during 3,702 of the medical calls. This is noteworthy, as it required the Communications Technician to remain on the phone with the caller until the fire and/or medical resources arrived on scene or until the situation no longer warranted EMD. These types of events are time-consuming and prevent the Communications Technician from answering other incoming telephone calls. In late 2016, non-emergency, administrative business calls, that were previously answered by the Chief’s secretary, were redirected to the Communications Center with an estimated increase of 200 calls weekly. This increased call load compounds the 9-1-1 call volumes, particularly at peak hours. The Communications Division experiences an extremely low level of public or first responder complaints, with only two complaints in 2016, one of which was unfounded and the other still pending review. Complaints or issues regarding action or lack thereof and/or attitudes of the Communications staff in correlation to the workload will often reflect public and first responder satisfaction. Any substantial increase in complaints can be attributed to an overwhelming and/or excessive workload, indicating additional staff may be needed. Additional Telephone Workload Currently, the data for the telephone lines other than 9-1-1 within the Communications Center, meaning 10-digit business lines, emergency lines, and outgoing lines, is captured in the Intrado Management Information System (MIS) instead of utilizing ECaTS. While there are varying 108 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA The Communications Technicians must make split- second decisions and, currently, they are doing so without oversight during the many hours when there is not a supervisor on duty or when the supervisor is performing the duties of a working dispatcher. MIS reports available through the Intrado MIS, including these other lines in the Communications Center in the ECaTS reporting will offer a way for the Communications and Records Manager to confirm or crosscheck that data. Having these lines included in the ECaTS reports also provides the ability to easily monitor the length of time required for dispatchers to answer these incoming lines. Although there is no national standard regarding the answer times for all of these other 10-digit (emergency/non-emergency/administrative) lines in communications centers, the best practices taught by the Association of Public-Safety Communications Officials International (APCO) and the International Academies of Emergency Dispatching (IAED) instructs dispatchers to answer these lines within two to three rings. The time from one ring to the next equals approximately six seconds. Monitoring the answer times on these lines will provide a more accurate picture of the overall efficiency of the Communications Division. Longer ring times on these lines would suggest a need for additional personnel, assuming all technology is functioning correctly. Finding #21: The 10-digit telephone lines in the Communications Division are not captured in Emergency Call Tracking System (ECaTS)10 reports, though they are captured elsewhere. Recommendation #22: Install any needed hardware and software to capture all telephone lines in ECaTS. Supervision and Oversight The Communications Division is supervised by two Communications Supervisors who report to the Communications and Records Manager. At one point, staffing included 12 dispatchers who reported directly to the Communications Manager. When the two current Communications Supervisor allocations were added, two positions were 10 Emergency Call Tracking System is California’s universal 9-1-1 Call Reporting System that provides real-time reporting analytics to the 9-1-1 industry. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT435 436| | Master PlanMaster PlanPage 420 of 712
Section 7²Administrative Bureau Review | 109 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA eliminated from the Communications Technician allocations, dropping the number of dispatchers who report directly to the Communications Manager from 12 to 10. Since then, one of the Communications Technician allocations was restored, but the other was not. The Communications Division is the first point of contact when people have an emergency that requires a Police and/or Fire response. The Communications Technicians must make split- second decisions and, currently, they are doing so without oversight during the many hours when there is not a supervisor on duty or when the supervisor is performing the duties of a working dispatcher. Absent a supervisor, the Communications Technicians are in the position of having to make supervisory decisions, without the benefit of the training and guidance that is provided to supervisors. This is problematic, as it increases the possibility for inconsistent application of policies and practices and can increase the Department’s exposure to risk and liability. The importance of communications supervisor is similar to that of a field sergeant in Patrol. While communications supervisors can assist with workload of the unit they supervise, their primary responsibility is to provide oversight and management of the call load and ensure efficient and effective workflow in the Communications Center. This includes administrative work that is necessary to the daily, 24/7 operation of an all-risk, 9-1-1 and radio communications center. Risk management is essential in the communication center especially given the dual discipline responsibilities of police and fire. The current staffing model does not provide supervisory coverage 24 hours a day and seven days a week. In fact, for 88 hours each week, there is no Communications Supervisor scheduled to work. This includes 0300 – 0700 every day and all day Friday, Saturday, and Sunday, as well as Sunday, Monday, and Tuesday nights. Communications Supervisors are a working position. They are counted as and function as dispatchers when on duty. Adding three Communications Supervisors will provide supervision 24 hours a day and seven days a week. It will also provide supervisory coverage, even when a Communications Supervisor is on vacation, with minimal overtime. Most importantly, it provides continuity of operations, supervisorial decision-making, guidance, and the expanded knowledge base that is required during critical or high-risk situations. During the early morning hours (0300–0700), the supervisor can work as a radio dispatcher and call-taker, if needed. Communications Supervisor allocations are recommended in this case, rather than “lead” or “senior” dispatcher allocations. Lead/senior dispatcher allocations are most often successful in large agencies that have a layer of supervision between the dispatch supervisor and the line level dispatcher. These allocations are also sometimes used in very small agencies and answer to a supervisor or sworn personnel. In reality, if the lead/senior dispatcher is going to be the only supervisorial figure on duty, then they are a supervisor and should be classified as such. This person is responsible for exercising 110 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA all supervisory authority and responsibility and should have the commensurate title, authority, and compensation. It is also important to note that lead/senior dispatchers in smaller agencies tend to straddle a fine line between being a full-fledged supervisor, which would be new to them, and a regular dispatcher, which is a position they have been and the position held by their peers and, most likely, friends. Finding #22: The current supervisory deployment and coverage is not adequate to provide appropriate supervision and oversight. Recommendation #23: At least two (preferably three) Communications Supervisors are needed to increase supervisory coverage at all hours. This will provide the requisite supervision for the Communications Division, consistent with best practices, and with five Communications Supervisors, should provide adequate relief factor coverage for planned supervisor absences, such as training and vacation leave. (Add 2 FTE Communications Supervisors) Staffing As of January 3, 2017, staffing includes 11 Communications Technicians, down from the high of 12 Communications Technicians, though there are currently four vacancies. There is also an over-hire allocation that was created in preparation for known staff departures due to retirement. If enough qualified candidates are found, the Communications Division could hire five new Communications Technicians to bring staffing to 12 until the experienced Communications Technician retires in 2017, assuming nobody else leaves. There are two individuals in training and two applicants for which background checks are being performed. If all four successfully complete training, and if there are no additional staff departures, the Communications Division will achieve full staffing. The Communications Supervisors work four 10-hour shifts during a seven-day period. The Communication Technicians work six 12-hour shifts and one 8-hour shift during a 14-day period. Overtime is utilized to cover absences due to sick leave and vacation leave, as well as staffing shortages caused by vacant allocations. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT437 438| | Master PlanMaster PlanPage 421 of 712
Section 7²Administrative Bureau Review | 111 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Staffing in the Communications Division is precarious on several levels. While overall 9-1-1 answer times are within standards, for somewhere between zero and twenty-two 9-1-1 calls within an hour (the exact number of which is unknown), the Center’s ability to perform diminishes dramatically. Significant incidents in the City of San Luis Obispo can routinely and easily generate this volume of calls into the Center exposing vulnerability and resulting in risk that calls will go unanswered or be mishandled. Another concern is working with only two Communications Technicians on duty during the early morning hours. This does not provide sufficient staffing to handle the number of telephone calls and the radio traffic that occur when there is an incident requiring both a police and fire response. It also does not allow sufficient coverage for break and meal periods. Incidents that occur during the early morning hours and require a police and fire response will occupy the attention of both Communications Technicians—one to operate police radio and one to operate fire radio. This means that any telephone calls, incoming and outgoing, are competing with radio traffic associated with these incidents. And, if one Communications Technician is on meal break, that leaves just one Communications Technician to work both radio channels and handle incoming and outgoing telephone calls. Increasing the Communications Technicians allocations, as well as the Communications Supervisor allocations, will allow adequate coverage to ensure there are at least two Communications Technicians and one Supervisor on duty during the early morning hours. It will also allow staff coverage during the busier evening hours, while allowing employees to take requisite rest and meal breaks. The existing schedule needs revisiting, with a goal of maximizing coverage during the busier periods to correspond with peak telephone call and radio traffic levels. The 10-hour shifts for the Supervisors are not conducive to providing this type of coverage. For all employees, explore variations of 8-hour, 11-hour, and 12-hour schedules. It is critical to retain the over-hire position in anticipation of four staff departures in the relatively near future. Recruitment, hiring, and training should be conducted in advance of these departures to avoid the dangerously low staffing levels that are present today. There was discussion about creating contract call-taker positions, at a lower rate of pay, to increase staffing and introduce additional candidates to the Communications Technician position. In Citygate’s experience, this tends to be an exercise in futility on many levels. If the current compensation package is not sufficient to attract qualified candidates, it is unlikely that more candidates will be attracted when the pay is lower and the position is not permanent. Additionally, a call-taker is limited to handling telephone calls and cannot operate the radio. This is extremely limiting and an inferior solution for a communications center of this size. 112 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Instead, Citygate recommends expending the time and resources to increase outreach and recruiting efforts. Citygate also suggests conducting a compensation study to determine if pay and benefits are commensurate to the work required and sufficient to attract the best candidates. With a university nearby, it seems that there may be opportunities to appeal to students ready to enter the workforce after graduation. Finding #23: Current staffing is at a critical level, with only seven of the eleven Communications Technician allocations filled with fully trained personnel. However, even if all eleven positions are filled with fully trained technicians, a sufficient level of coverage is not provided. Recommendation #24: Add two full-time equivalent Communications Technician allocations and, once those are filled, maintain the over-hire allocation to reduce the possibility of short staffing in the future. (Add 2 FTE Communications Technicians) In discussions with the Communications and Records Manager, many questions regarding potential changes were answered by explaining that the topic was protected by the current Memorandum of Understanding (MOU). These included, but were not limited to, the length of the shifts; the start time of the shifts; the compensatory leave time that could be accrued, which has no limits; and who will train new personnel. It is incredibly difficult to implement change when the MOU restricts so many aspects of the working conditions. Management should work together with employee groups included in the MOU to gain some flexibility in trying new ideas and pilot projects to evaluate any potential changes. Finding #24: The current Memorandum of Understanding is excessively restrictive down to the start times for shifts. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT439 440| | Master PlanMaster PlanPage 422 of 712
Section 7²Administrative Bureau Review | 113 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #25: During upcoming Memorandum of Understanding negotiations, attempt to build in some leeway to afford management more flexibility in decision-making that can lead to improved efficiency. Training Of all of the jobs in the Communications Division, the trainer is one of the most critical. The trainer imparts valuable knowledge and helps trainees develop the knowledge, skills, and abilities critical to a well-run communications center. Among other things, the trainer must be flexible and able to shift their training style to meet the trainee’s learning style, while providing the training in a live emergency communications center that allows little to no room for error. The current training process removes the Supervisors from their supervisorial role, as it requires all of their attention to be focused on training the new Communications Technician, as well as functioning as a dispatcher. With only two Supervisors, this limits the Department’s ability to hire only two Communications Technicians at a time or requires the Communications and Records Manager to abandon her duties and train new personnel, which prevents the Communications and Records Manager from conducting her daily duties and is not conducive to peak productivity, efficient oversight, and basic management. Efforts to shift training responsibilities to the Communications Technicians were thwarted, reportedly due to union resistance. After they have been taught how to train, the line level Communications Technicians are best suited for conducting the training of new hires. Citygate strongly encourages attendance at the POST Communications Training Officer course for each staff member who is going to conduct training. This will help ensure a more consistent delivery of information and structure training in learning styles. Finding #25: The two dispatch supervisors are the designated training officers and, when needed, the Communications and Records Manager also serves as a trainer, thereby interfering with their ability to supervise and manage. 114 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #26: Work with the Communications Technicians, the union, and human resources to include training responsibilities in the job description for Communications Technicians and compensate them accordingly. Recruitment The process for recruiting, selecting, and hiring personnel is expensive and time-consuming. In public safety communications, it is also frustrating as the process often yields one or two new hires for every 100 or so applications. Industry-wide, the success rate of these new hires is abysmal, with some agencies reporting a mere 25 percent success rate among those newly hired employees. It was conveyed during interviews that four of the past six new hires at the Communications Division are no longer employed. This is a very low success rate for an expensive and time-consuming process. Currently, Communications Division personnel are not involved in the recruitment or selection process. As a result, it is easier to blame trainee failures on the caliber of the person who was hired and on the decision of the person who hired the trainee. Citygate’s experience indicates that this results in less ownership from the trainer(s) in the trainee’s success. Involving Communications Division personnel in the selection process will encourage buy-in and shifts the responsibility for the caliber of the chosen candidates from Police or Fire Administrators to the communications personnel involved. Communications Division personnel also anticipate a minimum of four tenured dispatchers leaving within the next three years. This will result in a tremendous drain in knowledge, skills, and organizational history. Involving dispatch personnel and considering new ideas, such as an information meeting for potential applicants to learn what the job entails, would be beneficial. Also, implementing newer testing technology, such as one of the industry leaders, CritiCall, would increase the chances and rate of success. Finding #26: Communications Division personnel play little to no part in the recruitment process for new employees for the Division, and the success rate for trainees in the Communications Division is less than desirable. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT441 442| | Master PlanMaster PlanPage 423 of 712
Section 7²Administrative Bureau Review | 115 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #27: Involve Communications staff at every stage of the recruitment process, from pre-employment testing to the final interview. Call Load Management The dispatchers describe a system in which they manually and/or mentally track the type and complexity of calls for service, as well as which officer has been assigned each call to more evenly distribute the workload to all field personnel on duty. They work within the CAD system and track on paper the calls assigned to each officer in an attempt to equally disperse the varying calls. This adds a layer of work and decision-making that is not necessary. It also lends itself to tension between the Communications Division personnel and field personnel when there are perceptions of an imbalance in the assigning of calls. Workload volume is a function of patrol supervision, beat structure, and deployment metrics. If a particular beat officer is handling more calls for service, it is the field supervisor’s (sergeant’s) responsibility to manage the workload. If the workload is consistently unbalanced, then deployment metrics should be analyzed to determine beat boundary alignment or if it is necessary to add officers to the beat. Additionally, settings in the CAD system can assist in assuring a more even call distribution by beat. Finding #27: Dispatchers are manually tracking call volume and complexity to manage officer workload. Recommendation #28: Patrol supervisors should be directed to manage the workload of the field officers in concert with beat deployment considerations. Communications Division staff should be removed from this process. 9-1-1 Call Volume and Location Accuracy Wireless 9-1-1 calls are an increasing part of the incoming calls to any communications center, and this trend is expected to continue. Communication centers generally receive over 70 percent of their calls from wireless callers. This includes the San Luis Obispo Police Department, which received 74 percent of its 9-1-1 calls from callers using a wireless device such as a cell phone. 116 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA These calls may take additional time for the Communications Technician to process if the caller does not know where they are or are unable to communicate their location. Wireless 9-1-1 calls are routed to communications centers based on many factors, some of which may be variable, such as cell sector antennae coverage, signal strength, and network volume. The process used to determine which agency receives the wireless 9-1-1 calls from a given cell sector requires collaboration with the Communications and Records Manager, the County 9-1-1 Coordinator, and the State 9-1-1 Coordinator, using data that is available from Emergency Call Tracking System (ECaTS). Among other things, ECaTS allows users to identify how many calls are received from each cell sector and how many calls are transferred to another agency. According to ECaTS reports, 100 percent of the wireless 9-1-1 calls from 319 out of 461 (69.2 percent) cell sectors assigned to the Communications Division are being transferred to another agency, such as the CHP. This indicates a high level of wireless 9-1-1 calls received in the Communications Division are requiring a transfer to the appropriate handling agency. When more than 60 percent of the wireless 9-1-1 calls for a given cell sector have been transferred to another agency, that indicates the cell sector may need to be rerouted to that agency. This will allow a greater number of future wireless 9-1-1 calls from that particular cell sector to go directly to the appropriate agency without transfer. As a result, this should reduce the number of wireless 9-1-1 calls that are incorrectly being received by the Communications Division. It is also possible there may be other cell sectors that have been incorrectly routed to other agencies. During the cell sector review, the users may identify cell sectors that are routed to other agencies that have a high percentage of call transfers. In this case, it is possible that some cell sectors will need to be rerouted to the City’s Communications Division. This could cause an increase in wireless 9-1-1 calls or it could offset the deficit caused by rerouting other cell sectors to other agencies. Either way, rerouting cell sectors and reducing wireless 9-1-1 call transfers will enhance service delivery to the public. Finding #28: The Communications Divisions transferred 100 percent of the wireless 9-1-1 calls from 69.2 percent (319 of 461) of cell tower sectors countywide to the correct agency outside of the City, such as the California Highway Patrol. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT443 444| | Master PlanMaster PlanPage 424 of 712
Section 7²Administrative Bureau Review | 117 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #29: Meet with the County 9-1-1 Coordinator and the State 9-1-1 Coordinator to review cell sector routing decisions and reroute cell sectors to the appropriate agency when historical data shows that more than 60 percent of the incoming calls were transferred from the San Luis Obispo Police Department to another agency. Abandoned Calls The abandoned call rate for the Communications Division’s 9-1-1 calls (9.35 percent for 2016 and 7.83 percent for 2015) is greater than CALEA’s recommended standard of 5 percent. Calls are considered abandoned when the caller hangs up prior to the call being answered in the 9-1-1 center. Although there is no national standard, a 5 percent overall abandoned 9-1-1 call rate is considered acceptable. A percentage higher than 5 percent may indicate one, or a combination, of three scenarios. The first scenario is due to inadequate staffing to answer the call in a timely manner so the caller terminates the call prior to it being answered. The second scenario involves the loss of cell sector coverage. The third pertains to inadequate call management where staff does not place the existing call on hold to answer a newer incoming call. One of the first steps to resolving this would be to analyze the abandoned calls and determine how long the call was ringing before the call was abandoned. Long ring times would indicate insufficient staffing or inadequate call management. Another option would involve tracking the times when the Communications Division receives the highest average number of abandoned calls and comparing those times with staffing levels, as well as reviewing incidents that may have caused a spike in calls for a major incident wherein dispatch staff could not possibly have answered every incoming call. Finding #29: The abandoned call rate for the Communications Division’s 9-1-1 calls (9.35 percent for 2016 and 7.83 percent for 2015) is greater than CALEA’s recommended standard of 5 percent. 118 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #30: Although a high abandoned call rate often serves as an indicator of staffing shortages, explore reasons for the abandoned 9-1-1 call rate and attempt to resolve the issue. Inter- and Intra-Department Communications The Communications Division is located in a portion of the Fire Department building, in a separate building than the Police Department. It is not uncommon for employees to feel disconnected or isolated in this type of setting. Whether it is a major policy decision or an announcement to wear mourning ribbons for a slain officer, it is important for the Police Department to maintain open lines of communication and ensure that the Communications Division employees are provided with information in a timely manner. Routine meetings with Police and Communications personnel, as well as timely email notifications to Communications personnel, will help bridge that gap. There is a perception that decisions are made by the Fire Department without a complete understanding of the potential impact on workflow in the Communications Division. Variations in the types of equipment that are used to respond to certain calls appear to have increased and seem to be much more nuanced when compared to other centers. Generally speaking, fire dispatching is rather straightforward and very structured, which should lend itself to faster processing times. The nuanced variations that have been introduced in the City may be detracting from this. In some cases, a change of protocol or procedure may not create an efficient process in the Communications Center. Additionally, if the desired outcome is an increase or change in deployment, including Communications personnel in the formulation of a dispatch protocol to affect that change may produce a more desirable result. Routine meetings can improve communication and decisions that impact the workflow in the Communications Division. These meetings can also provide greater understanding for the reasoning behind a particular change and/or the reason why a particular change may not be beneficial. Finding #30: Communication between the Fire Department, the Police Department, and the Communications Division does not occur regularly, which leads to Communications Division employees feeling disconnected and unappreciated. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT445 446| | Master PlanMaster PlanPage 425 of 712
Section 7²Administrative Bureau Review | 119 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #31: Establish a small group, inclusive of executive staff, comprised of representatives from the Communications Division, the Fire Department, and the Police Department to meet routinely and discuss operational policies and procedures. Response Time The Department measures response times from the time a call is dispatched until the time the first unit arrives on scene, which is not an accurate reflection of “response time.” Calculating response times from the time the officer is dispatched is in conflict with the public’s expectations as well as the industry standards. Response times should reflect the time frame from when the public requests a response to when the assistance arrives. Response times consist of five components: the call answer time, the processing time by the dispatcher, the amount of time the call for service holds in the queue until a unit is dispatched, the amount of time that lapses from the time the unit is dispatched, and the time the first unit arrives on the scene. Calculating response time from the time a unit is dispatched to the time the first unit arrives artificially improves the time for the Department and misrepresents the total agency response time. Finding #31: The Department’s current method for measurement of response times does not include call processing time. This method does not coincide with industry standards. Recommendation #32: Adopt a response time measurement policy that measures the time from when the telephone call is received until the time first unit arrives on scene. (See Section 4 for further discussion on response time measurements.) 7.2.2 Records The Records Unit is responsible for reviewing, entering, and updating police records, reports, and citations. Records Clerks must research records and provide requested information to law enforcement personnel, courts, and the public, as appropriate. In doing so, they must adhere to complex regulations regarding the release of information and public records requests, both 120 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA statewide and nationwide. The Records Unit must also respond to subpoena requests, discovery orders, and other requests for information. This requires a thorough understanding of the California Public Records Act (PRA) and the Federal Freedom of Information Act (FOIA). The Records Unit is supervised by one Records Supervisor, who functions as a quasi-manager and reports to the Communications and Records Manager. Staffing includes five full-time Police Records Clerks, though there is currently one vacancy, and one part-time Police Operations Specialist. By all accounts, the Records Unit is a cohesive team that works well together. In 2015, the Records Unit processed 8,629 reports and 6,619 citations, and in 2016, those numbers increased to 8,907 reports and 7,047 citations. Until 1998, the Records Unit had its own manager. However, when the Chief fired the Records Manager, those duties were assigned to the Communications Manager and she became the Communications and Records Manager. This created a significant increase in workload and requires a substantial depth and breadth of knowledge, above and beyond what was required when that position was only overseeing the Communications Division. Over the years, the duties associated with a Records Manager have changed dramatically. In addition to the need to possess a thorough understanding of PRA and FOIA, the Manager has to respond to an increasingly knowledgeable and curious media and public, ensuring the right information is released under the right circumstances. The Manager also acts as the California Law Enforcement Telecommunications System (CLETS) Agency Terminal Coordinator (ATC), ensuring that security is maintained for all Department personnel and regulations are strictly adhered to for computer access to state and national crime databases. These include, but are not limited to, Stolen Vehicles, Department of Motor Vehicles, Wanted Persons System, Automated Property System, Restraining Order System, National Crime and Information Center, Automated Weapons System, and Uniformed Crime Reporting. In addition, there are new reporting requirements that legislatively will require complex audits on use of force incidents and racial profiling. Report Review and Input As of January 4, 2017, there were 24 reports from December 2016 that had not been submitted by the responsible officer to the Records Unit for review and entry. There were also hundreds of citations that had not been processed. These types of delays are not uncommon in the Records Unit and have become more or less accepted as a way of life. As of October 11, 2016, there were still 12 reports from September 2016 that had not been submitted by the responsible officer to the Records Unit for review and entry. In addition to the reports, there were also estimated to be more than 100 citations in the Records Unit awaiting entry into the records management system (RMS). It was explained that the citations are entered after certain reports have been entered, SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT447 448| | Master PlanMaster PlanPage 426 of 712
Section 7²Administrative Bureau Review | 121 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA based on priority, usually within four weeks of receiving the citation and within a couple of weeks before the court date. The Records Unit cannot be held accountable for reviewing reports and citations and entering them in the RMS when the reports and citations have not been submitted to the Records Unit. The delay in submitting reports and citations extends far beyond the timely entry of the information. This is similar to the distribution of duties discussed in the Call Load Management subsection, which describes the field sergeant’s responsibilities. Management of the workload and quality of the work product of the field officers is, or should be, the responsibility of the field supervisors. Performing that task in a timely manner should greatly reduce any delay in data entry, or at the very least determine if the Records Unit is adequately staffed to handle this portion of the workload. These delays adversely impact service delivery to the public, prohibit the required timely reporting of Uniform Crime Reporting (UCR) statistics, and prevent the accurate gathering, analysis, and dissemination of statistical information that is useful for intelligence-led policing. By way of example, the November 2016 UCR data was not submitted until the end of December. This also exacerbates the workload in the Records Unit by causing members of the public to call repeatedly, over the course of up to four weeks, requesting a report, only to be told that it is not ready yet. The inconvenience of having to call repeatedly is detrimental to customer service and community partnership. The follow-up phone calls could be eliminated completely if reports and citations were submitted and entered in a timely manner. While the late submission of reports and citations is clearly an inhibitor to timely data entry and reporting, an efficiency study is suggested to determine if there is disparity in the quality and quantity of workload being completed by each Records Clerk. By having each Records Clerks focus on one task for a day (i.e., one Records Clerk is responsible for entering citations and nothing else), the Records Supervisor can compare productivity by quality and quantity. It is also recommended that this task be rotated daily, and that productivity be measured at the end of the week. The same approach should be taken with reports, even breaking the reports down by type, if necessary. Finding #32: There is a consistent backlog of reports and citations awaiting entry into the records management system. One of the results of this practice is that the Police Department is routinely late in submitting Uniform Crime Reporting data to the Department of Justice and ultimately the Federal Bureau of Investigations. 122 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #33: Institute and enforce a policy that requires officers to submit completed and approved reports and citations to the Records Unit by the end of watch. Consider adopting a policy wherein the Records Unit workload must be caught up prior to a trigger date, such as the fifth day of each month. In an effort to determine the feasibility of this goal, consider conducting an efficiency study to determine if Records Clerks are maximizing productivity and performing to industry standards. The current process for submitting, reviewing, and entering reports places the Records Clerks in a quasi-supervisorial role over sworn personnel and also creates a time-consuming bottleneck in the process by having the Records Clerk review the report prior to the sergeant or lieutenant reviewing the report. If there are questions, inconsistencies, or other issues with the report, the Records Clerk attaches the appropriate slip and forwards the report to the sergeant or lieutenant. The sergeant or lieutenant reviews the report and returns it to the officer for correction. Once the officer makes the corrections, the report is submitted to the Records Unit and the process is repeated. This process can be easily streamlined by having the officers submit their reports directly to their sergeant within the specified timeframe. This will allow sergeants to be more aware of those officers who are submitting their reports on time and those officers who may benefit from additional guidance or training when completing reports. It also places the sergeant in the role of supervising the quality and quantity of each officer’s workload instead of placing the civilian Records Clerks in that role. This process also provides the opportunity to prompt interaction between the officer and the supervisor regarding a work product that is likely to be seen by the public and the courts. Modifying this workflow may require additional training for the sergeants and lieutenants who will be viewing and approving the reports prior to Records staff. Instituting a change with the implementation of the new Law Forms software would provide officers the capability to write reports on their mobile computers. It was discussed that this policy has not been established regarding the workflow on this new system. Typically, officers will enter their reports on their mobile data computers and the report is electronically forwarded to a sergeant for review and approval. Once the report has been approved, it is electronically forwarded to the Records Unit and, if appropriate, detectives for follow-up. This shifts the role of the Records Clerk away from data entry to more of a quality assurance role, focusing on specific areas of the report, such as location and victim information and application of the correct UCR. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT449 450| | Master PlanMaster PlanPage 427 of 712
Section 7²Administrative Bureau Review | 123 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #33: The current process for submitting, reviewing, and entering reports is time-consuming and blurs the lines of supervision by requiring Records Clerks to, at times, read the entire report, checking for thoroughness, accuracy, and attachments, before forwarding it to the sergeant or lieutenant for review and, after it has been approved, returning the report to the Records Unit for entry. It also unnecessarily creates a bottleneck when a Records Clerk reviews a report that requires correction and sends the report to the sergeant, who reviews it and sends it to the officer for correction before the cycle starts again. Recommendation #34: Management of the workload and quality of the work product for field officers should rest with field supervisors (sergeants). Officers should submit reports to their sergeant or lieutenant before the end of their shift, and the sergeant or lieutenant should read the entire report, checking for thoroughness, accuracy, and attachments. Upon approval by the sergeant or lieutenant, the report should then be forwarded to the Records Unit for entry and assignation of the Uniform Crime Reporting code, based on the complaint type and summary. Records Supervision and Distribution of Duties Citygate discovered a high level of commitment within the Records Unit to quality control, starting with the Records Supervisor. While this level of commitment and concern is admirable, the level of effort oversteps boundaries and is taking valuable time away from time-sensitive tasks that need to be completed and are within the purview of the Records Unit. For example, the Records Supervisor reviewed 1,971 calls for service in July 2016 and 1,936 calls for service in August 2016 that were cleared without a report being written to ensure the calls were cleared correctly. When extrapolating these two months out to 12 months, the Records Supervisor will review approximately 23,442 calls for service in CAD. For 2015, the amount reviewed added up to more than 29,000 calls for service, which was found by subtracting the number of reports that were completed from the total number of calls for service for the year. 124 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Even if it only takes 60 seconds to review each call for service and move on to the next one, this task consumed more than 32 hours of the Records Supervisor’s time each month in July and August. For 2016, it is projected that this process will consume more than 390 hours of the Records Supervisor’s time (23,442 calls for service divided by 60 minutes for an hour equals 390.7 hours). This type of quality control is better suited for sergeants, as they have supervisory responsibility over the patrol officers, and they can conduct the task as time allows, as well as disperse it over a group rather than have the responsibility fall on one person. With the sergeants conducting random spot checks on calls for service that were cleared without a report being written, it also allows the sergeants to notice individual officer response times and miscellaneous information that may shed insight on an officer’s productivity and understanding of what types of incidents should be documented. The Department can establish policy to determine how many calls for service the sergeants should review per officer per month. Placing this responsibility with the sergeant or watch commander is consistent with industry best practices. Finding #34: The Records Supervisor’s time is consumed performing ancillary quality control duties that are more appropriately handled by sergeants. Recommendation #35: While the Records Supervisor’s commitment and concern are admirable, this position should not review calls for service. It is recommended that a sergeant or lieutenant conduct this type of oversight in the form of random spot checks. Workload The Records Unit environment is professional and open to members of the Department to walk in and conduct business and/or visit. While open communication between the Records Unit personnel and Department personnel may be desired, at some point interruptions are detrimental to productivity and efficiency. While it is desirable to have an open door policy that allows the cultivation of professional relationships, this practice can be disruptive and counterproductive. This is not intended to discourage open communication on business-related matters. Rather, it is intended to reduce non-work-related activities and conversations that prevent the Records Clerks from completing their SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT451 452| | Master PlanMaster PlanPage 428 of 712
Section 7²Administrative Bureau Review | 125 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA job related duties. This is one of the responsibilities of the Records Supervisor and should be factored when assessing the management of workload and need for appropriate staffing. Finding #35: The open door policy in the Records Unit allows officers and other personnel to engage Records Unit personnel in conversation that is not work related and can affect the productivity and efficiency if not judicially managed. Recommendation #36: Limit access to the Records Unit to those who have official business, or have the Records Supervisor provide the assistance needed, when possible. Staffing Staffing levels in the Records Unit seem barely sufficient to stay abreast of workload and absorb absences for vacations, holidays, training, and sick leave, which are usually not backfilled with overtime. The Records Clerk vacancy that was not filled until early 2017 exacerbated the situation, especially as it pertains to managing the data entry backlog for reports and citations. Filling this vacancy should certainly help managing the current workload and reducing the backlog of report and citation entries. However, it is not certain this will be sufficient to eliminate the backlog, especially considering there is anticipated population growth for the City. Adding a full-time Records Clerk allocation offers an array of opportunities to eliminate backlog and enhance customer service. Additionally, if staffed, this position should allow the reallocation of business calls previously redirected to dispatch, to be answered by records personnel during normal business hours. This allocation can be utilized to cover scheduled absences, such as vacation leave, holiday leave, and training leave, thereby eliminating the need to use overtime. It can also be used to enhance staffing at the front desk and provide assistance to the public without interrupting the remaining Records Clerks. Currently, Records Clerks periodically work overtime on weekends in an effort to reduce the backlog. It was discussed that when working overtime on Saturday or Sunday, Records Clerks are more efficient because they are able to work uninterrupted. As a stopgap, or possibly in lieu of additional staff, consider a schedule modification wherein at least one staff member works a weekend day. This will allow the Records Unit to process reports and citations as they are submitted during the weekend, rather than waiting until Monday to try to catch up. Although this 126 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA can be a difficult change for staff at first, with time the realization of the benefits could offset the adjustment pains. Furthermore, discussion revealed that the staffing vacancy in the Records Unit existed for about one year. Streamlining the recruiting and hiring process, with consideration given to outsourcing the background investigation to private contractors, will allow new employees to be hired in a timelier manner. Finding #36: Staffing levels in the Records Unit are insufficient given the existing workload and the added workload due to absences caused by vacations, holidays, sick leave, and training (which are not usually backfilled with overtime). Recommendation #37: Add another full-time Records Clerk allocation to provide adequate staffing during scheduled absences. Also, use overtime to maintain staffing when Records Clerks are absent. These actions should eliminate data entry backlog. (Add 1 FTE Records Clerk) Functionality of Work Area When fingerprinting services were moved to the current location in the Records Unit, it eliminated the second service window. This makes it challenging for Records Clerks to assist people in a timely manner and also makes it challenging to maintain the customer’s privacy when discussing their needs. Focus on the ability to assist more than one citizen at a time with the appropriate level of privacy. Rather than have staff return to their desks to make inquiries, provide a telephone and a computer with network access. In addition, consider installing bullet-resistant glass to protect staff from any threats and increase the Records Unit’s surveillance capabilities to include the views currently available to the Communications Center and Watch Commander. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT453 454| | Master PlanMaster PlanPage 429 of 712
Section 7²Administrative Bureau Review | 127 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #37: The configuration of the front desk area limits Records Clerks to assisting only one person at a time. Additionally, there are no phone or computer capabilities at the desk, and the absence of bullet-resistant glass causes security concerns for Records Unit personnel. Recommendation #38: Redesign the front desk area with input from the Records Unit staff and an emphasis on enhancing efficiency, improving customer service, and increasing security. Include a telephone and a computer with network access. Dictation Services Records Unit personnel are transcribing dictated reports for a small number of officers. The time spent on dictation is time taken away from processing the backlog of reports and citations. There were recent discussions to outsource this process, but with so few members of the Department utilizing this method of submitting reports, a better suggestion would be that those individuals receive any additional training needed to deter them from using this process rather than consider the expense and time involved with transcribing dictated reports. Continuing this practice only serves to enable those officers who have not advanced to the current technology and it forces additional training and a unique skill set to be maintained by Records Clerks. Finding #38: Dictation services are still offered to sworn staff for reports. This time-consuming practice should be discontinued. Recommendation #39: Although not extremely time-consuming with only six reports dictated over a period of 13 days, this process is archaic and should be discontinued. As an alternative, the Department may want to explore the use of dictation software, such as Dragon Speak, to enhance efficiencies when transitioning to field-based reporting. 128 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Public Access to Reports and Online Reporting Online reporting was unsuccessfully attempted and abandoned in 2005, causing members of the public to come to the police station to obtain a copy of a report or requiring an officer to respond to their location to create a report. Over the years, online reporting systems have undergone major changes both in capability and integration with CAD and RMS. Online reporting should be reconsidered both for the convenience of the public and reduction in workload for the field officers and ultimately the Records Unit staff. The timing is right with the majority of the public at ease with technology, so long as it is designed and implemented correctly. Additionally, the City’s fee schedule that establishes the cost for an individual or businessperson to obtain copies of certain reports and documents is convoluted and difficult to explain to the public. It is unnecessarily complicated and there is very little flexibility for collecting fees if the requestor is not able to drive to the Police Department to make payment. Finding #39: Easy public access to obtain reports is hindered by the lack of current technology and a convoluted fee structure that is difficult to explain. Recommendation #40: Review and simplify the fee schedule, especially with regard to traffic reports, and implement an online reporting system that is user-friendly for the public and staff. Distribution of Workload Records Clerks share the responsibility with each other for assisting the public at the front desk. Greeting and helping the public at the front desk are important components of the Records Unit function for connecting with members of the community and representing the Police Department in a pleasant and professional manner. Unfortunately, without one individual responsible for this task, each new individual arriving at the front desk requires the Records Clerks to interrupt their report and citation entry work to assist the individual. Offloading these tasks to a specific Records Clerk should increase productivity of the remaining Records Clerks. The front desk assignment could also be rotated among the Records Clerks on a daily basis to more evenly distribute workload. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT455 456| | Master PlanMaster PlanPage 430 of 712
Section 7²Administrative Bureau Review | 129 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #40: Time-sensitive responsibilities, such as report and citation entry, are disrupted by the intermittent and random need for Records Clerks to leave their workstation and help the public at the front desk. Recommendation #41: In addition to adding the full-time Records Clerk, which was previously mentioned, consider a deployment schedule that assigns a specific Records Clerk to assisting the public at the front desk and have this person work on data entry that can be more easily interrupted and resumed, whether it is citation entry or priority reports. CAD and RMS Enhancements It is not uncommon for CAD and RMS users to express frustration with limitations to functionality, perceived and real, within these systems. Over the years, most vendors have moved away from customizing systems to avoid complications that have arisen when installing product updates among diverse users. Even when regression testing has been used, clients with custom products have suffered from unanticipated glitches. Records Clerks are under the impression that their suggestions for updates to enhance the functionality of the Spillman RMS are not considered by the vendor. Like many CAD/RMS, Spillman Technologies is a “commercial off-the-shelf” solution (COTS), with very limited customization available. However, Spillman Technologies offers an annual Users’ Conference, as well as an online portal for clients to submit ideas and suggestions. Spillman has a history of welcoming user suggestions, and all clients are included in the voting process to determine which submissions will be considered for implementation. The Records Unit is encouraged to maintain a list of needed or requested enhancements and submit them to Spillman Technologies for consideration. Specifically, the Unit should develop and submit to Spillman Technologies a document that identifies the need for the enhancement(s) and describe the desired outcome(s). Suggestions can also be submitted in multiple years, if they are not originally implemented. It should be noted that Motorola Solutions recently acquired Spillman Technologies, which could result in changes to this process, but that has not been determined to date. At least one representative from the Records Unit should attend the annual Spillman Users’ Conference and network throughout the year with Spillman users from other 130 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA agencies to gain support for the requested enhancement(s) and/or identify work-arounds that have been discovered by other users. Impending Retirements: Planning for the Future The Communications and Records Manager has announced her intent to retire in September of 2017 after 34 years of service, which presents a unique and challenging opportunity for the Department. It would seem difficult, if not impossible, for anyone to successfully step into this position and perform at even a fraction of the competency of the current Manager. This is not to say there are not eminently qualified candidates to take on a Manager role; however, due to the expansion of responsibilities and increased complexity that have occurred over 34 years, the current Manager is performing the duties of at least two positions. While traditionally these units were considered mostly clerical in nature, they now require a high level of expertise, as well as familiarity with the various technologies in use. They also require knowledge of local, state, and national laws, regulations, and standards. Without this level of expertise, the Department, and ultimately the City, is exposed to a high degree of exposure and liability. The Communications Center and the Records Unit each demand a unique set of qualifications, skills, and knowledge that have increased and become much more complex over time. Additionally, the incumbent manager has acquired duties over the years that are outside the typical scope of work for a Communications Manager and/or Records Manager. For instance, many data requests that would normally be handled by a crime analyst are currently forwarded to the Communications and Records Manager. Separate managers for each of the two units would afford the individual manager the ability to develop a greater level of expertise and focus on a specific discipline, as well as create an effective span of control. For instance, the Communications Manager needs the knowledge, skill, and time to focus on operational aspects that include quality assurance, performance measurements, personnel matters, national standards, existing equipment, and emerging technologies, among other things. This manager must also be knowledgeable about state funding and be prepared to work with vendors to replace some equipment every five to eight years. This requires working within the City’s procurement system and the state’s procurement system. Likewise, the Records Manager needs the knowledge, skill, and time to focus on many of the same operational aspects as the Communications Manager, but in a different context. While equipment may not be replaced as frequently, it does undergo routine upgrades that require the manager’s expertise and focus. Additionally, this manager must be knowledgeable of, and able to work within, local and state laws and regulations regarding the release of information and SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT457 458| | Master PlanMaster PlanPage 431 of 712
Section 7²Administrative Bureau Review | 131 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA abiding with the California Public Records Act, among other things, which can have adverse consequences if the Department is not in compliance. Also, in an era when intelligence-led policing is at the forefront of contemporary practices, it is more important than ever to have a trained crime analyst who is skilled at gathering, analyzing, and disseminating information. This will ensure the information is shared in a timely manner and with the requisite background and context. The Department and the community will also benefit from having the crime analyst interact with a network of other crime analysts across the local region, the state, and the nation. Consideration might be given to having this position absorb some of the duties currently performed by the Administrative Sergeant. Additionally, consideration should be given to having these two newly created manager positions and the crime analyst report to a civilian command staff level position. Civilians are governed by different rules and employment law. Creating a command staff position would provide the greatest opportunity of success, as this individual should develop a level of expertise regarding civilian supervision and management. It would also assist in providing a thorough career path, thereby encouraging retention and promotional opportunities for the support staff of the Department. Creating a civilian command staff position also allows the Department to consider the possibility of transferring command and oversight of other civilians to this position, such as the property and evidence staff, thereby allowing sworn leadership to focus on sworn members and their role in the agency. Again, this position might be able to assume some of the responsibilities currently performed by the Administrative Sergeant. There was discussion about possibly replacing the Communications and Records Manager with a lieutenant or other sworn allocation. This would not be the best course of action and is not advisable. Both of these units require a subject matter expert as a manager, and most sworn personnel do not have the expertise or the commitment that is required. Additionally, the inevitable rotation every two or three years creates instability and often results in lack of oversight, unfinished projects, and neglect of funding or lack of awareness on how to use funding from the state. Finding #41: Over the course of 34 years, the Communications and Records Manager duties have greatly expanded within and beyond Communications and Records. The incumbent manager possesses a wealth of organizational history and knowledge, as well as specific expertise within her field, which will make it challenging, if not impossible, for one individual to replace her. 132 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #42: Bifurcate the current Communications and Records Manager position and establish two separate allocations: a Communications Manager and a Records Manager. Also, consider a third allocation, such as a crime analyst, to assume responsibility for all data and statistical components currently performed by the Communications and Records Manager and the Records Supervisor. Implementing this change will allow each manager to focus on his/her specific area of expertise and mitigate oversights caused by a divergent workload that requires tremendous attention to detail. This change also significantly increases the opportunity to focus on the people who are performing the line level jobs and become aware of nuanced changes before they become significant issues. In addition, strong consideration should be given to the development of a civilian command staff position to oversee the civilian units of the agency. NOTE: Prior to the completion of this study, Police and Human Resources personnel acted in part on this recommendation. The revised job description of the new Communications Manager is finalized and duties of analysis and records have been removed. Recruitment should be underway in 2017. Records Project Management Two Records Unit projects, the Marijuana Purge Project and the Laser Fiche Report Merge Project, were depicted as lingering for years with little progress. These, and any other incomplete work, should be reviewed for value and liability issues to the agency. It was stated that records are being modified as far back as the 1950s. This would suggest that these projects may encompass more than is required or more than should be done and that some records may be retained beyond the recommended retention date. Finding #42: Projects languish in the Records Unit with little progress, no solution for completion, and no proposed completion date. This includes projects to modify records that date back as far as the 1950s. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT459 460| | Master PlanMaster PlanPage 432 of 712
Section 7²Administrative Bureau Review | 133 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Recommendation #43: Review incomplete projects for value and liability issues to the Department to determine the appropriate course of action. Recommendation #44: Review the Department’s records retention schedule to ensure that it is consistent with industry and City standards and complies with all applicable legislation. As a starting point, ensure that appropriate records are purged in accordance with the City’s accepted retention schedule, thereby reducing the workload of the projects. At that point, review the outstanding projects and consider the value of the projects before prioritizing the order of completion. Finally, consider additional volunteers and/or temporary, short-term employees to complete these tasks. Crossover Duties: Crime Analysis and Records The Department has not traditionally functioned as a data-driven agency. With modern police departments moving toward intelligence-led policing and the addition of a new Chief, demands for timely statistical information have increased significantly. In an effort to meet these requests, the Records Supervisor, Communications and Records Manager, and Senior Management Analyst have drafted or at the very least provided data for these reports. Although their efforts are to be commended, interpretation of data of this nature and drawing analytical conclusions are not their forte, nor have they received training to be qualified in this area of expertise. These are the functions of a crime analyst. The Department demands for timely data and analysis will only grow and consideration should be given to adding a crime analyst allocation and hiring an individual who is specifically trained in this area. Crime analysis, prediction and prevention, and intelligence-led policing have made huge strides over the past few decades, and employing an expert in this field can only enhance the capabilities of the entire Department, as well as improving the quantity and quality of data available to all levels of the Department. The recent purchase of the Spillman Technologies ComStat Management Dashboard should greatly enhance the Department’s capabilities. This customizable CAD management tool provides members of the Department the ability to easily view calls for service by locations and hour of the day and allows for comparisons by week, month, quarter, or year. The dashboard supports reports on response times, a statistic not traditionally available at the Department, and 134 | Section 7²Administrative Bureau Review Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA allows comparison to national standards set by professional organizations. This allows management to make appropriate changes in staffing or schedules to increase effectiveness. Implementation of this Spillman module should not be delayed. Finding #43: The Records Supervisor, Communications and Records Manager, and Senior Administrative Analyst are responsible for creating or contributing to statistical reports for Department staff. Recommendation #45: Add a staff allocation for a trained crime analyst and have this individual utilize the Spillman Technologies ComStat Management Dashboard, as well as other available tools, to meet the Department’s needs. This will allow the other managers and staff members to focus on their areas of expertise and should significantly enhance the information data set that is provided to the Department. (Also mentioned in Section 6.1²Patrol and Section 7.1.2²Investigations.) (Add 1 FTE Crime Analyst) NOTE: The City has now funded a part-time crime analyst position which will help address the some of the Department’s needs. This recommendation still remains unchanged as a full-time position is recommended. Special Event Staffing There are several occasions each year when additional officers are deployed to the Patrol Division on an overtime basis for increased visibility and enforcement. This typically coincides with a special event or holiday, such as Cinco de Mayo celebrations, and results in an increase in reports, citations, and arrests. However, the Department has not deployed additional Records Clerks to handle the increased workload generated by these events. This contributes to the existing backlog of report and citation entries. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT461 462| | Master PlanMaster PlanPage 433 of 712
Section 7²Administrative Bureau Review | 135 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #44: Planned events and occasions that require the deployment of additional officers historically increase the number of reports, citations, and arrests. Additional Records Clerks have not been deployed during these events, and the resulting influx of reports and citations contributes to the backlog in Records Unit workload. Recommendation #46: Any time extra officers are deployed to the Patrol Division and there is a probability that the number of citations and reports will increase, it is necessary to also increase staffing in the Records Unit to allow the Records Clerks to enter reports and citations as they are submitted rather than creating additional backlog. This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT463 464| | Master PlanMaster PlanPage 434 of 712
Section 8²Economic Development Considerations | 137 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA SECTION 8—ECONOMIC DEVELOPMENT CONSIDERATIONS 8.1 GROWTH AND DEVELOPMENT Given the post-recession recovery, the City is now processing multiple applications for residential and commercial growth. Some of these are in existing neighborhoods, and others are in the southern City and County areas adjacent to the City being studied for annexation. The City-provided figure on the following page shows the locations of the 64 projects that were under various stages of development application as of February 1, 2017: 138 | Section 8²Economic Development Considerations Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Figure 19²Proposed Development Projects in the City SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT465 466| | Master PlanMaster PlanPage 435 of 712
Section 8²Economic Development Considerations | 139 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA For the City, there are three major influences on the population growth as it relates to police impacts and calls for service: impending growth through annexation and infill development, increases in student populations from Cal Poly and Cuesta College during college sessions, and the tourism population, which ebbs and flows with seasonal attraction to the area. Depending on final approvals, these projects represent the addition of several hundred thousand square feet of commercial uses and several hundred dwelling units. More than fifteen of these projects are in the southern City and possible annexation areas. Avila Ranch alone could add 700 dwelling units. There is no question that the City’s police services will have more population, buildings, and job locations to protect in the southern City areas. Growth projections and the resultant impacts on police staffing can be projected based on articulable data and historical calls for service. Staffing impacts vary from jurisdiction to jurisdiction depending on the service delivery model, building and occupancy types, zoning, transportation planning, calls for service, and fluctuations of populations. For the City, there are three major influences on the population growth as it relates to police impacts and calls for service: impending growth through annexation and infill development, increases in student populations from Cal Poly and Cuesta College during college sessions, and the tourism population, which ebbs and flows with seasonal attraction to the area. The draw of the community—its climate, amenities and quality of life—drives population growth. The Planning Department’s growth projections indicate an additional 2,500 homes over the next ten years. Most of this growth is planned to be single-family residences. Additionally, the student enrollment at Cal Poly is projected to reach 22,500 full-time equivalent (FTE) students (25,000 head count) by 2035.11 While Cal Poly is planning to increase on-campus housing, student impacts on eating and entertainment venues in the City will increase based on this growth. The on-campus housing will have little impact in the reduction of calls for service for the Police Department. There is a need to expand data collection on police calls for service demographics to understand and predict, to any degree, call type changes by differing populations as well as the types of buildings to include dwellings, businesses, and permitted uses. This information can be easily 11 Draft Cal Poly Master Plan 2035. Web. September 28, 2016. 140 | Section 8²Economic Development Considerations Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA added to dispatch incident history files to create retrievable data fields that track the impacts of new residents and building types. With as little as one year of data, demand for service projections can start to provide a foundation for use permit conditions as they relate to occupancy, entertainment, California Department of Alcoholic Beverage Control licensing type, and hours of operation. The following list shows data categories that need documentation to aid in analyzing the impacts on police services. All of these coincide with the life safety issues that are similar to the inspectional processes the Fire Department conducts. They represent the additional data categories needed to augment current calls for service basic data: Residential calls for service ¾ Single-family residence (if shared student or multi-family use or multi-family complex) x Rental vs. owner occupied x College associated x Alcohol related Restaurants / dinner house / entertainment venue / tasting rooms / grocery stores ¾ Alcohol license type ¾ College associated ¾ Type of entertainment. There are several cities in California that have adopted ordinances and regulations to address this type of data and help identify those types of uses that have greater potential for impacting law enforcement service delivery. Five of those cities are Orange, Fullerton, Placentia, Irvine and Indio.12 12 The tracking of information is foundational to identifying appropriate ordinances to help guide uses and minimize calls for service impacts. The development to these data sets are beyond the scope of this study. There are firms and published practices that can aid cities and counties in development plan review of law enforcement impacts, crime prevention through environmental design (CPTED), and reviewing and developing these guidelines. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT467 468| | Master PlanMaster PlanPage 436 of 712
Section 8²Economic Development Considerations | 141 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Finding #45: Current data for commercial and residential impacts are not sufficient to provide verifiable impacts based on land use, calls for service, and contributing influences. Recommendation #47: The Department needs to add categories to its report processes that will capture commercial and residential impacts based on land use, calls for service, and contributing influences. Providing this data along with adding development guidelines for law enforcement impacts will aid in community safety and reduce the potential for calls for service. 8.1.1 Near Term Police Staffing Projections Based on Existing Service Gaps and Population Growth Rates San Luis Obispo before, during, and since the recession has experienced modest growth, with no explosive growth increases. The City’s growth rate from 2015 to 2016 was just 0.9 percent, or 426 additional residents. Current City Planning data is divided into near term projects that are under active review and development processing. The other development proposals are long-term projects seeking entitlements and financing, with no set year for final approvals. In the near term active projects, there are 1,365 residential units which, at an approximate ratio of 2.2 residents per dwelling unit is an additional 3,003 residents. The City only grew by 426 new residents last year, and if that remains the annual growth rate, reaching 3,003 new residents will take seven years. This resident calculation does not take into account mobile populations in hotels, tourism, or employment. However, the projections in these other categories are also modest over time. Even if a 3,003 resident increase occurred in a much shorter time period of 3.5 years, a 3,000-person residential increase would not typically cripple a capable suburban city police department. Many agencies try to use a projection analysis that is a ratio of calls for service versus population. This ratio does not estimate severity of different types of calls which impacts the time officers spend to handle the call. Citygate examined calls for service versus population alone in San Luis Obispo, but it is not statistically significant in that this singular measure only explains 16.16 percent of the change in calls for service over time. The remaining 83.84 percent of the changes in incident types are explained by other factors not currently being measured in 142 | Section 8²Economic Development Considerations Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA the City. Thus, the City should not use an assumption that calls for service increase as resident population increases. A variety of other factors could or should be considered as well, when the data is available: Socio-economic conditions Seasonality (particularly for a university community) Volume of code violations Type and nature of arrests Geographic crime density. Given the limited ability to project officer demand, and the modest growth forecast for the next several years, Citygate uses and recommends a workload gap analysis method. The first step in a workload gap analysis is to determine if the current staffing level is providing the desired level of service to the City’s residents. If the desired service level is not being met, the necessary changes and/or staffing increases must be determined as permitted by funding. Once the desired level of service is reached, a baseline for service levels and staffing is established. Then, if one or more factors negatively impact the Department and cause the level of service to erode, the availability of increased funding will determine the City’s ability to add police staff. Throughout this report, Citygate identified service gaps that already exist or are emerging between staffing and desirable service delivery measures. The following table lists needed position recommendations by priority. If funds can be found more quickly, we recommend the City add personnel faster. If funding remains severely constrained, then the service gaps will grow larger to the point where the Department can only handle serious emergencies, and will not be able to provide the proactive Community Policing that it and the community desires. Also, the listing of priorities should not be interpreted to suggest that a lower priority is not needed as severely as a higher priority. These priorities are provided to identify the positions that will have the greatest impact on safety and service delivery. Where multiple positions are listed, the City can consider splitting or mixing new full-time positions by classification based upon the Department’s ability to hire, train, and assimilate multiple positions in the classification. For example, the City could hire two CSOs and two dispatchers, deferring two CSOs until the next funding capability cycle. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT469 470| | Master PlanMaster PlanPage 437 of 712
Section 8²Economic Development Considerations | 143 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Table 20²Staffing Increases by Full-time Count and Classification Function/Unit Position Total FTEs Report Recommendation Priority Office of the Chief Crime Analyst .5* 7, 19, 45 1 Patrol Non-Sworn Technician (Body Worn Camera) 1 10 6 Patrol Community Services Officers 4 13 4 Communications/ 9-1-1 Communications Supervisors 2 23 3 Communications/ 9-1-1 Communications Technicians 2 24 2 Records Records Clerk 1 37 5 Total FTEs Needed 10.5 * The City has funded a part-time crime analyst position. The addition of a .5 FTE is still recommended to make this a full-time position. This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT471 472| | Master PlanMaster PlanPage 438 of 712
Section 9²Next Steps | 145 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA SECTION 9—NEXT STEPS In conclusion, Citygate has identified steps that can be taken by staff to move the Police Department forward, both in the short- and long-term. Some of these have already been implemented, either by the Department’s own initiative, or as a result of discussions and examination of the Police Department’s workload, data, and deployment with Citygate in early December 2016.9.1SHORT-TERM There are many recommendations in this study that could be completed with current resources and staffing. They should be evaluated and discussed amongst the stakeholders. Those that appear to bring value to the Department and the community should be instituted. Short-term goals include: Prioritize policy manual update completion with a specified date Adopt policies and procedures for capturing data for: ¾ All committed time for workload and deployment ¾ Calls for service with impact categories for: x Student-related incidents x Licensed alcohol establishments 146 | Section 9²Next Steps Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA Reassign supervisory duties for report review and approval at sergeant level Fill vacant sworn positions Implement Internal Affairs tracking protocol. 9.2LONG-TERM The long-term goals identified in this process would require new staffing, funding, equipment or labor negotiations. The acquisition or implementation of these items would require significant assistance from the City Manager and City Council. An example would be the creation of a Community Services Officer position within the City, the funding for the position, and the hiring of the personnel. Provide for overlap staffing at all scheduled shift changes Develop CSO job description, recruit, and hire Provide six-month update of workload data, response time impacts, and crime information Fund recommended positions Expand data capture and analysis by zoning type and square footage to provide occupancy use impacts that are articulable for staffing increases. SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT473 474| | Master PlanMaster PlanPage 439 of 712
Appendix A²Workload Time Allocation ± Limited Time Frame | 147 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA APPENDIX A—WORKLOAD TIME ALLOCATION – LIMITED TIME FRAME This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT475 476| | Master PlanMaster PlanPage 440 of 712
Appendix A²Workload Time Allocation ± Limited Time Frame | 149 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA San Luis Obispo Police Department Availability Time Analysis by Tencode *** SUSPECT ELAPSED TIME DETECTED *** Unit/Officer Status Total Accumulated Time Starting Time and Date 98 Available 07/06/16 AVAILABILITY CHART Unit/Officer TOTALS DAY SHIFT CALLS 0/0 OF AVAILABLE/ 0/0 OF ADMIN/ % OF TOTAL FOR TIME PROACTIVE TIME REPORT TIME HOURS SERVICE WRITING WORKED HOURS Monday DAY 821.69 35.98 537.42/181.11 31.46 743.53 32.56 2283.74 NIGHT 509.48 30.36 511.56/249.13 45.32 408.22 24.32 1678.39 Tuesday DAY 836.43 31.45 705.32/197.06 33.93 921.08 34.63 2659.88 NIGHT 563.12 34.47 481.29/193.34 41.29 395.99 24.24 1633.75 Wednesday DAY 820.37 27.59 783.08/273.83 35.55 1096.06 36.86 2973.34 NIGHT 568.70 19.82 1520.48/231.09 61.04 549.20 19.14 2869.47 Thursday DAY 906.79 30.19 741.09/238.99 32.63 1116.85 37.18 3003.72 NIGHT 600.42 26.58 715.43/346.90 47.04 595.81 26.38 2258.56 Friday DAY 878.61 34.13 633.79/260.41 34.74 801.34 31.13 2574.14 NIGHT 717.93 29.50 749.01/381.34 46.44 585.65 24.06 2433.92 Saturday DAY 746.73 36.05 536.97/196.91 35.43 590.50 28.51 2071.11 NIGHT 714.89 28.92 721.16/436.46 46.83 599.50 24.25 2472.00 Sunday DAY 585.59 36.97 410.79/144.71 35.07 442.92 27.96 1584.01 NIGHT 602.47 30.75 587.09/378.63 49.28 391.37 19.97 1959.56 TOTAL 9873.22 30.42 9634.48/3709.89 41.12 9238.03 28.46 32455.59 Report Includes: All dates between 06/01/16' and 12/31/16', All unit agencies matching SLP*' All officer/unit(s), All days in range rpcaval.xl 01/25/17 This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT477 478| | Master PlanMaster PlanPage 441 of 712
Appendix B²Growth Projection References | 151 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA APPENDIX B—GROWTH PROJECTION REFERENCES This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT479 480| | Master PlanMaster PlanPage 442 of 712
Appendix B²Growth Projection References | 153 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA SUMMARY OF 2014 RESIDENTIAL LAND USE ELEMENT RESIDENTIAL GROWTH City of San Luis Obispo, Counc il Memorandum April 14, 2016 TO: Mayor and Council FROM: Michael Codron, Community Development Director VIA: Katie Lichtig, City Manager SUBJECT: Residential Growth Management ENC: Summary of 2014 Residential Land Use Element Residential Growth This memo is being provided to the City Council to provide context with respect to the status of residential growth in the City following adoption of the 2014 Land Use Element. The memo and attached spreadsheet should provide Council, staff, and the community with an understanding of the current amount of residential development in various phases of City review. In addition, the memo clarifies some key assumptions that are made in the Land Use Element based on analysis of demographic trends. Overview of Anticipated Residential Development The attached table of residential development represents proposed projects in various phases of City review following the adoption of the Land Use Element (LUE) in 2014. It is important to know that the 2014 LUE µreset¶ residential development capacity and growth expectations. The numbers provided in LUE Table 3 are accurate and serve as the basis for implementation of the City¶s Growth Management Regulations. The various phases of City review shown on the enclosed spreadsheet establishes the µcertainty of development¶ spectrum for projects moving through the entitlement process. The City¶s Growth Management Regulations use building permit allocations to ensure compliance with the City¶s 1% growth policy, so those projects with building permits issued are considered ³in the pipeline.´ Projects that have submitted applications for building permits, public improvement plans for new subdivisions (PIPs), or that already have some form of entitlement such as a use permit or Architectural Review, are more likely to move forward than those to the right of the bold line on the attached spreadsheet. Although staff cannot predict specific timelines for project completion because of a variety of complicating factors, it is important to know that the City¶s long range planning is based on the assumption that all of the development envisioned in the General Plan would be constructed by the build-out year, or 2035. In other words, the City is planning for full build-out by ensuring that development proceeds in a manner that can be supported by available resources, and all appropriate measures to ensure that City goals and objectives for transportation, air quality, water resources, public safety, parks and recreation, and open space conservation (to name just a few areas of consideration) are met through the implementation of the General Plan. 154 | Appendix B²Growth Projection References Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA RESIDENTIAL UNIT GROWTH (AS OF APRIL 2016) SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT481 482| | Master PlanMaster PlanPage 443 of 712
Appendix B²Growth Projection References | 155 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA RESIDENTIAL UNIT 20-YEAR GROWTH PROJECTION (AS OF APRIL 2016) 156 | Appendix B²Growth Projection References Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA ADDITIONAL GROWTH PROJECTION INFORMATION Additional growth projection documents are listed below, along with the website address. General Plan Annual Report (growth projections): www.slocity.org/home/showdocument?id=10775 Margarita Area Specific Plan (new residential neighborhood and business park, Prado Road connection): www.slocity.org/home/showdocument?id=4070 Avila Ranch Specific Plan (new neighborhood in the planning phase on the periphery of the City): www.slocity.org/government/department-directory/community-development/planning-zoning/specific-area-plans/avila-ranch San Luis Ranch (infill neighborhood near commercial center on Madonna Road, adjacent to existing residential): www.slocity.org/government/department-directory/community-development/planning-zoning/specific-area-plans/san-luis-ranch Orcutt Area Specific Plan (new neighborhood under construction, at the south east edge of the City, east of the railroad tracks): www.slocity.org/government/department-directory/community-development/planning-zoning/specific-area-plans/orcutt-area SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT483 484| | Master PlanMaster PlanPage 444 of 712
Appendix C²Effects of Proposition 47 on Crime Rates | 157 Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA APPENDIX C—CALIFORNIA POLICE CHIEFS ASSOCIATION REPORT – EFFECTS OF PROPOSITION 47 ON CRIME RATES IN CALIFORNIA This page was intentionally left blankSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT485 486| | Master PlanMaster PlanPage 445 of 712
CaliforniaPoliceChiefsAssociation P.O.Box255745 Sacramento,California95865Ͳ5745(Office)916Ͳ481Ͳ8000 (Fax)916Ͳ481Ͳ8008 eͲmaillmcgill@californiapolicechiefs.orgwebsitewww.californiapolicechiefs.orgCalifornia Police Chiefs AssociationMembershipIssuesReportDate:October5,2016To:PresidentKenCorneyCPCABoardofDirectorsFrom:RobertM.Lehner,M.B.A.,ChiefofPoliceCityofElkGrovePoliceDepartmentSubject:EffectsoftheSafeNeighborhoodsandSchoolsAct(Proposition47)onCrimeRatesinCaliforniaOVERVIEWTheCaliforniaSafeNeighborhoodsandSchoolsActwasofferedtothevotersofCaliforniaasProposition47inNovember2014.Itproposedtoreducemostdrugcrimesassociatedwithpersonalusefromfeloniestomisdemeanors,includingpossessionofheroin,cocaine,andmethamphetamine.MosttheftͲrelatedcrimesinvolvingpropertyvaluedlessthan$950werereducedtomisdemeanorsincludingshoplifting,commercialburglary,andcheckfraud.TheActwasalsoviewedbyproponentsasthe“endoftheWaronDrugs.”ThebasicargumentinfavorofProposition47wasthatCalifornia’stoughͲonͲcrimelawshadresultedinthemassincarcerationofnonͲviolentcriminals,adisproportionaterateofincarcerationofpersonsofcolorand,whileitwasacknowledgedthatoverallcrimerateswerelowerthaneverbefore,thesereductionshadcomeattoohighasocialandeconomiccost.ItwasarguedthatdrugusersandothernonͲdangerous,nonͲviolentcriminalswouldbetterbenefitfromtreatmentprogramsthanjailsandprisons.TheLegislativeAnalyst’sOfficeestimatedthestatewouldsave$150Ͳ250millionannuallyduetoreducedprisoncostsandthatcountieswouldsaveover$100millioneachyear.StatesavingswereproposedtogotoaSafeNeighborhoodsandSchoolsFundtobedistributed25percenttotheDepartmentofEducation,10percenttotheVictimCompensationFund,and65percenttotheBoardofStateandCommunityCorrections(BSCC).ProponentsarguedthattherewasnoreasontosuspectcrimewouldincreaseshouldProposition47pass,indeeditwouldprobablygodown,becausetreatment California Police Chiefs Association Page 2 outsideofprisonismoreeffectivethantreatmentinprison.Proponentsmadenoreportedattempttoestimatetheeconomiccosttovictimsshouldtherebeanincreaseratherthanadecreaseincrime.TheCaliforniaPoliceChiefsAssociation(CPCA)andotherswhoopposedProposition47arguedthatjailspaceneededtohousethesenewmisdemeanantswhetherpreͲtrial,sentenced,orrevokedfromprobation,aswellassupervision,monitoring,andtreatmentservices,wouldbelimitedduetotherecentshiftofstateprisonersrealignedunderABͲ109.Withthesecriticalcrimepreventiontoolsfocusedalmostexclusivelyonperceivedmoreseriousoffenders,thosecommitting“minor”offenses–whichmakeupthebulkofcrimeandthatofmostsignificancetoCPCAmembercities–wouldnotbeheld,supervised,ormonitored,resultinginanincreaseinvictimizationinourcities,particularlyassociatedwithpropertycrime.TheCaliforniaSafeNeighborhoodsandSchoolsAct(Proposition47)passedinNovember2014byalmost60percentofthevote.Personsarrestedforreclassifiedcrimeswerechargedasmisdemeanors.Personsservingsentencesforpreviousoffensescommittedasfeloniescouldpetitionforresentencingasmisdemeanorandreleasefromprison,anddidsoinlargenumbers.Almostimmediately,policechiefsaroundthestatewerereportingincreasedcrimeintheircommunitiesbutreportswereanecdotaland,otherthaneffortsinindividualcities,notquantified.Thoseagenciesthatregularlyreportcrimeupdatestotheircommunitieswerereportingmostlyincreasesbutwithnocontextavailable.Mostagenciesissueanearlyreport,usuallyinJanuary,forthepreviouscalendaryearcomparingthatyearwiththeyearprior.Increasesarefodderforcriticismfromelectedofficialsandthepublic.Officialcrimedatafor2015(thefirstyearofProposition47’simplementation),wasnotavailableuntiltheCaliforniaDepartmentofJustice(CalDOJ)releasedofficialcrimecountsinJuly2016.ComparisondataforcitiesoutsideofCalifornia,inotherstates,wasnotavailableuntiltheFederalBureauofInvestigation(FBI)releaseditsUniformCrimeReports(UCR)for2015aboutOctober1,2016.Increasesgetattentionandpolicechiefsknewthattheywouldbesummonedtoneighborhoodgroupsandtheircitycouncilsalmostimmediatelyoncetheircrimecountsfor2015werereleased.Toaidintheirpresentationsandknowingwecouldnotwaitforofficialcrimecountstobereleasedandanalyzed,CPCAtookonaspecial,oneͲtime,dataͲgatheringeffortearlyin2016toaidthemembershipinprovidingsomecontexttotheirown,individual,crimereportstotheirconstituencies.CPCA’sinitialreportswereforthatpurposeonly.Datawasincompleteandnotofficialbut,basedontheseearlydata,CPCAdidreportweexpectedtoseealargeincreaseinPropertyCrimeacrosstheStateofCaliforniain2015over2014,areversalinalongtrendofdeclines.WealsoreportedweexpectedtoseethelongtrendofdeclinestocontinueintherestoftheUnitedStates,basedonearlyinformationthatbecameavailable.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT487 488| | Master PlanMaster PlanPage 446 of 712
California Police Chiefs Association Page 3 Reactingtoreportsofcrimeincreasesacrossthestateduring2015,Proposition47proponentsrepeatedlyarguedthatitwas“tooearly”todrawanyconclusionsfromdatapriortoofficialreleases.Theynotedsharpdecreasesinthenumberofpersonsinjailsandprisonsaswellasasignificantreductioninthenumberoffelonyarrests.Lesspublicizedwasasimultaneousincreaseinmisdemeanorarrests.UponreleaseoftheFBI’sUCRfor2015onSeptember26,2016,CPCAreanalyzed2015over2014dataforCaliforniaand,forcomparisonpurposes,theentireUnitedStates.Thisreportanditsconclusionsderivefromtheofficialdata,notearlierestimates. California Police Chiefs Association Page 4 EXECUTIVESUMMARYIncarcerationThePublicPolicyInstituteofCalifornia(PPIC)concludedthat“[r]ealignmentsubstantiallyreducedtheprisonpopulation,butledtoanincreaseinthecountyjailpopulationofabout10,000inmates,pushingthestatewidejailpopulationaboveitsratedcapacity.Proposition47broughtthestatewidejailpopulationdowntopreͲalignmentlevels.”1ArrestsandProbationAsaresultofthecombinationofPrisonerRealignment(AB109)andtheSafeNeighborhoodsandSchoolsAct(Proposition47),therewasalargeshiftofarrestsfordrugoffensesfromfeloniestomisdemeanors.In2015,thetotalnumberoffelonyarrestsdeclinedfrom439,958to314,748,adecreaseof28percent.Thenumberofmisdemeanorarrests,however,increasedfrom762,006to835,370(+10percent).Thetotalnumberofarrests(misdemeanorandfelonycombined)decreased4.5percentbuttheexpectedshiftfromfelonytomisdemeanoroccurred.Thetotalnumberofadultsplacedonprobationforafelonyin2015decreasedover20percentfrom2014to2015.Thenumberofadultsplacedonprobationforamisdemeanorin2015increased44percent.Onpaper,theshiftofnumbersfromfelonstomisdemeanantsbothintermsofarrestsandthoseplacedonprobationsuggeststhatthemerefactofthisshiftdoesnotexplainanincreaseincrime.Somethingabouttheconditionsofreleaseand/orthelevelofsupervision(ornot)providedtotheseprobationersisresponsibleforthecorrespondingincreaseincrime.Muchmoreresearchneedstobedone,butitisCPCA’sopinionthatashiftoflowleveloffenders,includingdrugoffenders,fromsupervisedtounsupervisedprobationislikelyresponsible.CrimeCrime,particularlypropertycrimes,increasedsharplyaftertheSafeNeighborhoodsandSchoolsAct(Proposition47)wasimplementedinCalifornia.TherehadbeenageneraltrendofdecreasingcrimeinthepasttenyearsintheUnitedStates,includingCaliforniafrom2000to2014,atrendthatreversedsharplyin2015,markedlysointhecaseofpropertycrimewhereCalifornia’sincreasestandsinstarkcomparisonwiththecontinuingdecreaseintherestofthecountryand,forthefirsttimein20years,California’srateofpropertycrimeexceedsthatoftherestofthecountry.CaliforniahadalargerincreaseinviolentcrimethandidtherestoftheU.S.,however,theprimarycauseoftheincreasecannotbeattributedtoProposition47becausetherestoftheU.S.alsoincreasedmore1Lofstrom,Magus,Bird,andMartin,September2016.ĂůŝĨŽƌŶŝĂ͛Ɛ,ŝƐƚŽƌŝĐŽƌƌĞĐƚŝŽŶƐZĞĨŽƌŵƐ.PublicPolicyInstituteofCalifornia.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT489 490| | Master PlanMaster PlanPage 447 of 712
California Police Chiefs Association Page 5 thanwouldbeexpectedbasedonatrendforecast.ViolentcrimeintheU.S.(notincludingCalifornia)increased2.18percentin2015comparedwith2014.TheincreaseinCaliforniawas7.41percent.ItispossiblethatProposition47mayhaveplayedaroleinCalifornia’shigherratebuttowhatdegree,ifany,isnotdeterminatebasedonthisanalysis.Californiawas“middleoftheroad”amongstateswithrespecttoviolentcrime,36thoutof50,withaviolentcrimerateincreaseof7.4percent,roughlydoublethatoftherestofthestatesusingthismeasure.Californiahadamuchlargerincreaseinpropertycrimethancouldbeexpectedbasedonatrendforecast.California’spropertycrimerateincreased7.26percentin2015comparedwith2014.TheratechangefortherestoftheU.S.,however,waswellwithinthepredictedrange,DECREASING4.77percent,comparedwithCalifornia’s7.26percentINCREASE.Weareunawareofanyotherpublicpolicychangethatwouldcausesuchadivergence.Onlynineof50statesreportedpropertycrimerateincreasesin2015comparedwith2014.OnlyHawaiihadagreaterincrease(17.2percent)comparedtoCalifornia’s7.2percentincrease.Overallin2015,theaveragestateexperiencedaDECREASEof3.7percent.Thegrossdecrease(includingCaliforniainthismeasure)was3.4percent.Withrespecttocities,thegrossviolentcrimerateinlargenonͲCaliforniacitiesdecreasedby0.99percentfrom2014to2015.Thisdecreasewasduealmostentirelytorobberieswhichdecreased4.13percent,theonlyviolentcrimecategorywithadecrease.Themurderrateincreased8.18percent.InCalifornia,thegrossviolentcrimerateincreased8.35percentandthemurderrate9.61percent.UnliketherestoftheU.S.,robberiesincreasedinCalifornia’slargecitiesin2015–therewasnoviolentcrimecategorywithadecrease.ThegrossviolentcrimerateinsmallnonͲCaliforniacitiesincreased1.08percentfrom2014to2015.Reportedrobberiesdecreasedinthesecitiesaswell,down4.27percent.Themurderrateinsmallercitiesincreased11.77percent.InCalifornia’ssmallercities,thegrossviolentcrimerateincreased4.3percent,themurderrateincreased1.69percent.GrosspropertycrimeratesinthelargernonͲCaliforniacitiesdecreased4.45percentbutincreased6.47percentincomparableCaliforniajurisdictions.Theexperienceinsmallercitieswassimilar.InnonͲCaliforniacitiesbetween10,000and100,000population,theoverallpropertycrimeratedecreased5.07percent.InCalifornia,comparablysizedcitiesreportedanincreaseof8.35percent,concentratedinlarceniesandmotorvehicletheftsashadbeenthecaseinthelargercities.Proposition47clearlyhadaneffectthatresultedinanincreaseinlarceniesandautothefts.ItdoesnotappeartohaveaffectedburglarieswhichdeclinedastheydidinnonͲCaliforniacities,albeitatalesserrate.Byanymeasure,implementationoftheSafeSchoolsandNeighborhoodsActof2014(Proposition47)resultedinalargeincreaseofpropertycrimeinthestateofCalifornia.CountyComparisonsApreliminaryanalysisbasedonreportingcitieswasattempted.Resultssuggestthattheincreasesincrime,particularlypropertycrime,werenotuniversalacrossthestate.Infact,thereappearstobewidedisparityincountiesbetweencitiesofcomparablepopulations.ThefactthatcrimeincreasedbroadlyintheStateofCaliforniain2015butnotuniversally(orgenerally)acrosscitieslocatedindifferentcountiessuggestsstronglythatacountyͲspecificfactor,suchasjailincarceration,probation,and/orefficacyof California Police Chiefs Association Page 6 monitoringandtreatmentprograms,playedaroleinallowing(ornot)releasedminoroffenderstocommitfuturecrimes.CostsofVictimizationAssociatedwithProposition47CrimesassociatedwithProposition47costvictimsintheStateofCalifornianolessthan$285millionassumingcrimehadremainedatthesamelevelin2015comparedwith2014,farmorethantheLegislativeAnalyst‘sOfficeandProposition47proponentsprojectedassavings.HadProposition47notbeenimplemented,propertycrimewouldlikelyhavecontinueddecreasingasitdidintherestofthecountry.Thetruevictimizationcostisthereforemuchhigher,certainlyover$300millionandthatiseconomiclossalone.EarlyEstimatesforCrimeinCalifornia2016InJulyandAugust2016,44percent(213of460)CaliforniacitiesrespondedtoCPCA’ssurveyrequestingPartIcrimecountdataforthefirstsixmonthsof2016,serving65percentofthepopulationinthe460CaliforniacitiesreportingtotheFBIin2015.Whenthefirstsixmonthsof2016arecomparedwiththefirstsixmonthsof2015,monthͲforͲmonth,overallviolentcrime(notincludingrape)wasup4.95percentandoverallpropertycrimewasdown1.87percent.Thesefiguresweredifferentforthelargerversussmallercitiesasfollows:CPCAexpectsfullͲyear2016datatoshowaviolentcrimeincreaseof5Ͳ6percent,ŶŽƚĂĚũƵƐƚĞĚĨŽƌƉŽƉƵůĂƚŝŽŶĐŚĂŶŐĞ.CPCAexpectsfullͲyear2016datatoshowapropertycrimedecreaseofaboutonepercent,ŶŽƚĂĚũƵƐƚĞĚĨŽƌƉŽƉƵůĂƚŝŽŶĐŚĂŶŐĞ.AfterthoroughreviewofavailabledatatoͲdateandanassumptionthatmajorpolicyadjustmentswerenotmadeduring2016insufficienttimetoaffectoffenseratesonthepartofparticularoffenderpopulationgroups,CPCAdoesnotexpectasuddenchangeinthenumbersofpeoplecommittingcrime,oravailabletocommitcrimewhoarenotincarceratedoronsupervisedreleasein2016.Untilandifthispopulationisadequatelysupervisedwhenonsomeformofrelease,theywillcontinuetooffendatapproximatelythehigherrateexperiencedin2015andwillcontinuetodosountilsomeformofeffectiveinterventionisadopted.Theapproximately$300millioncostassociatedwithincreasedvictimizationin2015willbecarriedforwardannuallyuntileffectiveinterventionisidentifiedandimplemented.SAN 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California Police Chiefs Association Page 7 INCARCERATIONANDARRESTS/PROBATIONInourvariousdiscussionsaboutthecrimeeffectsofAB109andProposition47,CPCAmemberswerelessconcernedaboutthereductioninthestate’sprisonpopulationandmoresoabouttheeffectofthatpopulationshiftonlowerleveloffenderpopulationsincountyjailsandprobationsystems.WefeltthattheProposition47reductionsoffelonydrugandtheftcrimestomisdemeanorswouldfurtherstressthejail,supervision,andtreatmentservicesofmostcountiesthathadbeensharplyincreasedwhenAB109wasimplemented.Itwasthisconcernthatledtoourpredictionofincreasedcrime,particularlypropertycrime,inthestateandacostͲofͲvictimizationthatwouldlikelyoffsetanysavings.IncarcerationThefirstelementofthisshiftisthatofincarceration.Whenpeopleareinjailorprison,theyareisolatedfromtherestofthepopulationandpreventedfromcommittingcrimesinthegeneralpublic,regardlessofanytreatmentservicestheymay(ormaynot)receive.Inarecentreport,thePublicPolicyInstituteofCalifornia(PPIC)noted:ZĞĂůŝŐŶŵĞŶƚƐƵďƐƚĂŶƚŝĂůůLJƌĞĚƵĐĞĚƚŚĞƉƌŝƐŽŶƉŽƉƵůĂƚŝŽŶ͕ďƵƚůĞĚƚŽĂŶŝŶĐƌĞĂƐĞŝŶƚŚĞĐŽƵŶƚLJũĂŝůƉŽƉƵůĂƚŝŽŶŽĨĂďŽƵƚϭϬ͕ϬϬϬŝŶŵĂƚĞƐ͕ƉƵƐŚŝŶŐƚŚĞƐƚĂƚĞǁŝĚĞũĂŝůƉŽƉƵůĂƚŝŽŶĂďŽǀĞŝƚƐƌĂƚĞĚĐĂƉĂĐŝƚLJ͘WƌŽƉŽƐŝƚŝŽŶϰϳďƌŽƵŐŚƚƚŚĞƐƚĂƚĞǁŝĚĞũĂŝůƉŽƉƵůĂƚŝŽŶĚŽǁŶƚŽƉƌĞͲĂůŝŐŶŵĞŶƚůĞǀĞůƐ͘ϮThePPICstudyaffirmsthatPrisonRealignmenthaditsintendedeffectofshiftingeligibleprisonersfromstatetocountycustodyandthatProposition47shiftedthedisplacedprisoners,largelymisdemeanants,outofcustody.ThePPICreportdoesnotevaluatethenatureofanysupervisionprovidedtotheselowerleveloffendersbutweknowanecdotallythatacorrespondinglylargeincreaseinthenumberofcountyprobationofficersandsupervisedtreatmentprogramsdidnotoccurand,thosethatdid,weredirectedprimarilytotherealignedprisonerpopulation.Thedisplacedlowerleveloffenderswerelargelyand,insomecounties,entirely,unsupervised.EvenPPICnotedanincreaseincrime,firstwiththeimplementationofAB109(limitedtoAutoTheft),thenwithProposition47,butcautionwasadvised.LikeCPCA,PPICwasforcedtoworkwithearlyestimatesofcrimefor2015butthechangeswereprofoundenoughtodrawobviousconclusionswhileawaitingofficialnationwidedataforthecompleteyear2015fromtheFBI.PPIC’searlyconclusionswithrespecttocrimeweresimilartoCPCA’s.Presumably,researchers(includingthePPIC)arenowworkingonfullͲyearcomparisonsbasedoncomplete,officialdata.WeareconfidentthatindependentresearcherswillsimilarlyconcludethatcrimeincreasedaftertheimplementationofProperty47.Theprecisemechanismresponsible,however,remainstobedetermined.2Lofstrom,Magus,Bird,andMartin,September2016.ĂůŝĨŽƌŶŝĂ͛Ɛ,ŝƐƚŽƌŝĐŽƌƌĞĐƚŝŽŶƐZĞĨŽƌŵƐ.PublicPolicyInstituteofCalifornia. California Police Chiefs Association Page 8 ArrestsandProbationAssumingtheoverallnumberofoffensesremainsunchanged,ifbydefinition,mostdrugandtheftcrimesarereducedfromfelonies(in2014)tomisdemeanors(in2015)onewouldexpectareductioninfelonyarrestsandanincreaseinmisdemeanorarrests.Infact,thisoccurred.In2015,thetotalnumberoffelonyarrestsdeclinedfrom439,958to314,748,adecreaseof28percent.Thenumberofmisdemeanorarrests,however,increasedfrom762,006to835,370(+10percent).Thetotalnumberofarrests(misdemeanorandfelonycombined)decreased4.5percentbuttheexpectedshiftfromfelonytomisdemeanoroccurred.3Withthisshift,onewouldexpecttheproportionoffelonyarrestsassociatedwithviolentcrimestogoupandtheproportionofdrugoffensestogodown.Infact,thisshiftalsooccurredwiththeproportionoffelonyarrestsforviolentoffensesincreasingfrom24.5percentto34.9percentofallfelonyarrestsanddrugoffensesdecreasingfrom31.2to14.2percentoffelonyarrests.4Misdemeanordrugoffenseswerecorrespondinglyhigherin2015,makingup19.5percentofallmisdemeanorarrestsin2015comparedwith12.1percentin2014.Innumbers,thenumberoffelonydrugarrestsdeclinedby92,425(Ͳ67.4%)from2014to2015.Thenumberofmisdemeanordrugarrestsincreasedby70,604(76.4%).Therealquestionishowmanyoftheseoffendersweresupervisedandmonitoredtoensuretheymettheconditionsoftheirrelease,includinganymandatorysubstanceabusetreatmentservices?CaliforniaDepartmentofJusticedoesnotreportƐƵƉĞƌǀŝƐĞĚprobationseparatelyfromactiveprobationcasesbutthelatternumbersprovidesomeinsight.Thetotalnumberofadultsplacedonprobationforafelonyin2015decreasedover20percentfrom2014to2015.Thenumberofadultsplacedonprobationforamisdemeanorin2015increased44percent.Onpaper,theshiftofnumbersfromfelonstomisdemeanantsbothintermsofarrestsandthoseplacedonprobationsuggeststhatthemerefactofthisshiftdoesnotexplainanincreaseincrime.Somethingabouttheconditionsofreleaseand/orthelevelofsupervision(ornot)providedtotheseprobationersisresponsibleforthecorrespondingincreaseincrime.Muchmoreresearchneedstobedone,butitisCPCA’sopinionthatashiftoflowlevel,includingdrugoffenders,fromsupervisedtounsupervisedprobationislikelyresponsible.LargevariabilityincrimeratechangesfromcountyͲtoͲcountyfrom2014to2015(coveredlaterinthisreport)suggestssupportforthisconclusion.3Harris,Kamala,AttorneyGeneral,July2016,ƌŝŵĞŝŶĂůŝĨŽƌŶŝĂ.CaliforniaDepartmentofJustice.4Ibid.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT493 494| | Master PlanMaster PlanPage 449 of 712
California Police Chiefs Association Page 9 CRIMETrendAnalysisTheincreasingviolentcrimerateofthelate1970sand1980swastheimpetusfor“gettoughoncrime”policiesintheUnitedStatesinthe1990s.Asincarcerationratesincreased,violentcrimedecreased.Althoughtheeffectwasmostpronouncedintheviolentcrimecategories,incarcerationratesalsoaffectedpropertycrimerates.Figure1.ViolentCrimeCAvsUS,1960Ͳ201555Exceptwherespecificallynoted,Rapestatisticsareexcludedfromthereportedviolentcrimeratethroughoutthisreportduetodefinitionaldifferencesinthecrimeduringtheperiodoftimeconsideredbythisanalysis. California Police Chiefs Association Page 10 Figure2.PropertyCrimeCAvsUS,1960Ͳ2015Zeroinginonthemorerecentpast,therewasageneraltrendofdecreasingcrimeinthepasttenyearsintheUnitedStates,includingCaliforniafrom2000to2014,atrendthatreversedsharplyin2015,markedlysointhecaseofpropertycrimewhereCalifornia’sincreasestandsinstarkcomparisonwiththecontinuingdecreaseintherestofthecountryand,forthefirsttimein20years,California’srateofpropertycrimeexceedsthatoftherestofthecountry.6WeagreewiththeFBI’scautionarycommentsregardingyearͲtoͲyearchanges,especiallywithregardtosmallnumbersofjurisdictionsbutwhenthesedataareaggregated,theresulting“macro”dataisvaluablebecausenumbersthisbigdonotusuallychangemuchovershortperiodsoftimeand,rarely,dotheydepartfromexpectedtrendlimits.Achangeoutsideofexpectedlimitsmeanssomethingsignificantoccurredinthecourseoftheyear.IfasignificantchangeaffectsCaliforniasimilartothewholecountry(aswasthecasewithviolentcrime),theprimarycauseislikelynotCaliforniaspecific.If,however,thesignificantchangeisonlyinCalifornia(aswasthecaseforpropertycrimein2015comparedwith2014),thenthecauseismostlikelyCaliforniaspecific.TheonlyknownbroadpublicpolicychangeinCaliforniathatcouldhavecausedsuchanincreasewasProposition47,implementedinNovember2014.6Thesechartsandassociatedanalysisarebasedon“gross”rates.FromtheFederalBureauofInvestigation(FBI)UniformCrimeReports(UCR)for2015,weusedthetotalcrimecountsintheUnitedStates,fromeveryreportinglawenforcementagencyanddividedbythetotalpopulation,thensubtractedthoseinCaliforniatoobtainthecrimecountsandratesforCaliforniatocomparewiththerestoftheUnitedStates.Itisthemost“macro”comparisoncrimedataavailable.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT495 496| | Master PlanMaster PlanPage 450 of 712
California Police Chiefs Association Page 11 ViolentCrimeAsimpletrendͲbasedforecast(95%confidence)wasappliedtothedecreasingcrimeratesofthepasttenyears.FortheUnitedStates(notincludingCalifornia),a2015violentcrimeratebetween3.07and3.39violentcrimesper1,000populationcouldbeexpected.Theactual2015ratewasjustoutsidetheselimitsat3.45violentcrimesperthousand.ApplyingthesametrendforecasttoCalifornia,a2015violentcrimeratebetween3.31and3.78violentcrimesperthousandpopulationcouldbeexpected.Theactualratewasoutsideoftheselimitsat3.94violentcrimesperthousand.Figure3.ViolentCrimeCAvsUS,2006Ͳ2015CaliforniahadalargerincreaseinviolentcrimethandidtherestoftheU.S.,however,theprimarycauseoftheincreasecannotbeattributedtoProposition47becausetherestoftheU.S.alsoincreasedmorethanwouldbeexpectedbasedonatrendforecast.ViolentcrimeintheU.S.(notincludingCalifornia)increased2.18percentin2015comparedwith2014.TheincreaseinCaliforniawas7.41percent.ItispossiblethatProposition47mayhaveplayedaroleinCalifornia’shigherratebuttowhatdegree,ifany,isnotdeterminatebasedonthisanalysis. California Police Chiefs Association Page 12 PropertyCrimeApplyingthesametrendforecastmodeltopropertycrimeyieldsanexpectedU.S.(notincludingCalifornia)propertycrimeratebetween24.45and26.09propertycrimesperthousandpopulation.Theactualresultwas24.87propertycrimesperthousand,wellwithintheexpectedrange.California’sexpectedresultwasbetween22.06and25.95propertycrimesperthousandpopulation.Theactualresultwas26.18,welloutsidetheexpectedrange.Figure4.PropertyCrimeCAvsUS,2006Ͳ2015Californiahadamuchlargerincreaseinpropertycrimethancouldbeexpectedbasedonatrendforecastwith95percentconfidence.California’spropertycrimerateincreased7.26percentin2015comparedwith2014.TheratechangefortherestoftheU.S.,however,waswellwithinthepredictedrangeandDECREASED4.77percent,comparedwithCalifornia’s7.26percentINCREASE.Weareunawareofanyotherpublicpolicychangethatwouldcausesuchadivergence.ImplementationoftheSafeSchoolsandNeighborhoodsActof2014(Proposition47)resultedinalargeincreaseofpropertycrimeinthestateofCalifornia.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT497 498| | Master PlanMaster PlanPage 451 of 712
California Police Chiefs Association Page 13 StateͲtoͲStateComparisonsTheprevioustrendanalysisusedgrossrates.The49otherstateswerecombinedincrimecountsandpopulationtoderiveCaliforniaandnonͲCaliforniacrimeratechangesovertimeand2015over2014specifically.WenextevaluatedCaliforniaascomparedwithotherstatesindividually.ViolentCrimeThirtyͲeight(38)ofthe50U.S.statesreportedaviolentcrimerateincreasein2015comparedwith2014.Theaveragerateofincreasewas6.8percent.Theoverallaveragestate’sviolentcrimerate(all50states)increased4.5percent.Thegrossviolentcrimerate(allcountsdividedbytotalpopulation,includingCalifornia)increased3.2percent.Californiawas“middleoftheroad”withrespecttoviolentcrime,36thoutof50,withaviolentcrimerateincreaseof7.4percent,roughlydoublethatoftherestofthestatesusingthismeasure.PropertyCrimeOnlynineof50statesreportedpropertycrimerateincreasesin2015comparedwith2014.OnlyHawaiihadagreaterincrease(17.2percent)comparedtoCalifornia’s7.2percentincrease.Overallin2015,theaveragestateexperiencedaDECREASEof3.7percent.Thegrossdecrease(includingCaliforniainthismeasure)was3.4percent.Unliketheprevioussection,thesestateͲbyͲstatecomparisonsdidnotdirectlycompareCaliforniatotherestoftheU.S.overtime.Theycannot,therefore,beusedtoidentifyeffectsassociatedwithimplementationtimingofProposition47.Theyareuseful,however,infurtherconfirmingthedirectionandmagnitudeofthechangeincrimeexperiencedbyCaliforniansin2015ascomparedwiththerestofthecountry.CityComparisonsTheCaliforniaPoliceChiefsAssociation(CPCA)representsmunicipalpolicechiefsintheStateofCalifornia.Theearlier(preliminary)analysisofcrimechangesinthestatewasintendedtoaidourmembersinreportingcrimeratechangesintheircitiestotheircitycouncilsandpublic.Wesuspectedmanyofuswouldbereportinglargecrimerateincreases,especiallyinpropertycrimes,andwantedtoputinformationinchiefs’handstohelpputtheirindividualcrimeratechangesincontext.The460reportingcitiesinCaliforniain2015haveacombinedpopulationof32.3millionpeople,83percentofthestate’stotalpopulationand10percentoftheU.S.population.Seventyofourcities,thosewithpopulationsgreaterthan100,000persons,makeupoverhalfofthestate’stotalpopulationandsixpercentofthepopulationoftheU.S.Ifthese70citieswereastate,theywouldbethefifthlargeststateintermsofpopulationoftheU.S.,justbehindNewYork,andaheadofIllinoisand45others.Whathappensinourcitiesmattersandhasaneffectontheoverallcrimeexperienceinthecountry. California Police Chiefs Association Page 14 Forthepurposesofthiscityanalysis,citieswerecategorizedbytheirFBIpopulationgroupsize(Groups1through6)aswellastwolargergroupstoatleastpartiallyaddressissuesofdatavariabilityassociatedwithsmallcities.InadditiontotheFBI’sgroups,theCPCAanalysisincludedlargecities(citiesover100,000population)andsmallcities(citiesbetween1,000and100,000population).Thesmallestcities(under1,000population)wereexcludedfromthesetwobroadgroupingsduetotheiryearͲtoͲyearandcityͲtoͲcityvariability.TableswithcomparisondataforeachoftheUCRPartIcrimetypesandeachofthecitysizegroupsfollowforviolentcrimeandpropertycrimecategories.Thisanalysiswillfocusonthecrimeeffectsforthelargercities(G100)andsmallercities(Gs).Dataforeachofthecitysizegroups(G1ͲG6)areincludedforthebenefitanduseofCPCAmembers–theyarenotfurtheranalyzedforthisreport.ViolentCrimeThegrossviolentcrimerateinlargenonͲCaliforniacitiesdecreasedby0.99percentfrom2014to2015.Thisdecreasewasduealmostentirelytorobberieswhichdecreased4.13percent,theonlyviolentcrimecategorywithadecrease.Themurderrateincreased8.18percent.InCalifornia,thegrossviolentcrimerateincreased8.35percentandthemurderrate9.61percent.UnliketherestoftheU.S.,robberiesincreasedinCalifornia’slargecitiesin2015–therewasnoviolentcrimecategorywithadecrease.ThegrossviolentcrimerateinsmallnonͲCaliforniacitiesincreased1.08percentfrom2014to2015.Reportedrobberiesdecreasedinthesecitiesaswell,down4.27percent.Themurderrateinsmallercitiesincreased11.77percent.InCalifornia’ssmallercities,thegrossviolentcrimerateincreased4.3percent,themurderrateincreased1.69percent.Thereareanumberofdifferencesincitysizegroupingdifferencesthatmayprovideusefulinformationwithmoredetailedanalysis,however,forthepurposesofthisreport,differenceswereinsufficientbetweenCaliforniaandnonͲCaliforniaagenciestoconcludeaProposition47effectwasresponsible.Table1.ViolentCrimeRateChangesinCACitiesSAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT499 500| | Master PlanMaster PlanPage 452 of 712
California Police Chiefs Association Page 15 Table2.ViolentCrimeRateChangesinnonͲCAUSCitiesPropertyCrimeGrosspropertycrimeratesinthelargernonͲCaliforniacitiesdecreased4.45percentbutincreased6.47percentincomparableCaliforniajurisdictions.Burglaries,however,decreasedinbothCaliforniaandnonͲCalifornialargecitieswhichwasexpectedtosomedegree.CPCAmembersthoughttheremightbeashiftofcriminalactivityfromfelonythefttomisdemeanortheftassociatedwithProposition47’sreductionofmostformsoftheftunder$950fromfeloniestomisdemeanors.Iftrue,however,motorvehicletheftshouldalsohavebeendown(oratleastflat)inCalifornia.Itwasnot.OuranalysisdeterminedthatthefelonyͲmisdemeanortheftshiftdidnotoccur,atleastnotasweexpected.Ouranalysisdid,however,confirmthatCaliforniahadapropertycrimeeffectcoincidentwiththeimplementationofProposition47thatthenonͲCaliforniaagenciesdidnotexperience.Increaseswereconfinedtolarcenyandmotorvehicletheft.Theexperienceinsmallercitieswassimilar.InnonͲCaliforniacitiesbetween10,000and100,000population,theoverallpropertycrimeratedecreased5.07percent.InCalifornia,comparablysizedcitiesreportedanincreaseof8.35percent,concentratedinlarceniesandmotorvehicletheftsashadbeenthecaseinthelargercities.Thereisanopportunityforresearchavailableinthisinformation.Somethingaboutthisoffendergroup–lowlevel,largelysubstanceabusingandnonͲviolent–resultsinsharpincreasesincrimewhentheyarenotincarcerated.Aswillbeseenwithcountycomparisons(seefollowingsection),increasesdonotappeartohavebeenuniversal.Anunderstandingofwhatworks(andnot)withregardtothisoffenderpopulationiscriticaltothesuccessoffutureprogramsaddressingthispopulation.TheanswerliessomewhereinthedifferencesbetweenhowcountiesinCaliforniahandledtheshiftofthispopulationfromincarcerationtootherformsofcustody.SuccessfulstrategiescanalsobeusedtomitigatethefuturecrimeeffectsassociatedwithProposition47andthisoffendergroup. California Police Chiefs Association Page 16 Table3.PropertyCrimeRateChangesinCACitiesTable4.PropertyCrimeRateChangesinnonͲCAUSCitiesProposition47clearlyhadaneffectthatresultedinanincreaseinlarceniesandautothefts.ItdoesnotappeartohaveaffectedburglarieswhichdeclinedastheydidinnonͲCaliforniacities,albeitatalesserrate.Furtherresearchandanalysisintothesedifferencesmayaidinidentifyingtherelationshipbetweenthisparticularpopulationofoffendersandcertaintypesofcrime.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT501 502| | Master PlanMaster PlanPage 453 of 712
California Police Chiefs Association Page 17 CountyComparisonsCountyͲspecificdataforindividualcountiesisnotavailablefromtheFBIUCRreport.CountyͲspecificdataforCalifornia(for2015)wasnotyetavailablefromCaliforniaDOJasofthedateofthisreport,however,apreliminaryanalysisbasedonreportingcitieswasattempted.Thisanalysissuggeststhattheincreasesincrime,particularlypropertycrime,werenotuniversalacrossthestate.Infact,thereappearstobewidedisparityincountiesbetweencitiesofcomparablepopulations.Amongthelargercounties,citiesinOrangeCountyhadthelargestpropertycrimeincreases,over20percent.OtherlargecountieswithlargeincreasesincludeLosAngeles(+9.95%),SanBernardino(+8.86%),andSanDiego(+8.86%).Someotherlargecounties,however,hadmuchsmallerincreases–RiversideCounty(+3.98%),Sacramento(+3.64%),SantaClara(+2.36%),andAlameda(2.69%).InmediumͲsizedcounties,differenceswereevenmorepronounced.SanLuisObispoCountyincreased20.88percent,Sonoma+16.04percent,andSanFrancisco+15.74percent.ThreemediumͲsizedcountiesactuallyhaddecreases:Monterey(Ͳ11.5%),ContraCosta(Ͳ2.9%),andSanJoaquin(Ͳ0.16%).ThefactthatcrimeincreasedbroadlyintheStateofCaliforniain2015butnotuniversally(orgenerally)acrosscitieslocatedindifferentcountiessuggestsstronglythatacountyͲspecificfactor,suchasjailincarceration,probation,and/orefficacyofmonitoringandtreatmentprograms,playedaroleinallowing(ornot)releasedminoroffenderstocommitfuturecrimes.ItisrecommendedthatcountydatabereanalyzedwhenavailablefromCaliforniaDOJ,laterinOctober.Ourassumptionisthatsomecountieseitherhadmoreprobationand/ortreatmentresourcesavailablethanothers,orthenatureofservicesavailablewasmoreeffectiveinpreventingcriminalactivityonthepartoflowerlevel,drugandpropertycrimeoffenders.Assuggestedearlier,thesefindingsrepresentatremendousopportunityforfurtherresearchtoidentifywhatworks(andwhatdoesn’t)inpreventingtheoffenderpopulationmostaffectedbyProposition47–largelysubstanceͲabusing,nonͲviolent,lowerlevelcriminals,fromcommittingfutureoffenses.CPCAofferssomerecommendationsinthe“StrategiesfortheFuture”sectionattheendofthisreport.Inthemeantime,however,CPCAfeelsitisimportantnottoexacerbatetheproblemeitherintermsofcomplexityofanalysisorriskofnew(additional)offendersfreetocommitfuturecrimeswithoutimpediment.ThecriminaljusticesysteminCalifornianeedstobetterunderstandthemechanismbetweendifferentoffenderpopulationsandthecrimestheycommitbeforeweimplementadditional,riskychanges. California Police Chiefs Association Page 18 COSTSOFPROPOSITION47BasedonananalysisbytheLegislativeAnalyst’sOffice,supportersoftheSafeNeighborhoodsandSchoolsActclaimedProposition47wouldsave$150Ͳ250millionannuallyduetoreducedprisoncostsandthatcountieswouldsaveover$100millioneachyear.StatesavingswereproposedtogotoaSafeNeighborhoodsandSchoolsFundtobedistributed25percenttotheDepartmentofEducation,10percenttotheVictimCompensationFund,and65percenttotheBoardofStateandCommunityCorrections(BSCC).ProponentsarguedthattherewasnoreasontosuspectcrimewouldincreaseshouldProposition47pass,indeeditwouldprobablygodown,becausetreatmentoutsideofprisonismoreeffectivethantreatmentinprison.Proponentsmadenoreportedattempttoestimatetheeconomiccosttovictimsshouldtherebeanincreaseratherthanadecreaseincrime.AccordingtotheCaliforniaDepartmentofJustice,thevalueofstolenpropertyin2015was$2.467billion,anincreaseof$287.8million(+13.2percent)over20147,thelargestyearͲoverͲyearincreaseinatleasttenyears.RealignmentandProposition47supportersnowacknowledgethattherewerecrimeincreasesassociatedwiththeseprogramsbutarequicktonotethatoverallpropertycrimeislowerthanitwas(asanincidentrateperpopulation)tenyearsago.Thatmaybetruebutvictimizationcostsassociatedwithpropertycrimealonereturnedtoitshighestlevelsince2008.Moreimportantly,theprojectedcostsavingsoftheSafeNeighborhoodsandSchoolsAct(Proposition47)weremorethanoffsetbytheincreasedcostofvictimizationassociatedwithpropertycrimes.7Ibid.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT503 504| | Master PlanMaster PlanPage 454 of 712
California Police Chiefs Association Page 19 Figure5.ValueofStolenPropertyinCalifornia,2004Ͳ2015CrimesassociatedwithProposition47costvictimsintheStateofCalifornianolessthan$285millionassumingcrimehadremainedatthesamelevelin2015comparedwith2014,farmorethantheLegislativeAnalyst‘sOfficeandProposition47proponentsprojectedassavings.HadProposition47notbeenimplemented,propertycrimewouldlikelyhavecontinueddecreasingasitdidintherestofthecountry.Thetruevictimizationcostisthereforemuchhigher,certainlyover$300millionandthatiseconomiclossalone.NoestimatewasattemptedatpoliceresponsecostsassociatedwiththeincreasednumberofservicecallsorvictimizationassociatedwithviolentcrimesthatmayalsohavebeenaffectedbyProposition47offenders. California Police Chiefs Association Page 20 EARLYESTIMATESFOR2016Althoughearly2015estimatesmadebyCPCAbasedonmembershipsurveyssufferedfromlimitedresponses,thebasicdirectionofcrimetrendsinCaliforniaandageneralconclusionaboutmagnitudeofchangeprovedtobevaluableinformationforpolicechiefsinthestate.Wefeltthatasimilar,early,viewof2016over2015datamightprovideanearlyindicationofwhetherornottheincreasesexperiencedin2015over2014mightbecontinuinginto2016.InJulyandAugust2016,44percent(213of460)CaliforniacitiesrespondedtoCPCA’ssurveyrequestingPartIcrimecountdataforthefirstsixmonthsof2016,serving65percentofthepopulationinthe460CaliforniacitiesreportingtotheFBIin2015.Whenthefirstsixmonthsof2016arecomparedwiththefirstsixmonthsof2015,monthͲforͲmonth,overallviolentcrime(notincludingrape)wasup4.95percentandoverallpropertycrimewasdown1.87percent.Thesefiguresweredifferentforthelargerversussmallercitiesasfollows:Table5.EarlyEstimateofViolentCrimeChange2015Ͳ2106Table6.EarlyEstimateofViolentCrimeChange2015Ͳ2106ThefigureswerebasedonactualsixͲmonth,yearͲtoͲyearcomparisons.WecrossͲcheckedannualestimatesandfoundthatinthesmallercities(thoseunder100,000population)doublingthefirstsixmonths’datafrom2015provedtobeunreliableinpredictingactualfullͲyear2015numbers.Thelargercities(over100,000population)andthegroupingofallcitiesprovedtobereliable(95%accuracy)inestimatingfullyear2015numbersfromsixͲmonthdata.Smallercitydata(Gs)isreportedinthetablesabovebutareforreferenceonly.G100orGALLestimatesshouldbeusedtoestimate2016fullyearexpectednumbersfrom2016JanuarythroughJunedata.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT505 506| | Master PlanMaster PlanPage 455 of 712
California Police Chiefs Association Page 21 Applyingthisstrategy,CPCAexpectsfullͲyear2016datatoshowaviolentcrimeincreaseof5Ͳ6percent,ŶŽƚĂĚũƵƐƚĞĚĨŽƌƉŽƉƵůĂƚŝŽŶĐŚĂŶŐĞ.CPCAexpectsfullͲyear2016datatoshowapropertycrimedecreaseofaboutonepercent,ŶŽƚĂĚũƵƐƚĞĚĨŽƌƉŽƉƵůĂƚŝŽŶĐŚĂŶŐĞ.OfficialdataforallofCaliforniafor2016willnotbeavailableuntilCaliforniaDOJissuesitsƌŝŵĞŝŶĂůŝĨŽƌŶŝĂreportinJuly2017.SixͲmonthdataallowingforsomeinitialcomparisonsbetweenthelargestCaliforniaandnonͲCaliforniacitiesintheUnitedStateswillbeavailablefromtheFBIinapproximatelyFebruary2017.OfficialnationaldatafromtheFBIwillnotbeavailableuntillateSeptember2017.AfterthoroughreviewofavailabledatatoͲdateandanassumptionthatmajorpolicyadjustmentswerenotmadeduring2016insufficienttimetoaffectoffenseratesonthepartofparticularpopulationgroups,CPCAmakesthefollowingpredictionregardingthe2016effectsofProposition47.CPCAdoesnotexpectasuddenchangeinthenumbersofpeoplecommittingcrime,oravailabletocommitcrimewhoarenotincarceratedoronsupervisedreleasein2016.Inotherwords,thepopulationofoffendersavailabletooffendincreasedsuddenlywiththeimplementationofProposition47,resultinginthehighercrimerates.OtherthanthenaturalagingͲoutofportionsofthispopulation,replacedbyyoungernewcomers,asuddennewinfluxofoffendersisnotexpectedunlessanotherbroadpublicpolicychangeismadewiththatresult.Untilandifthisoffenderpopulationisadequatelysupervisedwhenonsomeformofrelease,theywillcontinuetooffendatapproximatelythehigherrateexperiencedin2015andwillcontinuetodosountilsomeformofeffectiveinterventionisadopted.Californiashouldagaingenerallyfollowitsprevioustrendsinbothviolentandpropertycrimeaswellasgenerallytracktheincreasesanddecreasesincrimenationally,albeitattheincreasedrate.Theapproximately$300millioncostassociatedwithincreasedvictimizationin2015willbecarriedforwardannuallyuntileffectiveinterventionisidentifiedandimplemented. California Police Chiefs Association Page 22 STRATEGIESFORTHEFUTURE1.Broadpublicpolicychangesthatsignificantlychangeincarceration,probation,andtreatmentofoffenders,particularlydrugoffenders,shouldbeavoideduntilthemechanismbetweenthisoffendingpopulationandtheirabilityand/orwillingnesstocommitcrimeisbetterunderstood.2.ResearchregardingdifferencesbetweencountiesinCaliforniathathadbetter(orworse)crimeexperiencesthantheaverageCaliforniacountyshouldbeundertakentoidentifywhatcombinationofincarceration,supervisedrelease,andtreatmentprogramsareeffective(andnot)inpreventingcrime.3.CPCAstronglyrecommendsthatpersonsonreleaseandundersomeformofsupervision,especiallythosenotactivelysupervised,bemonitoredwithGPStrackingtoensuretheymeettheconditionsoftheirreleaseandprovideamechanismforlawenforcementtoidentifythosewhomaybecommittingcrimeswhileonrelease.Commissionofacrime(otherthanasimpledrugcrime)whileonreleaseorremovaloftheGPStrackingdeviceshoulditselfbeacrimeresultinginrevocationofprobationand,uponsecondoffense,shouldbeconsideredafelony.4.CPCAdoesnotdisagreewiththeperspectivethatjailingdrugͲaddictedpersonsisanunacceptablyexpensiveandineffectiveformofrehabilitation.CPCAstronglydisagreeswiththenotionthatthecostsassociatedwithincreasedvictimizationthatresultsshouldbeshiftedtoandacceptedbycrimevictimsasthepublic’scontributiontowardakinder,moretolerantsociety.Simplylettingpeopleoutofprisonsandjailsfordrugoffenseswithouteffecttreatment(whichrequiresbothincentivesandaccountability),doesnotserveeitherthepublicortheoffendersandpolicechiefshearthiseverydayfromourneighborhoodandcitypoliticalleaders.SAN LUIS OBISPO POLICE DEPARTMENTSAN LUIS OBISPO POLICE DEPARTMENT507 508| | Master PlanMaster PlanPage 456 of 712
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TABLE OF CONTENTS
Section Page
Executive Summary .......................................................................................................................1
Policy Choices Framework ..................................................................................................................... 1
Seven Themes That Shape the San Luis Obispo Police Department: Its Challenges Going Forward .... 2
Citygate’s Overall Observations of the State of the City’s Police Department ...................................... 3
Summary of the City’s Crime Picture .................................................................................................... 6
Response Times ...................................................................................................................................... 8
The 20/20/20 Rule .................................................................................................................................. 9
Workload Analysis Overview .............................................................................................................. 10
Economic Development Considerations ............................................................................................... 10
Findings and Recommendations ........................................................................................................... 11
Next Steps............................................................................................................................................. 24
Short-Term ............................................................................................................................... 24
Long-Term ............................................................................................................................... 24
Section 1—Introduction ..............................................................................................................25
1.1 Report Organization ................................................................................................................. 25
1.2 Department Background .......................................................................................................... 26
1.3 Project Scope of Work ............................................................................................................. 29
1.4 Approaches and Techniques Used by Citygate ........................................................................ 30
1.5 Citygate’s Assessment Factors................................................................................................. 30
1.6 Advice to the Reader: How Best to Handle Peer Review ........................................................ 31
1.7 The Story and the Good News ................................................................................................. 31
Section 2—What Citygate Heard and Observed During the Interview Process ...................33
Section 3—Calls for Service and Crime Data ...........................................................................38
3.1 Demands for Service ................................................................................................................ 38
3.1.1 Officer Activity ........................................................................................................ 38
3.1.2 Calls for Service ....................................................................................................... 39
3.1.3 Administrative Calls ................................................................................................ 40
3.1.4 Call Volume by Day of Week .................................................................................. 40
3.1.5 Temporal Charting Introduction .............................................................................. 41
3.1.6 Single-Unit Responses ............................................................................................. 43
3.1.7 Multiple-Unit Responses ......................................................................................... 44
3.1.8 Demands for Service Summary ............................................................................... 45
3.2 San Luis Obispo’s Crime Picture ............................................................................................. 46
3.2.1 Crime Summary ....................................................................................................... 48
Section 4—Response Time Data .................................................................................................50
4.1 Response Time Analysis .......................................................................................................... 52
4.1.1 Single-Unit Responses ............................................................................................. 53
4.1.2 Multiple-Unit Responses ......................................................................................... 56
4.2 Response Time Summary ........................................................................................................ 58
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Section 5—Workload Analysis ...................................................................................................60
5.1 Examining Calls for Service by Frequency and Priority .......................................................... 60
5.1.1 Multiple-Unit Responses ......................................................................................... 62
5.1.2 Multiple-Unit Responses by Priority ....................................................................... 63
5.1.3 Single-Unit Responses ............................................................................................. 67
5.1.4 Single-Unit Responses by Priority ........................................................................... 68
5.1.5 Call Saturation Summary ......................................................................................... 70
5.2 IACP 20/20/20 Model – Workload Distribution ...................................................................... 70
5.3 Associated Workload Factors .................................................................................................. 72
5.3.1 Establishment of Performance Objectives ............................................................... 72
5.3.2 Provision of Staffing Estimates................................................................................ 72
Section 6—Operations Bureau Review ......................................................................................73
6.1 Patrol ........................................................................................................................................ 73
6.1.1 Dayshift Patrol ......................................................................................................... 73
6.1.2 Nightshift Patrol ....................................................................................................... 81
6.1.3 Bicycle ..................................................................................................................... 83
6.1.4 Use of Community Services Officers ...................................................................... 83
6.1.5 Neighborhood Outreach ........................................................................................... 85
Section 7—Administrative Bureau Review ...............................................................................90
7.1 Administrative/Investigations Lieutenant ................................................................................ 90
7.1.1 Internal Affairs ......................................................................................................... 90
7.1.2 Investigations ........................................................................................................... 92
7.3 Communications and Records ................................................................................................. 96
7.3.1 Communications/9-1-1 ............................................................................................ 96
7.3.2 Records .................................................................................................................. 110
Section 8—Economic Development Considerations ...............................................................127
8.1 Growth and Development ...................................................................................................... 127
Section 9—Next Steps ................................................................................................................132
9.1 Short-Term ............................................................................................................................. 132
9.2 Long-Term ............................................................................................................................. 133
9.3 Summary of Recommended Staffing Increases ..................................................................... 133
Appendix A—Workload Time Allocation – Limited Time Frame .......................................134
Appendix B—Growth Projection References .........................................................................136
Summary of 2014 Residential Land Use Element Residential Growth .............................................. 137
Residential Unit Growth (as of April 2016) ....................................................................................... 138
Residential Unit 20-Year Growth Projection (as of April 2016) ........................................................ 139
Additional Growth Projection Information ........................................................................................ 140
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Table of Tables
Table 1—Part 1 Crimes Over Time ............................................................................................................................... 6
Table 2—90 Percent Response Time Summary ............................................................................................................ 8
Table 3—Allocation of Patrol Officer Time as Recorded in CAD ................................................................................ 9
Table 4—Calls for Service by Priority – 2011–2016 .................................................................................................. 39
Table 5—Calls for Service (All Priorities and Responses) .......................................................................................... 42
Table 6—Single-Unit Responses (All Priorities) ........................................................................................................ 43
Table 7—Multiple-Unit Responses (All Priorities) ..................................................................................................... 44
Table 8—90 Percent Response Time Summary .......................................................................................................... 58
Table 9—Service Calls by Hour of the Day and Day of the Week (All Priorities) ..................................................... 61
Table 10—Multiple-Unit Responses (All Priorities) ................................................................................................... 62
Table 11—Priority 1 Multiple-Unit Responses ........................................................................................................... 63
Table 12—Priority 2 Multiple-Unit Responses ........................................................................................................... 64
Table 13—Priority 3 Multiple-Unit Responses ........................................................................................................... 65
Table 14—Priority 4–9 Multiple-Unit Responses ....................................................................................................... 66
Table 15—Single-Unit Responses (All Priorities) ...................................................................................................... 67
Table 16—Priority 1 and 2 Single-Unit Responses ..................................................................................................... 68
Table 17—Priorities 3–9 Single-Unit Responses ........................................................................................................ 69
Table 18—Allocation of Patrol Officer Time as Recorded in CAD ............................................................................ 71
Table 19—Staffing Increases by FTE and Classification .......................................................................................... 133
Table of Figures
Figure 1—Police Department Organization Chart ...................................................................................................... 28
Figure 2—Officer Activity by Incident in CAD – 2011–2016 .................................................................................... 39
Figure 3—Calls for Service by Weekday (All Priorities) ............................................................................................ 41
Figure 4—Part 1 Property Crimes – Residential, Vehicle, and Commercial ............................................................... 46
Figure 5—Part 1 Property Crimes – Theft and Theft from Vehicle ............................................................................ 47
Figure 6—Part 1 Person Crimes – Aggravated Assault ............................................................................................... 47
Figure 7—Part 1 Person Crimes – Arson, Rape, Robbery, Rape Attempts, and Homicide......................................... 48
Figure 8—Fractile versus Average Response Time Measurements – EXAMPLE ...................................................... 52
Figure 9—Priority 1 Single-Unit Response Time ....................................................................................................... 53
Figure 10—Priority 2 Single-Unit Response Time ..................................................................................................... 54
Figure 11—Priority 3 Single-Unit Response Time ..................................................................................................... 54
Figure 12—Priority 4 Single-Unit Response Time ..................................................................................................... 55
Figure 13—Priorities 5–9 Single-Unit Response Time ............................................................................................... 55
Figure 14—Second-In Unit Priority 1 Multiple-Unit Response Time ......................................................................... 56
Figure 15—Second-In Unit Priority 2 Multiple-Unit Response Time ......................................................................... 56
Figure 16—Second-In Unit Priority 3 Multiple-Unit Response Time ......................................................................... 57
Figure 17—Second-In Unit Priority 4 Multiple-Unit Response Time ......................................................................... 57
Figure 18—Second-In Unit Priorities 5–9 Multiple-Unit Response Time .................................................................. 58
Figure 19—Proposed Development Projects in the City ........................................................................................... 128
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EXECUTIVE SUMMARY
The City of San Luis Obispo (City) retained Citygate Associates, LLC to perform a
Comprehensive Service Delivery and Staffing Study for the City’s Police Department. The
study included reviewing the adequacy of the existing deployment system, scheduling, and
staffing. The methodology utilized in the study is discussed in Section 1 of this report. Citygate’s
report includes a detailed analysis of the response time, crime, and call data that drives the
recommendations for staffing in Patrol, as well as an assessment of the staffing of the support
functions in the Department.
POLICY CHOICES FRAMEWORK
As the City Council understands, there are no mandatory federal or state regulations directing the
level of police field service staffing, response times, and outcomes. The International
Association of Chiefs of Police (IACP) recommends methods for determining appropriate
staffing levels based on local priorities. The Nati onal Emergency Number Association (NENA)
provides standards for 9-1-1 call answering, and the Association of Public-Safety
Communications Officials International (APCO) and the International Academies of Emergency
Dispatching (IAED) provide best practices that illuminate staffing needs for the Communications
Center that provides dispatch services for both the Police and Fire Departments.
San Luis Obispo’s City Council has strived to staff the Police Department to proactive levels that
provide adequate time for patrol officers to respond to calls for service while maintaining a safe
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community environment and engaging in preventative patrol, Community Policing activities, and
basic crime prevention. Also, sufficient dispatch personnel are in place to process and dispatch
calls for service (both Police and Fire) and meet Fire Department response goals.
This report provides recommendations for adjusting the staffing levels in the Police Department
and offers alternatives to enhance service delivery by adding civilian position s that can
significantly reduce workload of sworn officers that, in turn, creates more preventative and
proactive patrol time to increase safety and crime reduction while averting the need for
additional sworn officers that come at a significantly higher cost. It also stresses the importance
of adding a full-time crime analyst to the Department to increase deployment efficiencies and
maximize the crime data tracking, projections, and analysis of crime patterns and locations. The
principle reasons for recommending the adjustments are to ensure that the Department continues
to meet its service delivery goals, provides for a safe working environment for patrol officers,
and uses additional non-sworn staff to support the Department’s Patrol operations. As it relates
to increasing the number of sworn officer on Patrol, the choices facing the City are to reassign
officers from specialty units, eliminate one or more units, or implement alternative civilian
positions that will free up time for existing patrol officers for directed duties where a peace
officer is required.
SEVEN THEMES THAT SHAPE THE SAN LUIS OBISPO POLICE DEPARTMENT: ITS CHALLENGES
GOING FORWARD
Within the report, Citygate describes the community realities and complexities that are unique to
the City. These unique community characteristics shape the opportunities and constraints that are
available to the City and the Police Department. These themes are as follows:
Theme One: The City is a desirable place to live, work, and play. It enjoys many of the
benefits of a large urban area (e.g., a walkable downtown, numerous restaurants
and cultural facilities, a wide variety of retail establishments, open space, the
beach, a community college and a state university). Once employees come to
work for the Police Department, they tend to want to stay.
Theme Two: The Police Department receives a high level of community support. The support
is recognized and appreciated by the employees in the Department.
Theme Three: California Polytechnic State University (Cal Poly) and Cuesta College, and their
surrounding environments, place unique service demands on the Police
Department and the community and will continue to do so as Cal Poly fulfills its
20-year plan for growth.
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The recommendations in
this study should be
considered as a continuous
quality improvement tune-
up that can be applied in
the biennial budget
process.
Theme Four: The Police Department is located on the Central Coast halfway between Los
Angeles and San Francisco. Its locale creates a measure of geographic isolation
from larger professional employment candidate pools.
Theme Five: The City is financially sound.
Theme Six: As a result of the two-tiered state Public Employees Retirement System (PERS),
the Police Department is no longer in a strong position to recruit experienced
police officers (lateral transfers). This problem is likely to self-correct by 2022.
Theme Seven: The Police Department serves a very diverse land use pattern that, in some
locations, is geographically challenged with open spaces, hills, a freeway, and
drainages, all of which impact the Department’s response times.1
CITYGATE’S OVERALL OBSERVATIONS OF THE STATE OF THE CITY’S POLICE DEPARTMENT
The greatest challenge for elected officials is to
continually balance the financial capabilities and
competing demands of the municipality with the
staffing needs for public safety service delivery.
To weigh these decisions, Citygate presents to the
City Council an analysis of the existing staffing of
the Department, the performance measures that are
or should be in place, and industry best practices.
Citygate places a high emphasis on response times
to emergency calls, criminal activity,
proactive/preventative patrol time, and officer
safety. All of these will help inform and lend credence to the decision-making necessary to
determine how to staff police services.
The recommendations in this study should be considered as a continuous quality improvement
tune-up that can be applied in the biennial budget process.
The San Luis Obispo City Council and this community have every reason to be proud of its
Police Department. In Citygate’s opinion, as well as the opinion of many people interviewed fo r
this report, the Police Chief and the Command staff were identified as a key strength. They were
described as being “available” to meet with community groups, actively listening to their
1 Geographic challenges impacting response times are discussed in the San Luis Obispo Fire Master Plan Update
prepared by Citygate Associates, LLC on June 8, 2016
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concerns, and taking appropriate actions. The Department is regarded as compassionate and
caring with a strong and unwavering commitment to the community.
As with most organizations that examine performance and staffing, the first opportunity for
improvement is to fine-tune existing operations; in the City’s case, that includes existing
positions and unfilled budgeted vacancies. This study recommends several areas of data analysis
refinement, a reassessment of call priority definitions, enhanced categorization and
documentation of adjunct patrol down time, an increase in the number of dispatch personnel, the
addition of civilian Community Service Officers, and adding a full-time crime analyst.
Organizationally, the Department is staffed with managers of high competency levels and has
fostered a culture of service, commitment, and visionary leadership. Technologically, the
Department is keeping abreast with trade tools for the field that allow for greater efficiencies and
accountability. However, the absence of crime analysis significantly hinders the Department’s
ability to garner enhanced strategies and successes in the prevention and detection of criminal
activities. Citygate understands that this is being addressed in the upcoming budget process. The
Department’s Community Policing efforts are bolstered by community member involvement, the
Student Neighborhood Assistance Program, Neighborhood Outreach, the Bicycle Unit, and the
Special Enforcement Team.
Citygate found a strong commitment from all ranks and among the civilian staff to ensure that
the Department is successful in meeting its service delivery goals. Citygate’s analysis did not
reveal anything that suggests even the slightest undercurrent of inattention on any key policing
issues.
The City is meeting its calls for service needs, though challenged geographical ly by current
deployment. The Department remains flexible in its staffing adjustment to accommodate the
many entertainment events held in the City. However, there are six areas that Citygate draws
particular attention to: (1) sufficient staffing to meet the deployment needs; (2) response times
for second-in units (backup units) for hot and emergency calls; (3) 9-1-1 answering and
processing times in the Communications Center; (4) need for greater refinement and
documentation of workload data; (5) appropriate staffing for non-emergency report calls; and (6)
non-existence of a response-time goal or standard.
When examining workload performance, the actions of the Department must be evaluated
against a measurement, a standard, or best practices.
Although the Department has previously reported average response times, unlike the Fire
Department, it has not adopted response time standards for the most urgent and emergency calls
or non-urgent calls for service. This measurement can identify critical shortcomings in
deployment. The policy does not necessarily establish the need for more staffing; in fact, it very
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often reflects the need to reallocate existing deployment due to call saturation and the level of
scheduled staffing during busy times.
This in no way suggests that the Department’s response times represent a crisis. To the contrary,
the fact that there is, in most cases, acceptable proactive time allocation indicates that further
examination and system enhancements are needed to allow for a much clearer answer to why the
response times are not meeting the City’s standards.
Additionally, other staffing impacts on response time can be attributed to personnel scheduled
for training time or unavailable due to long-term disabilities, workers’ compensation, or sick
leave. Urgent and hot emergency calls most often include calls that require a multiple-unit
response (i.e., at least one backup unit). Previous reports of response time averages were void of
an examination of the backup units to in-progress calls.
As previously mentioned, there are no national standards for police response times. That said,
community expectations for emergency response do not distinguish the difference between a
firefighter or a police officer responding to their particular type of emergency. When there is an
emergency call, regardless of whether it is life-threatening, the expectation is that the emergency
response will be the most expeditious the community can afford.
The workload evaluation is coupled with the response time analysis. The IACP-recommended
“20/20/20 rule” suggests that for every hour worked in patrol, 20 minutes should be dedicated to
each of the following: call response, administrative duties and report writing, and
proactive/preventative patrol activities (often referred to as Community Policing). Citygate finds
that the current deployed force is at the limits of the 20-minute time allocation for patrol activity,
which impacts the ability to spend the necessary time on prevention and administrative duties
(which includes report writing).
When adding in the response time challenges, it is clear that additional staffing is needed. Given
the seven sworn officer vacancies, with impending retirements of two to four sworn personnel in
the next year, filling these vacancies must take priority before a case can be made for full-time
equivalent additions of sworn officers.
Citygate’s recommended staffing increases start with filling and fielding the existing vacancies
of sworn officers and communications technicians. These, combined with the CSOs, will address
much of the current workload saturation in the Department. However, there is insufficient data at
this time to mathematically determine a specific response time reduction. The current sworn
staffing is adequate for the immediate patrol needs once the vacant positions are filled and CSOs
are added. This will allow more proactive and preventative time and will minimize sworn
officer’s performing duties that do not require a peace officer’s presence. Additionally, the CSO
positions can serve as an attraction and entry level for youth seeking a career with the City and a
stepping-stone to other positions, including police officer.
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Citygate’s recommendation to fund a full-time crime analyst to the Department will increase
deployment efficiencies and maximize the crime data tracking, projections, and analysis of crime
patterns and locations.
It is Citygate’s opinion that by adding the staffing herein recommended and implementing
several policy and system tracking tools, a more definitive picture of what is driving the slower
response times will become very clear.
While overall crime has trended slightly down, the Department has been handling increases in
calls for service, property crimes, and alcohol-related incidents. Moving forward, balancing the
increased demands for service will require adaptive staffing and call distribution to spread non-
emergency report calls to civilian personnel while leaving the crime fighting and emergency
response to the sworn officers.
Throughout this report, Citygate makes key findings, and, where appropriate, specific action item
recommendations. Overall, there are 45 key findings and 48 specific action item
recommendations.
SUMMARY OF THE CITY’S CRIME PICTURE
An overview of Part 1 crime data from 2013 to 2016 is presented in the following table.
Additional Part 1 crime charts are provided in Section 3.
Table 1—Part 1 Crimes Over Time
Type of Crime 2013 2014 2015 2016 Average
Difference from Average
2013 2014 2015 2016
Property Crimes
Residential Burglary 249 140 169 160 180 70 -40 -11 -20
Stolen Vehicle 63 71 98 99 83 -20 -12 15 16
Commercial Burglary 79 66 76 92 78 1 -12 -2 14
Theft 1,046 874 1,058 1,057 1,009 37 -135 49 48
Theft from Vehicle 338 288 443 669 435 -97 -147 9 235
Person Crimes
Aggravated Assault 101 168 146 120 134 -33 34 12 -14
Arson 44 17 44 26 33 11 -16 11 -7
Rape 31 44 32 39 37 -6 8 -5 3
Robbery 26 25 13 21 21 5 4 -8 0
Rape Attempt 6 3 5 2 4 2 -1 1 -2
Homicide 0 0 0 0 0 0 0 0 0
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The City’s crime data is consistent with crime trends from other jurisdictions across California.
Property crimes are increasing significantly. This corresponds to the reduction of penalties and
likelihood of prosecution for these crime types. Not only have penalties for theft convictions
been reduced, the threshold for a theft to be prosecuted as a felony has been increased. Thefts of
property valued under $950 are generally treated as a misdemeanor; this was increased from
$400 (there are a few exemptions, including firearms of any value). Criminals are responding to
the changes in these laws, and the number and frequency of thefts are burgeoning across the
state.
The City’s crime data also shows a decrease in the number of residential burglaries. This could
be attributed to the penalties associated with this crime type. Residential burglary is still
prosecuted as a strike felony in the State of California. The penalties for this crime type can be
substantially more severe than for misdemeanor theft.
Overall, this latest crime data indicates that the Police Department, in collaboration with the
community, has done an outstanding job in minimizing crime, especially given the slow
economic rebound of the economy. There are many factors that contribute to crime rates,
including economics, proactive/preventative policing, omnipresence, community involvement,
and employment. The City’s crime statistics are encouraging, but cannot and should not lull the
City into believing that staffing and performance decisions can be made with just this limited
picture. Community expectations, sense of safety (quality of life), emergency response times,
and confidence in the Police Department all factor into these decisions.
Additionally, criminal conduct is not confined by boundaries. In other words, criminals do not
concern themselves with their crime target by geographical boundaries such as city limits or
county lines. Criminal activity spills across jurisdictional boundaries and can have a significant
effect on the criminal activity in the Department’s jurisdiction.
Factors well beyond the control of the City will have a direct impact on the emerging crime
trends. The California Prison Realignment (AB 109) and recently passed Proposition 57 will
likely spawn increased criminal activity throughout the State of California. The Prison
Realignment is noted by most law enforcement professionals as being the single greatest factor
in the dramatic increase in property crimes. No one knows yet what the possible impact of
Proposition 57 will be, but it will allow even more convicted criminals to seek early release from
prison. Additionally, other City services will likely be impacted by these measures. The released
inmates will likely need assistance, either through government programs or charitable
organizations, to assist them as they attempt to reintegrate into society. Many may end up
homeless, exacerbating the homeless/transient issues already affecting the City.
Additionally, California voters have recently approved the recreational use of marijuana. This
will undoubtedly create more work for the Police Department. Issues such as Driving Under the
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Influence, public intoxication, grow enforcement, sales enforcement, possession by minors, sales
to minors, and many others will impact the Police Department. Areas of the country where
recreational use is already legal have noted sharp increases in many crime types. The exact
impact it will have on the City is yet to be known. The City has yet to adopt measures to address
the potential regulation of recreational marijuana use/sales/cultivation within the City.
The time available to police officers for crime fighting is impacted by the Department’s calls for
service demands of 21,301 calls per year (as discussed in Section 3), as well as the response time
data summarized below.
RESPONSE TIMES
Nationally, law enforcement agencies are adopting the more accurate reporting of response
times, moving away from an average of the time and reporting the 90 percent arrival time. See
Section 4 for a discussion of the consequences of relying on average response times. The
Department and City do not have a standard on response times for the most urgent police
emergency calls. Anecdotally, however, the Fire Department response time standard is 7
minutes2 (90 percent of the time) from dispatch to arrival. This would appear to be a reasonable
time standard as the public’s expectation for emergency response for fire emergencies carries the
same criticality as police emergencies.
The following table presents the response times for single-unit and multiple-unit responses.
These are the response times achieved for 90 percent of calls for service.
Table 2—90 Percent Response Time Summary
90% Response
Times (Minutes) Single-Unit
Multiple-Unit
(Second-In Unit)
Priority 1 25.7 22.9
Priority 2 29.0 19.8
Priority 3 26.4 23.6
Priority 4 32.7 28.9
Priority 5–9 31.4 31.9
2 Seven-minute emergency response time for Fire Department is based on 1 -minute call processing, 2-minute “turn-
out,” and 4-minute travel time. Source: Fire Chief Garret Olson
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Citygate recommends that
a response time goal be
established that considers
the City’s geographical
constraints, officer and
citizen safety, and fiscal
capabilities.
The City’s response time for Priority 1 and 2 calls, second-in units is 22.9 and 19.8 minutes
respectively, 90 percent of the time.
Citygate recommends that a response time goal be established that considers the City’s
geographical constraints, officer and citizen safety, and fiscal capabilities. The combination of
Citygate’s recommendations to add Community Service Officers (CSOs) to increase availability
of officers, enhance documentation of committed time to better analyze availability, and filling
the existing seven positions in Patrol are critical to improving response times.
THE 20/20/20 RULE
The International Association of Chiefs of Police
(IACP) recommendations and industry best
practices evaluate law enforcement workload and
staffing in part using the 20/20/20 standard for
patrol resource allocation. Preventative and
proactive patrol is foundational to safe
communities and quality of life issues in
communities. By this standard, officers need at
least 20 minutes per hour to have sufficient time
available to solve problems and prevent or reduce
future calls for services. The remaining portion of
an hour is divided into two 20-minute blocks for administrative time and calls for service.
The City’s actual allocation of patrol office time is shown below:
Table 3—Allocation of Patrol Officer Time as Recorded in CAD
(Of 214 Days)
Calls for Service
Time
Proactive
Preventative Time Admin Time Total Time
IACP Recommendations 0:20:00 0:20:00 0:20:00 1:00:00
Time Consumed 0:18:15 0:06:52 0:17:05 0:42:11
Available Time 0:01:45 0:13:08 0:02:55 0:17:49
Slightly less than one-third of every hour is undocumented time in CAD, and a very small
amount of time is being committed to proactive/administrative time.
The changes necessary to ensure that the 20/20/20 rule is being met will require additional
documentation, supervisory oversight, and management support to ensure that the changes
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garner the needed data for sound staffing and deployment decisions. These efforts will bring
about stronger community safety, reduced crime, and ultimately, an improved quality of life in
the City.
WORKLOAD ANALYSIS OVERVIEW
The saturation of calls that occur by day of week and hour of day is important in analyzing
workload. This type of examination is also used when the Department is above minimum
staffing to compare proposed shift scheduling to calls for service and peak times.
The visualization provided in the temporal charts in Section 5.1 shows the calls for service
volume across all priorities by hour of the day and day of the week, combining both single- and
multiple-unit responses. There are two very clear patterns evident: Monday through Friday from
9 am to 6 pm, and Friday and Saturday evenings from 10 pm to 3 am are the heaviest in calls for
service.
ECONOMIC DEVELOPMENT CONSIDERATIONS
Given the post-recession recovery, the City is now processing multiple applications for
residential and commercial growth. Some of these are in existing neighborhoods, and others are
in the southern City and County areas adjacent to the City being studied for annexation. The
City-provided data, detailed in Section 8 of this study, show the locations of the 64 projects that
were under various stages of development application as of February 1, 2017.
Depending on final approvals, these projects represent the addition of several hundred thousand
square feet of commercial uses and several hundred dwelling units. More than fifteen of these
projects are in the southern City and possible annexation areas. Avila Ranch alone could add 700
dwelling units. There is no question that the City’s police services will have more population,
buildings, and job locations to protect in the southern City areas.
For the City, there are three major influences on the population growth as it relates to police
impacts and calls for service: impending growth through annexation and infill development,
increases in student populations from Cal Poly and Cuesta College during college sessions, and
the tourism population, which ebbs and flows with seasonal attraction to the area.
The draw of the community—its climate, amenities and quality of life—drives population
growth. The Planning Department’s growth projections indicate an additional 2,500 homes over
the next ten years. Most of this growth is planned to be single-family residences. Additionally,
the student enrollment at Cal Poly is projected to reach 22,500 full-time equivalent (FTE)
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students (25,000 head count) by 2035.3 While Cal Poly is planning to increase on-campus
housing, student impacts on eating and entertainment venues in the City will increase based on
this growth.
Growth projections and the resultant impacts on police staffing can be projected based on
articulable data and historical calls for service. Staffing impacts vary from jurisdiction to
jurisdiction depending on the service delivery model, building and occupancy types, zoning,
transportation planning, calls for service, and fluctuations of populations.
FINDINGS AND RECOMMENDATIONS
Throughout this report, Citygate makes key findings and specific action-item recommendations.
As a reminder, the recommendations in this study should be considered as a continuous quality
improvement tune-up that can be applied in the biennial budget process. Overall, there are 45
key findings and 48 specific action item recommendations, listed below for ease of reference:
Response Times
Finding #1: The Police Department has not established a response time goal.
Recommendation #1: Establish attainable response time goals to meet community
expectations within the City’s fiscal capabilities.
Workload Analysis
Finding #2: The Department needs to improve its tracking of time and categorizing of data for
field activities.
Recommendation #2: Establish additional radio protocols to status and parse patrol officer’s
committed time for patrol activities.
Operations Bureau Review – Patrol
Finding #3: The Department has difficulty maintaining full staffing, in part, due to historical
reliance on its previous success exclusively with lateral hires. The current hiring
climate necessitates greater creativity in recruitment and expanding outreach
efforts for a cross section of candidates.
3 Draft Cal Poly Master Plan 2035. Web. September 28, 2016.
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Recommendation #3: Consider the creation of police cadet classification. This classifies
police cadets as an employee while they complete their academy
training and reduces the costs to the City during their training time.
Recommendation #4: Pursue employees from sources other than laterals. The Student
Neighborhood Assistance Program has yet to produce a single sworn
member of the Department. Laterals are reluctant to leave existing
agencies. Department personnel should attend military recruiting
fares, advertise on the Department webpage and social media
programs, and utilize industry-recognized portals such as California
Peace Officers Association and California Police Chiefs Association
as places to advertise current job opportunities.
Finding #4: Dayshift sergeants are not currently reviewing officer reports.
Recommendation #5: Sergeants across all shifts should be the primary approver of officers’
reports. It will give the sergeants valuable insight as to the abilities of
their officers. It will help the sergeants write more accurate employee
evaluations. It will help the sergeants to mentor and train the officers
on their writing and investigative skills.
Finding #5: Dayshift sergeants’ administrative responsibilities prevent them from spending
essential time in the field with shift officers.
Recommendation #6: Define the sergeants’ responsibilities with an emphasis on being
available to assist and observe their officers in the field. Minimize
extra duties to ensure the sergeants are in the field more often.
Finding #6: The officers would greatly benefit from a crime analyst that could help them
quickly reacquaint themselves with crime targeting efforts after four days away.
Recommendation #7: Add a full-time crime analyst to the Police Department. This will help
officers and detectives utilize their time more efficiently (also
mentioned in Section 7.1.2—Investigations and in Section 7.3.2—
Records).
(Add 1 FTE Crime Analyst)
Finding #7: The Department’s policy manual is out of date creating confusion amongst
supervisors regarding workflow and responsibility.
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Recommendation #8: Prioritize the policy manual updates with a target completion date.
Given that the Department is aware that the policy manual is out of
date, it would be prudent to ensure all employees are aware of the
most critical policy updates and provide a date certain for the manual
to be updated.
Finding #8: The Community Action Team process is time-consuming, keeping the officers
unavailable to assist in patrol for large periods of their shift.
Recommendation #9: Evaluate the success of the Community Action Team program and
determine if other entities could assist with some of the administrative
tasks needed to provide help to those that need it most. Consider
personnel from other City departments or charitable organizations to
assist in this area.
Finding #9: The responsibilities of managing the video data for the Body Worn Cameras
(BWCs) are extensive and exceed the capacity of the assigned technician to keep
current primary job responsibilities while maintaining the duties of BWC data
management and storage.
Recommendation #10: Ensure there is sufficient equipment to provide each uniformed officer
with a Body Worn Camera. The tasks of maintaining equipment,
storing data, and retrieving data need to be assigned to one person.
There should be no ambiguity as to the responsibilities of this
program, which will consume a significant amount of time. These
responsibilities cannot simply be placed on anyone already impacted
with other duties, such as the non-sworn staff which is already
encumbered with existing duties.
Addition of one non-sworn staff member is needed to accommodate
this responsibility, and to reduce other responsibilities for the over-
worked non-sworn staff.
(Add 1 FTE Non-Sworn Technician)
Finding #10: The Traffic Unit appears to be operating very well; however, staffing shortages in
Patrol often necessitate reassigning Traffic Unit personnel to cover Patrol
shortages.
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Recommendation #11: Proper staffing in Patrol, and the addition of Community Services
Officers (CSOs), will eliminate the need to reassign Traffic Unit
personnel to cover Patrol shortages.
Finding #11: Officer scheduling issues affect both Dayshift and Nightshift Patrol services, and
need to be addressed holistically.
Recommendation #12: The Department needs to work with the Police Officers Association to
configure a better deployment scheduling model. This would be an
excellent opportunity for the Department to consider organizing patrol
officers into teams to resolve some of the workload and backfill
issues. The data analysis from this report will provide a clear picture
as to workload by hour of day and day of week.
Recommendation #13: Standardize the policy of report approval by the shift sergeant. This
should be consistent throughout the Department.
Operations Bureau Review – Community Services Officers
Finding #12: Patrol staffing and response times are impacted by the calls for service in the City.
Much of the day and early evening calls are report type calls that do not
necessitate a sworn officer’s response. Hiring Community Service Officers
reduces the fiscal impact of adding more sworn positions, while providing an
avenue to continue the current high level of service delivery and reduce response
times and officer availability.
Recommendation #14: Establish a new Community Service Officer classification, capable of
performing duties that include Detention Officer, report writing,
crime scene investigation, special projects, crowd and traffic control,
minor traffic collision investigation, telephonic follow-up on detective
cases, crime prevention, and many other civilian duties. Augment
staffing in Patrol and Investigations. Specific to Patrol, Citygate
recommends four Community Service Officers be added to assist in
call load distribution and reduce response times.
(Add 4 FTE Community Services Officers)
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Operations Bureau Review – Neighborhood Outreach
Finding #13: The Department has routinely struggled to fill all allocated SNAP positions. The
SNAP members are limited in the type of services they can perform for the
community. The program is time-consuming given the amount of recruiting,
vetting, and training of students that must occur on an annual basis. It has not
been an affective recruiting tool for the Department.
Recommendation #15: Consider modifying the SNAP program (number of positions) and use
the cost savings to help offset the Community Service Officer
positions created for patrol. The Department will gain more continuity
with permanent employees by hiring CSOs, which would be able to
perform the tasks of the SNAP employees plus many other tasks to
assist the community. The reduction in workload on the
Neighborhood Outreach manager will enable greater focus on true
crime prevention and citizen outreach. The SNAP program could
continue with the benefits of student involvement.
Finding #14: The Neighborhood Officer Program is currently being utilized to its intended
level.
Recommendation #16: There needs to be a clear point of responsibility for the Neighborhood
Officer Program if it is to be beneficial. The roles and expectations of
the officers must be clearly defined and communicated. There needs
to be accountability for those in the program so that it is working as
designed in all areas of the City.
Finding #15: The Volunteer Program is under-utilized and citizens are not given many
meaningful opportunities to contribute to the community.
Recommendation #17: The Department should identify opportunities for meaningful work
that would be available to volunteers. In doing so, community
members can turn the previous lackluster response to volunteer
recruitment into a sought-after community service opportunity.
Administrative Bureau Review – Internal Affairs
Finding #16: The investigatory workflow needs to be redesigned to include a formalized
checklist process. This will ensure internal affairs investigations are seen by the
appropriate supervisor or manager, in the correct order, and to identify the
investigation status at all times. This will further aid in timeline compliance.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Recommendation #18: Amend the internal affairs investigation process to include case file
tracking and review. The updated process must include at least one
level of review above the investigator to determine findings and
recommendations before forwarding to the Chief.
Administrative Bureau Review – Investigations
Finding #17: There is considerable liability in operating a dedicated narcotics team.
Accusations against officers from unscrupulous characters can include bribes,
theft of money or drugs, illegal searches, threats, and intimidation. The officers
are often dealing with large amounts of untraceable money and large amounts of
illegal substances. While the presence of a dedicated supervisor does not
eliminate these realities, it does add another layer of protection to the officers
working the unit and reduces risk exposure.
Recommendation #19: If the Special Enforcement Team’s primary focus will be narcotics
investigations, a supervisor for the team is necessary. If narcotics
investigations will not be the team’s primary focus, having a shared
supervisor with the other units within the Investigations Division
would be acceptable.
Finding #18: The Department is in critical need of a crime analyst. With the proper software, a
certified crime analyst can become a force multiplier for the sworn staff of this
agency. By identifying trends, patterns, and “hot spots” of criminal activity, the
crime analyst can assist patrol and detectives in focusing efforts more successfully
to combat crime.
Recommendation #20: The Department needs to hire a trained crime analyst and equip that
person with dedicated crime analysis software (also mentioned in
Section 6.1—Patrol and in Section 7.3.2—Records).
(Add 1 FTE Crime Analyst)
Finding #19: The Investigations Division is not utilizing its current records management system
to improve case management tracking.
Recommendation #21: Train the detectives on how the functionality of the records
management system can be used to track their cases. Ensure data is
being entered correctly throughout the system to ensure seamless
tracking of a case from its origination by patrol officers through its
successful investigation and prosecution.
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Administrative Bureau Review – Communications/9-1-1
Finding #20: Special events and peak call load times significantly impact the Department’s
ability to meet the national standard of answering 90 percent of all 9-1-1 calls
within 10 seconds during the busiest hours and multiple special events.
Recommendation #22: Examine the benefits of staffing a position to specifically cover the
busiest hours and multiple special events that occur annually in the
City, as opposed to overtime shifts.
Finding #21: The 10-digit telephone lines in the Communications Division are not captured in
ECaTS reports, though they are captured elsewhere.
Recommendation #23: Install any needed hardware and software to capture all telephone
lines in ECaTS.
Finding #22: The current supervisory deployment and coverage is not adequate to provide
appropriate supervision and oversight.
Recommendation #24: Reduce risk and liability by hiring at least two (preferably three)
Communications Supervisors to increase supervisory coverage at all
hours. This will provide the requisite supervision for the
Communications Division and, with five Communications
Supervisors, should provide adequate relief factor coverage for
planned supervisor absences, such as training and vacation leave.
(Add 2 FTE Communications Supervisors)
Finding #23: Current staffing is at a critical level, with only seven of the eleven
Communications Technician allocations filled with fully trained personnel.
However, even if all eleven positions are filled with fully trained technicians, a
sufficient level of coverage is not provided.
Recommendation #25: Add two full-time equivalent Communications Technician allocations
and, once those are filled, maintain the over-hire allocation to reduce
the possibility of short staffing in the future.
(Add 2 FTE Communications Technicians)
Finding #24: The current Memorandum of Understanding is excessively restrictive down to the
start times for shifts.
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Recommendation #26: During upcoming Memorandum of Understanding negotiations,
attempt to build in some leeway to afford management more
flexibility in decision-making that can lead to improved efficiency.
Finding #25: The two supervisors are the designated training officers and, when needed, the
Communications and Records Manager also serves as a trainer, thereby
interfering with their ability to supervise and manage.
Recommendation #27: Work with the Communications Technicians, the union, and human
resources to include training responsibilities in the job description for
Communications Technicians and compensate them accordingly.
Finding #26: Communications Division personnel play little to no part in the recruitment
process for new employees for the Division, and the success rate for trainees in
the Communications Division is less than desirable.
Recommendation #28: Involve Communications staff at every stage of the recruitment
process, from pre-employment testing to the final interview.
Finding #27: Dispatchers are manually tracking call volume and complexity to manage officer
workload.
Recommendation #29: Patrol supervisors should be directed to manage the workload of the
field officers in concert with beat deployment considerations.
Communications Division staff should be removed from this process.
Finding #28: The Communications Divisions transferred 100 percent of the wireless 9-1-1 calls
from 69.2 percent (319 of 461) of cell sectors to the correct agency, such as the
California Highway Patrol.
Recommendation #30: Meet with the County 9-1-1 Coordinator and the State 9 1 1
Coordinator to review cell sector routing decisions and reroute cell
sectors to the appropriate agency when historical data shows that
more than 60 percent of the incoming calls were transferred from the
Police Department to another agency.
Finding #29: The abandoned call rate for the Communications Division’s 9-1-1 calls (9.35
percent for 2016 and 7.83 percent for 2015) is greater than CALEA’s
recommended standard of 5 percent.
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Recommendation #31: Although a high abandoned call rate often serves as an indicator of
staffing shortages, explore reasons for the abandoned 9-1-1 call rate
and attempt to resolve the issue.
Finding #30: Communication between the Fire Department, the Police Department, and the
Communications Division does not occur regularly, which leads to
Communications Division employees feeling disconnected and unappreciated.
Recommendation #32: Establish a small group comprised of representatives from the
Communications Division, the Fire Department, and the Police
Department to meet routinely and discuss operational policies and
procedures.
Finding #31: The Department’s current method for measurement of response times does not
include call processing time. This method does not coincide with industry
standards.
Recommendation #33: Adopt a response time measurement policy that measures the time
from when the telephone call is received until the time first unit
arrives on scene. (See Section 4 for further discussion on response
time measurements.)
Administrative Bureau Review – Records
Finding #32: There is a consistent backlog of reports and citations awaiting entry into the
records management system. One of the results of this practice is that the Police
Department is routinely late in submitting Uniform Crime Reporting data to the
Department of Justice and ultimately the Federal Bureau of Investigations.
Recommendation #34: Institute and enforce a policy that requires officers to submit
completed and approved reports and citations to the Records Unit by
the end of watch. Consider adopting a policy wherein the Records
Unit workload must be caught up prior to a trigger date, such as the
fifth day of each month. In an effort to determine the feasibility of this
goal, consider conducting an efficiency study to determine if Records
Clerks are maximizing productivity and performing to industry
standards.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Finding #33: The current process for submitting, reviewing, and entering reports is time-
consuming and blurs the lines of supervision by requiring Records Clerks to, at
times, read the entire report, checking for thoroughness, accuracy, and
attachments, before forwarding it to the sergeant or lieutenant for review and,
after it has been approved, returning the report to the Records Unit for entry. It
also unnecessarily creates a bottleneck when a Records Clerk reviews a report that
requires correction and sends the report to the sergeant, who reviews it and sends
it to the officer for correction before the cycle starts again.
Recommendation #35: Management of the workload and quality of the work product for field
officers should rest with field supervisors (sergeants). Officers should
submit reports to their sergeant or lieutenant before the end of their
shift, and the sergeant or lieutenant should read the entire report,
checking for thoroughness, accuracy, and attachments. Upon approval
by the sergeant or lieutenant, the report should then be forwarded to
the Records Unit for entry and assignation of the Uniform Crime
Reporting code, based on the complaint type and summary.
Finding #34: The Records Supervisor’s time is consumed performing ancillary quality control
duties that are more appropriately handled by sergeants.
Recommendation #36: While the Records Supervisor’s commitment and concern are
admirable, this position should not review calls for service. It is
recommended that a sergeant or lieutenant conduct this type of
oversight in the form of random spot checks.
Finding #35: The open door policy in the Records Unit allows officers and other personnel to
engage Records Unit personnel in conversation that is not work related and can
affect the productivity and efficiency if not judicially managed.
Recommendation #37: Limit access to the Records Unit to those who have official business,
or have the Records Supervisor provide the assistance needed, when
possible.
Finding #36: Staffing levels in the Records Unit are insufficient given the existing workload
and the added workload due to absences caused by vacations, holidays, sick leave,
and training (which are not usually backfilled with overtime).
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Recommendation #38: Add another full-time Records Clerk allocation to provide adequate
staffing during scheduled absences. Also, fill the existing Records
Clerk vacancy and, until the new Records Clerk allocation is filled,
use overtime to maintain staffing when Records Clerks are absent.
These actions should eliminate data entry backlog.
(Add 1 FTE Records Clerk)
Finding #37: The configuration of the front desk area limits Records Clerks to assisting only
one person at a time. Additionally, there are no phone or computer capabilities at
the desk, and the absence of bullet-resistant glass causes security concerns for
Records Unit personnel.
Recommendation #39: Redesign the front desk area with input from the Records Unit staff
and an emphasis on enhancing efficiency, improving customer
service, and increasing security. Include a telephone and a computer
with network access.
Finding #38: Dictation services are still offered to sworn staff for reports. This time-consuming
practice should be discouraged.
Recommendation #40: Although not extremely time-consuming with only six reports
dictated over a period of 13 days, this process is archaic and should be
discontinued. As an alternative, the Department may want to explore
the use of dictation software, such as Dragon Speak, to enhance
efficiencies when transitioning to field-based reporting.
Finding #39: Easy public access to obtain reports is hindered by the lack of current technology
and a convoluted fee structure that is difficult to explain.
Recommendation #41: Review and simplify the fee schedule, especially with regard to traffic
reports, and implement an online reporting system that is user-
friendly for the public and staff.
Finding #40: Time-sensitive responsibilities, such as report and citation entry, are disrupted by
the intermittent and random need for Records Clerks to leave their workstation
and help the public at the front desk.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Recommendation #42: In addition to adding the full-time Records Clerk, which was
previously mentioned, consider a deployment schedule that assigns a
specific Records Clerk to assisting the public at the front desk and
have this person work on data entry that can be more easily
interrupted and resumed, whether it is citation entry or priority
reports.
Finding #41: Over the course of 34 years, the Communications and Records Manager duties
have greatly expanded within and beyond Communications and Records. The
incumbent manager possesses a wealth of organizational history and knowledge,
as well as specific expertise within her field, which will make it challenging, if
not impossible, for one individual to replace her.
Recommendation #43: Bifurcate the current Communications and Records Manager position
and establish two separate allocations: a Communications Manager
and a Records Manager. Also, consider a third allocation, such as a
crime analyst, to assume responsibility for all data and statistical
components currently performed by the Communications and Records
Manager and the Records Supervisor.
Finding #42: Projects languish in the Records Unit with little progress, no solution for
completion, and no proposed completion date. This includes projects to modify
records that date back as far as the 1950s.
Recommendation #44: Review incomplete projects for value and liability issues to the
Department to determine the appropriate course of action.
Recommendation #45: Review the Department’s records retention schedule to ensure that it
is consistent with industry and City standards and complies with all
applicable legislation. As a starting point, ensure that appropriate
records are purged in accordance with the City’s accepted retention
schedule, thereby reducing the workload of the projects. At that point,
review the outstanding projects and consider the value of the projects
before prioritizing the order of completion. Finally, consider
additional volunteers and/or temporary, short-term employees to
complete these tasks.
Finding #43: The Records Supervisor, Communications and Records Manager, and Senior
Administrative Analyst are responsible for creating or contributing to statistical
reports for Department staff.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Recommendation #46: Add a staff allocation for a trained crime analyst and have this
individual utilize the Spillman Technologies ComStat Management
Dashboard, as well as other available tools, to meet the Department’s
needs. This will allow the other managers and staff members to focus
on their areas of expertise and should significantly enhance the
information data set that is provided to the Department. (Also
mentioned in Section 6.1—Patrol and Section 7.1.2—
Investigations.)
(Add 1 FTE Crime Analyst)
Finding #44: Planned events and occasions that require the deployment of additional officers
historically increase the number of reports, citations, and arrests. Additional
Records Clerks have not been deployed during these events, and the resulting
influx of reports and citations contributes to the backlog in Records Unit
workload.
Recommendation #47: Anytime extra officers are deployed to the Patrol Division and there is
a probability that the number of citations and reports will increase, it
is necessary to also increase staffing in the Records Unit to allow the
Records Clerks to enter reports and citations as they are submitted
rather than creating additional backlog.
Economic Development
Finding #45: Current data for commercial and residential impacts are not sufficient to provide
verifiable impacts based on land use, calls for service, and contributing
influences.
Recommendation #48: The Department needs to add categories to its report processes that
will capture commercial and residential impacts based on land use,
calls for service, and contributing influences. Providing this data
along with adding development guidelines for law enforcement
impacts will aid in community safety and reduce the potential for calls
for service.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
NEXT STEPS
In conclusion, Citygate has identified steps that can be taken by staff to immediately move the
Police Department forward. Some of these, where noted throughout this report, have already
been implemented as a result of discussions and examination of the Police Department’s
workload, data, and deployment with Citygate in early December 2016:
Short-Term
Prioritize policy manual update completion with a specified date
Adopt policies and procedures for capturing data for:
All committed time for workload and deployment
Calls for service with impact categories for:
Student-related incidents
Licensed alcohol establishments
Reassign supervisory duties for report review and approval at sergeant level
Fill vacant sworn positions
Implement Internal Affairs tracking protocol.
Long-Term
Provide for overlap staffing at all scheduled shift changes
Develop CSO job description, recruit, and hire
Provide six-month update of workload data, response time impacts, and crime
information
Fund recommended positions.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
SECTION 1—INTRODUCTION
Citygate Associates, LLC is pleased to present this Comprehensive Services Delivery and
Staffing Review of San Luis Obispo’s Police Department. This introductory section will discuss
the organization of this report, Department background, the project scope of work, the
approaches and techniques used by Citygate, Citygate’s assessment factors, how best to handle
peer review, and the City’s unique situation.
1.1 REPORT ORGANIZATION
This report’s organization is detailed below. After an introduction to the study and Department is
provided in Section 1 and common interview themes are described in Section 2, Sections 3
through 5 provide data analysis of calls for service, crimes, response times, and Patrol Division
workload. Sections 6 and 7 examine the Bureaus of the Department. Section 8 discusses
economic development considerations and Section 9 concludes with short- and long-term next
steps.
Executive Summary: A summary of key review areas and a list of all findings and
recommendations.
Section 1 Introduction: An introduction to the study, Department, and scope of work.
Section 2 What Citygate Heard and Observed During the Interview Process: A summary of
Citygate interviews, which included several notable observations and recurring
opinions and concerns.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Section 3 Calls for Service and Crime Data: A data analysis of service demands across three
categories: calls for service, officer-initiated activities, and administrative activities.
Crime data is also analyzed for Part 1 crimes.
Section 4 Response Time Data: A data analysis of single- and multiple-unit responses to high
priority calls. Response time goals are also discussed.
Section 5 Workload Analysis: An analysis of Patrol workload data within the framework of
the “20/20/20 rule.” The saturation of calls for service by day of week and hour of
day is also visualized.
Section 6 Operations Bureau Review: A review of the following divisions/units: Patrol
(including Dayshift and Nightshift Patrol and use of Community Services Officers),
Traffic, Bicycle Unit, and Neighborhood Outreach.
Section 7 Administrative Bureau Review: A review of the following divisions/units: Internal
Affairs, Investigations (including Special Enforcement Team, Persons Crime
Detectives, Property Crimes Detectives, and School Resource Officer),
Communications/9-1-1, and Records.
Section 8 Economic Development Considerations: A review of the potential impacts of
growth on deployment and staffing.
Section 9 Next Steps: A summary of recommended short- and long-term next steps.
Appendix A: Workload Time Allocation – Limited Time Frame
Appendix B: Growth Projection References
1.2 DEPARTMENT BACKGROUND
The Police Department is comprised of an authorized strength of 86.5 employees assigned to the
Department’s various activities, including Patrol, Traffic, Bicycle Patrol, Criminal Investigation,
Communications and Dispatch Services, and Neighborhood Outreach. The Department also
includes necessary support personnel internally and from other City departments to provide
human resources, information technology, and other administrative services necessary to support
the mission of the Department. The Police Department has implemented numerous programs and
activities designed to strengthen its relationship with the community, and, as noted in this report,
the community has responded favorably to those efforts. The City provides its residents with a
broad array of high quality municipal services that are valued by the community.
In recent years, the City, like other local governments across the country, struggled because of
the downturn in the economy. The most recent update of the mid-cycle review (the City employs
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
a two-year budget process) shows that the City is gaining financial traction. The City is gaining
revenue and economic activity at a pace that has been slightly ahead of the rest of the County.
Still, the City is showing judicious restraint in spending newly realized monies.
The City is home to the California Polytechnic State University as well as Cuesta College.
Although each school has its own Police Department, the City is affected by the large student
population that lives and recreates within the City.
The Department has struggled recently to maintain staffing of sworn personnel at authorized
levels. The Department has historically relied on lateral entry candidates (experienced police
officers working for other agencies) for filling vacancies. The Department found it easy to recruit
laterals given its benefit package, working conditions, and geographic location. That all changed
when the Public Employees Retirement System (PERS) restructured the retirement formulas for
newly hired employees. New hires within the system are brought in at a lower service credit
system. Officers from other agencies, already in PERS at the more generous existing retirement
structure, are reluctant to leave for the San Luis Obispo Police Department and start over in the
new, lower retirement structure. This is not a problem exclusive to this Department. It is also a
temporary issue; as more and more of the law enforcement officers in the state are hired into the
new lower tier, leaving for San Luis Obispo will not have the same negative affect on those
officers already in the new, lower system.
The Department faces numerous retirements that will exacerbate the staffing issues.
Additionally, the retirees represent some of the most knowledgeable members of the
Department; although capable people stand ready to fill the roles, a tremendous level of
experience will be lost.
The Department is under the guidance of a relatively new Chief. The Chief brings with her a
tremendous amount of experience and knowledge. She is forward-thinking and has already
instituted many changes to the way the Department operates. The employees of the Department
are enthusiastic about the job they perform and the community they serve.
The Department’s organization chart is shown on the following page:
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Figure 1—Police Department Organization Chart
Chief of Police
Deanna Cantrell
Operations
Bureau Captain
J. Smith
Neighborhood
Outreach Mgr
C. Wallace
Student
Neighborhood
Assistance
Program
0-9 Students
Night Patrol
Lieutenant
B. Amoroso
Night
Patrol
Sgts
Patrol
Officers
Dwtn Bicycle
Sgt
K. Hixenbaugh
Dwtn Bicycle
Officers
B. Etherton
G. Benson
J. Hurni*
Day Patrol
Lieutenant
B. Proll
Day
Patrol
Sgts
Patrol
Officers
Traffic
Sergeant
J. Villanti
Traffic
Officers
G. Berrios
P. Sisemore
Vacant (1)
Administrative
Bureau Captain
C. Staley
Comm & Records
Mgr
K. Rosenblum
Comm
Supvs
M. Anselmi
C. Steeb
Comm Techs
C. Horn
D. Hixenbaugh
S. Lichty
C. McCornack
J. Murphy
J. Owens
K. Palmer
V. Recinos
K. Righetti
Vacant (1)
Overstaff (1)
Records
Supervisor T.
Rapp
Records
Clerks
J. Jensen
P. Karp
M. Menesez
A. Smith
M. Womack
T. Allen P/T
Admin/Inv.
Lieutenant
J. Bledsoe
DET/SET
Sergeant
C. Pfarr
SET Officers &
Narcotics Officers:
C. Kemp*
J. Dickel*
Vacant (1)
NTF
C. Chitty
Evidence Technician
J. Lehr
Persons
Crime
Detectives
S. Aanerud
J. Dinsmore
B. Treanor
Property
Crimes
Detectives
M. L'Heureux
E.Vitale
School
Resource
Officer
C. McCornack
Admin Sgt
F. Mickel
Sr. Admin
Analyst
M. Ellsworth
Admin Asst
T. Storton
P/T
Admin. Asst.
Sue Sanders
Total Employees 85.5 FTEs
Sworn Positions: 59
Non-Sworn Positions: 26.5
*officers working patrol
Day Patrol
D. Alexander (D)
B. Lane (D)
J. Walsh (D)
S.Jessen (D)
C.Mathews (D)
J.Middleton (D)
L. Benedetti (D)
T.Shalhoob(D)
I. Villanueva(D)
A.Stahnke (D)
Vacant
Night Patrol
Q. Rouse (N)
J. Koznek (N)
L. Edwards (N)
A. Chastain (N)
C. Locarnini (N)
J.Hyman (N)
M. Lozano (N)
S. Orozco (N)
B. Inglehart (N)
M. Magana (N)
A. Pellouso (N)
Vacant
San Luis Obispo Police Department
Night Patrol Sgts
J. Booth
K. Phillips
Day Patrol Sgts
R. Cudworth
A. Schafer
FST
J. Barrett
Property & Evidence Clerk
S. Hunter
CAT
J. Behrens
T. Koznek*
Chaplains
Thom O’Leary
Paul Sisemore III
Reserve
Rushdi Cader
Effective: Spring Rotation 2017
Updated: 2/9/17
Police Operations
Support Specialist P\T
B. Miller
Field Training:
J. Bywater (T)
N. Parsons(T)
C. Molina(T)
D. Neece(T)
Cadet
N.Sanchez
4850
T. Peterson
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
1.3 PROJECT SCOPE OF WORK
The scope of this Comprehensive Services Delivery and Staffing Review included the
following elements:
Assessment of the current sworn and professional (non-sworn) staff levels.
Included in the assessment is an examination of whether the staffing levels will
meet the Police Department’s goals without curtailing service or requiring
excessive overtime work. Consideration is given to the Department’s existing
schedules, time for training, professional development, legal mandates, time off,
illness, injuries, and attrition.
Development of a structured and defensible methodology for the Police
Department’s staff to use in projecting future staffing needs.
Recommended staffing levels that will allow the Police Department to maintain or
increase its current high levels of service, including: responding to all crimes and
requests for service; maintaining robust crime prevention and community service
programs; and maintaining youth services, investigation and forensic crime scene
evidence collection, crime suppression, and other services currently offered by the
Police Department.
Analysis of the impact on staffing levels and calls for service resulting from
current and future City plans for economic development and future annexations.
Wherever possible, use existing data for the analysis, such as the City’s General
Plan and other published planning documents, crime statistics, payroll and
overtime work records, and computer-aided dispatch data.
Compilation of community-oriented policing, predictive policing, and data-driven
policing strategies. This includes assessing community-policing efforts as an
ongoing strategy, leveraging the performance and evaluative processes in place,
verifying the current effectiveness and efficiencies of the agency, and assessing
efficiencies of calls for service. This also incorporates evaluating and contrasting
data to overlay response time standards, officer safety, and call prioritization.
Interviews with stakeholders—including elected officials, City management, and
Police Department staff—to assess goals, expectations, and perceived workload
levels.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
1.4 APPROACHES AND TECHNIQUES USED BY CITYGATE
In executing this study, Citygate engaged in the following processes:
1. Reviewed available documents and records relating to the management,
operation, and budgeting of the Police Department.
2. Conducted one-on-one interviews with members of the City Council.
3. Conducted interviews with the City Manager, Assistant City Manager / Finance
Director, and Department Heads.
4. Conducted interviews with the Department sergeants, lieutenants, and Chief of
Police, as well as Police Officers Association leaders.
5. Conducted interviews with non-sworn personnel in the Police Department.
6. Considered industry best practices for applicability in San Luis Obispo.
Throughout this process, it was Citygate’s policy to review findings of the study with multiple
sources for validation. The data also was presented and discussed with the Chief of Police to
allow an opportunity to provide evidence concerning aspects of the report that were deemed
unclear or needed further input.
1.5 CITYGATE’S ASSESSMENT FACTORS
As the Council understands, there are no mandatory federal or state regulations directing the
level of police service staffing, response times, and outcomes. San Luis Obispo’s City Council
has strived to provide budgetary support for staffing that affords patrol officers sufficient time to
respond to calls for service and engage in preventative patrol, Community Policing, and basic
crime prevention activities.
Citygate embraces the International Association of Chiefs of Police (IACP) recommended
methods for determining appropriate staffing levels. The IACP-recommended 20/20/20 rule
suggests that for every hour worked in patrol, 20 minutes each should be dedicated to:
Call response
Administrative duties and report writing
Proactive/preventative patrol activities (foundational to a proactive Community
Policing philosophy).
Citygate is committed to the principle of consistent, conservative fiscal management. Citygate
recommend adding personnel only when all other measures of efficiency and effectiveness, su ch
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
as training, technology, equipment, and shift management, have been employed. Law
enforcement management best practices dictate that police officer staffing increases be based on
empirical analysis of criminal activity, emergency calls for service, resp onse times, clearance
rates, and outcome measurements. Justification must be linked to the Department’s service
delivery goals and providing for a safe working environment for patrol officers. In addition, best
practices dictate that the Department use non-sworn personnel wherever possible to support the
Department’s operations.
1.6 ADVICE TO THE READER: HOW BEST TO HANDLE PEER REVIEW
From time to time throughout the report, Citygate speaks clearly and to the point without pulling
any punches. This is not done with intent to offend anyone. However, Citygate believes that the
client is best served by frankness. The characteristics of the City’s Police Department have
evolved over an extended period of time due to many factors. The law enforcement services
provided by the Department, as is the case in all agencies, have both favorable and unfavorable
characteristics, none of which are attributed to any one person.
To the extent improvements need to be made, far more often than not, it is due to process
problems or resource problems, as opposed to personnel problems. The attitudes, knowledge,
talents, and philosophies of the employees Citygate had the privilege of meeting were, in a word,
impressive. Their affection for the City and the community is deep and abiding.
1.7 THE STORY AND THE GOOD NEWS
The Police Department is fundamentally and operationally in good shape. The Department is
very dedicated, talented, honest, professional, and competent. Based on interviews, both sworn
and non-sworn Department personnel are proud and grateful to be a part of the Police
Department.
The Department, as it continues to move and adjust to its new chief and key command staff
personnel changes, is well positioned to continue to modernize, adapt to new priorities, and make
law enforcement service delivery changes that will increase efficiency and effectiveness. This
will be particularly evident as the Department takes advantage of new technologies and data-
driven policing rightsized for the community and the Department.
The City Councilmembers whom Citygate interviewed are very supportive of the Department
and believe the City has a well-intended, talented, and dedicated Police Department.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Citygate also interviewed most of the leadership of the other City departments. The consensus
was the Police Department is working well with other City departments. There appears to be
great appreciation for the Police Department and the recently hired chief.
All of the above is good news for the City.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
SECTION 2—WHAT CITYGATE HEARD AND
OBSERVED DURING THE INTERVIEW PROCESS
As noted earlier in this report, the Citygate Team interviewed elected officials, appointed
officials, non-sworn Police Department personnel, and sworn Police Department personnel. The
interviews were conducted in a group or one-on-one format and were private and confidential,
which allowed for honest, candid, and constructive information to be obtained about important
aspects of the Police Department’s operations. Interviewees were asked to describe their view of
the Police Department’s strengths, weaknesses, opportunities, and threats. The responses were
wide-ranging.
The comments that emerged from the Citygate interviews included several notable observations
and recurring opinions and concerns that can be summarized as follows:
Police Department staffing levels have not kept up with growth in population and
service demands within the City.
Understaffing and vacancies negatively affect many key functions of the
Department.
Not having a full complement of sworn officers results in having to pay overtime
to backfill for non-patrol activities (e.g., court appearances, training, joint policing
task forces).
Not having a full complement of sworn officers results in having to move officers
from specialty assignments into patrol or pay overtime.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Modern data-driven policing is highly beneficial; however, it needs to be
thoughtfully rightsized to properly fit the City to ensure that it adds value.
Sergeants have too many administrative, non-patrol responsibilities to allow them
to provide a desired level of patrol officer supervision and training.
Some uncertainty exists with regard to how and when to file certain types of
complaints and incident reports.
The sergeant’s role in patrol officer personnel evaluations is underutilized.
The sergeant’s role in reviewing patrol officer incident reports is underutilized.
Property crimes have “skyrocketed.”
The Department lacks an effective technology-based case management interface
with its current computer systems. Detectives use separate MS-Excel sheets to
track their cases.
Suspected Child Abuse Reports (SCAR), which have a statutory priority, have
increased the detectives’ workload.
The sworn personnel value the high level of specialty assignment opportunities
offered by the Department.
The Department, in order to be competitive and successful, must aggressively
reimagine its recruiting strategies.
There is a consistent backlog of reports and citations awaiting entry into the
records management system (RMS) by Records Unit staff. This is partially due to
delays in officers submitting said reports and citations and also due to insufficient
staffing.
The Department is routinely late in submitting Uniform Crime Reporting (UCR)
data to the Federal Bureau of Investigations (FBI) due to the backlog in the
Records Unit.
The current process for submitting and entering reports is time-consuming and
blurs the lines of supervision by having Records Clerks review and return reports
to sergeants or lieutenants if certain components are missing.
The Records Supervisor reads almost every call for service in the computer-aided
dispatch (CAD) system that was not assigned a report number to ensure that
officers completed reports when necessary.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
The Records Unit is professional and open to employees of the Department.
These interruptions, at some point, are detrimental to efficiency and productivity.
Staffing levels in the Records Unit seem barely sufficient to stay abreast of
workload. Employee absences are not backfilled with overtime, which contributes
to the workload backlog.
The configuration of the front desk area limits Records Clerks to assisting only
one person at a time and there are no phone or computer capabilities at this desk.
The absence of bullet-resistant glass causes security concerns for Records Unit
personnel.
Dictation services, which are time-consuming, are still offered to sworn staff for
reports.
The fee schedule for obtaining reports is convoluted and difficult to explain to the
public.
Time-sensitive responsibilities, such as report and citation entry, are disrupted by
the intermittent and random need for Records Clerks to leave their workstation
and help the public at the front desk.
Records Clerks are under the impression that their suggestions for updates to the
Spillman RMS are not considered by the vendor.
The Communications and Records Manager has announced she will retire in
September 2017, after 34 years of service. Over the course of 34 years, her duties
have expanded greatly within and beyond Communications and Records, which
will make it challenging, if not impossible, for one individual to replace her.
The Communications and Records Manager performs many tasks that would
normally be completed by a crime analyst.
Projects languish in the Records Unit with no solution for completion and no
proposed completion date.
The Records Supervisor, the Communications and Records Manager, and the
Administrative Analyst are responsible for creating and contributing statistical
reports for Department staff. These tasks are time-consuming and more suited for
a crime analyst.
There are occasions each year when additional officers are deployed to the Patrol
Division on an overtime basis, without a commensurate increase in Records Unit
deployment of staff. This contributes to the backlog of report and citation entry.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
The current staffing model for the Communications Division does not provide
supervisory coverage 24 hours a day, seven days a week. In fact, for 88 hours
each week, there is no Communications Supervisor scheduled to work.
Staffing is at a critical level in the Communications Division, with only eight of
11 Communications Technician allocations filled. Even with a full complement, it
is very challenging to provide the coverage that is required in a consolidated law
and fire center, even before the anticipated population increase.
The two Communications Supervisors are the designated trainers and, when
needed, the Communications and Records Manager also serves as a trainer,
thereby interfering with their ability to supervise and manage.
Dispatchers manually and/or mentally track the number and complexity of calls
handled by each officer during a given shift.
According to the Emergency Call Tracking System (ECaTS), 100 percent of the
wireless 9-1-1 calls from 319 of 462 (69 percent) cell sectors are being transferred
to another agency, such as the California Highway Patrol (CHP), indicating a high
level of wireless 9-1-1 calls received in the Communications Division are
requiring transfer to the appropriate agency.
Communication between the Fire Department, the Police Department, and the
Communications Division could be improved.
Communications Division personnel play little to no part in the recruitment
process for new employees for the Division, and the success rate for trainees is
sub-standard.
The abandoned call rate for the Communications Division’s 9-1-1 calls (9.35
percent for 2016 and 7.83 percent for 2015) is greater than the Commission on
Accreditation for Law Enforcement Agencies’ (CALEA’s) standard of 5 percent.
The Communications Division is not meeting the national standard of answering
90 percent of all 9-1-1 calls during the busiest hour within 10 seconds.
The Department measures response times from the time a call is dispatched until
the time the first unit arrives on scene, which is not an accurate reflection of
“response time.”
The 10-digit telephone lines for the Communications Division are not captured in
ECaTS reports, though they are captured elsewhere.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
The Communications Division enjoys an extremely low to non-existent level of
public or first responder complaints.
The current Memorandum of Understanding (MOU) is excessively restrictive,
down to the start time for shifts.
There is discussion about entering into an agreement to provide dispatch services
for California Polytechnic University (Cal Poly), which could be challenging.
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DRAFT Section 3—Calls for Service and Crime Data | 38
Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
SECTION 3—CALLS FOR SERVICE AND CRIME DATA
Calls for service constitute the response element of law enforcement services. The first point of
contact the public has with the Police Department is through the 9-1-1 operator. Once the call is
dispatched, depending on availability, the patrol officer is the first point of personal contact and
the first face-to-face impression of the Department.
In examining the calls for service, Cit ygate analyzed the activities across three categories: calls
for service, officer-initiated activities, and administrative activities.
3.1 DEMANDS FOR SERVICE
3.1.1 Officer Activity
The City’s Patrol Division handled 224,913 activities from January 1, 2011 through December
31, 2016. From the data supplied, except for some miscellaneous incident types such as Public
Works Assist, the records Citygate has are entirely calls for service records.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Figure 2—Officer Activity by Incident in CAD – 2011–2016
3.1.2 Calls for Service
The Police Department responded to 127,810 calls for service from January 1, 2011 through
December 31, 2016. This is an average of 21,301 per year, or nearly 58 per day. Table 4 shows
calls for service by priority and indicates the number of multiple-unit and single-unit calls for
each priority.
Calls for service are prioritized during dispatch, although pre-designated priority codes exist for
the reported crime and/or the circumstances surrounding the request for service.
Table 4—Calls for Service by Priority – 2011–2016
Priority Multi Single Total
1 4,085 1,315 5,400
2 11,022 1,754 12,776
3 24,322 14,528 38,850
4 18,989 14,997 33,986
5 11,778 9,839 21,617
6 1,686 3,078 4,764
7 1,503 4,455 5,958
8 457 2,968 3,425
9 70 964 1,034
Total 73,912 53,898 127,810
77,371
19,732
127,810
Administrative Activities
Officer Initiated Activities
Calls for Service
0 40,000 80,000 120,000
POLICE ACTIVITIES 2011 –2016
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Although default priorities exist for call types, the Communications Center assigns custom
priorities during dispatch relevant to the needs of the public. The data supplied to Citygate
contains priorities as dispatched. The prioritization coding system was also changed from nine
codes to five in June 2016. Dispatchers are still free to assign priorities as they deem fit;
however, they now have a narrower range of priority codes ranging from 1 to 5. Although there’s
some flux in the data from the new coding system, for the purposes of this study, Priority 6 –9
calls account for only 1,701 calls (7 percent) for 2016 and will not ostensibly alter the outcome
of the subsequent analysis.
Particularly for low priorities such as 5–9, it may not make sense to deploy multiple units except
in cases where officer safety may be an issue, such as where large crowds gather. The City has a
burgeoning nightlife scene, and hence these volumes may appropriately reflect that.
3.1.3 Administrative Calls
In June 2016, Chief Cantrell directed the tracking of Administrative time for patrol officers for
the comparative analysis of the 20/20/20 model. This new data tracking coincided with the
updating of priority changes. Administrative time began being tracked with breakdowns for
every subset, including report writing, fuel, office details, briefing, meals, and unit servicing, etc.
Consistent documentation of this data has been challenging. The Department is making progress
in ensuring the complete documentation of this time. The six months of data report entitled,
Availability Time Analysis by Ten Code (see Appendix A), was not complete enough to provide a
basis for statistical analysis as it contained suspected elapsed time errors. The documentation
anomalies have since been addressed and should provide quality data in the future.
3.1.4 Call Volume by Day of Week
Calls for service are displayed by day of week in the following chart. Above-average call
volumes occur Thursday through Saturday. Volumes on Friday are 9 percent higher than the
average.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Figure 3—Calls for Service by Weekday (All Priorities)
3.1.5 Temporal Charting Introduction
Temporal charts, or “heat maps,” are used to analyze data and provide visual acuity for
frequency of events. The “hotter” or redder the color, the higher the number of incidents. The
picture these charts provide will assist in analyzing shift deployments, response times, and calls
for service.
The temporal chart has very clear demand periods on a volume basis. The busiest days of the
week are Friday, Saturday, and Thursday. The busiest hours of the week are between 9 am and
6 pm. The busiest times are Fridays and Saturdays from 10 pm through 2 am, with some busy
periods weekdays between 3 and 6 pm.
16,980
17,879
17,525
17,986
18,578
19,907
18,955 18,259
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Call Volumes by Day of the Week
Jan 2011–Dec 2016
Distinct Incidents Average
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Table 5—Calls for Service (All Priorities and Responses)
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 1,042 519 533 565 546 710 1,032 4,947
01 998 388 363 502 427 599 952 4,229
02 841 366 310 425 364 594 853 3,753
03 530 271 282 311 247 354 544 2,539
04 335 206 199 243 219 291 355 1,848
05 240 217 202 226 240 226 268 1,619
06 258 300 301 309 275 326 263 2,032
07 340 572 575 590 587 622 427 3,713
08 455 842 853 887 914 871 634 5,456
09 651 968 915 958 984 945 811 6,232
10 737 1,066 962 982 1,003 951 858 6,559
11 824 1,136 1,023 1,038 990 1,005 942 6,958
12 899 1,126 987 1,000 1,002 1,102 970 7,086
13 881 1,112 1,046 1,086 1,108 1,132 952 7,317
14 818 1,111 1,035 1,046 993 1,116 958 7,077
15 854 1,080 1,165 1,081 1,111 1,209 946 7,446
16 845 1,127 1,145 1,109 1,077 1,196 918 7,417
17 783 1,022 1,064 1,090 1,185 1,129 957 7,230
18 826 878 907 870 1,036 1,009 875 6,401
19 787 801 857 804 929 892 797 5,867
20 779 798 761 724 856 790 761 5,469
21 777 740 694 731 829 853 795 5,419
22 811 702 735 723 877 980 982 5,810
23 669 531 611 686 779 1,005 1,105 5,386
Total 16,980 17,879 17,525 17,986 18,578 19,907 18,955 127,810
The layout of this chart is consistent with that of a college town, with more significant activity
during the weekend hours.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
3.1.6 Single-Unit Responses
Table 6—Single-Unit Responses (All Priorities)
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 228 138 129 134 144 155 237 1,165
01 244 71 78 96 85 128 221 923
02 197 94 61 85 83 138 212 870
03 118 72 69 83 57 83 132 614
04 75 51 49 59 66 72 105 477
05 61 60 50 50 47 70 76 414
06 98 114 123 138 116 133 105 827
07 144 281 277 263 271 281 184 1,701
08 191 454 448 458 475 433 298 2,757
09 318 540 477 508 547 500 398 3,288
10 370 606 514 507 547 507 444 3,495
11 393 651 539 532 497 513 495 3,620
12 462 603 518 502 537 576 463 3,661
13 431 590 578 559 562 585 468 3,773
14 392 602 537 531 489 600 448 3,599
15 359 577 601 546 566 624 428 3,701
16 338 550 619 538 524 616 411 3,596
17 315 505 532 570 586 506 387 3,401
18 345 416 464 390 445 466 374 2,900
19 306 324 371 320 377 350 300 2,348
20 260 295 281 253 294 275 268 1,926
21 258 248 214 250 273 287 255 1,785
22 249 213 226 230 241 258 274 1,691
23 180 155 157 168 185 243 278 1,366
Total 6,332 8,210 7,912 7,770 8,014 8,399 7,261 53,898
Single-unit calls occur most frequently during weekday working hours. A notable surprise is the
absence of single-unit responses during the weekend evening hours. This suggests a
disproportionately higher volume of multiple-unit responses during the weekend evening hours.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
3.1.7 Multiple-Unit Responses
Table 7—Multiple-Unit Responses (All Priorities)
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 814 381 404 431 402 555 795 3,782
01 754 317 285 406 342 471 731 3,306
02 644 272 249 340 281 456 641 2,883
03 412 199 213 228 190 271 412 1,925
04 260 155 150 184 153 219 250 1,371
05 179 157 152 176 193 156 192 1,205
06 160 186 178 171 159 193 158 1,205
07 196 291 298 327 316 341 243 2,012
08 264 388 405 429 439 438 336 2,699
09 333 428 438 450 437 445 413 2,944
10 367 460 448 475 456 444 414 3,064
11 431 485 484 506 493 492 447 3,338
12 437 523 469 498 465 526 507 3,425
13 450 522 468 527 546 547 484 3,544
14 426 509 498 515 504 516 510 3,478
15 495 503 564 535 545 585 518 3,745
16 507 577 526 571 553 580 507 3,821
17 468 517 532 520 599 623 570 3,829
18 481 462 443 480 591 543 501 3,501
19 481 477 486 484 552 542 497 3,519
20 519 503 480 471 562 515 493 3,543
21 519 492 480 481 556 566 540 3,634
22 562 489 509 493 636 722 708 4,119
23 489 376 454 518 594 762 827 4,020
Total 10,648 9,669 9,613 10,216 10,564 11,508 11,694 73,912
Multiple-unit responses clearly occur most frequently during Friday and Saturday evenings from
10 pm through 3 am.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Given that so few single-unit responses occur during these hours, the City must recognize the
demand on staff to respond is higher during these hours than any other time of the week. That is,
if at least two officers respond to a multiple-unit call, the pool of available officers shrinks at the
rate of at least twice that of a single-unit call.
Of the 127,810 calls for service:
57.8 percent (73,912) required two or more officers.
22.2 percent (28,338) required three or more officers.
3.1.8 Demands for Service Summary
Single-unit calls take place most often during weekday working hours. This differs substantially
from multiple-unit calls that occur most frequently during late evening weekend hours. Single-
unit calls constitute only 42 percent of all distinct incidents, suggesting that multiple-unit calls
are the standard mode of deployment during peak late-evening weekend hours.
Between 10 pm and 3 am Friday and Saturday nights, multiple-unit incidents outnumber single-
unit incidents three to one.4
From a staffing standpoint, it is prudent to have sufficient officers available for the weekend
nightlife crowds. When multiple-unit responses are required, the peaked staffing of available
patrol units is consumed at a much faster rate, and hence more units should be deployed during
these peak critical hours.
4 2,392 single-unit responses vs. 7,398 multiple -unit responses; or multiple-unit responses are 309 percent larger
than single-unit responses during the Friday–Saturday 10 pm through 3 am window.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
3.2 SAN LUIS OBISPO’S CRIME PICTURE
The following charts track the volume of Part 1 crimes between 2013 and 2016, beginning with
Property crimes.
Figure 4—Part 1 Property Crimes – Residential, Vehicle, and Commercial
There has been a 57 percent growth in Stolen Vehicles since 2013 and a 39 percent growth in
Commercial Burglaries since 2014.5 Residential Burglaries, down substantially since 2013, are
now fluctuating around 155 per year.
Residential Burglary still can be a strike felony; however, it is rarely charged as a strike felony.
There is a significant difference in punishment for this crime type versus theft crimes.
5 Growth Calculation: (Current Period/Prior Period) - 1
249
140
169 160
63
71
98 99 79
66 76 92
0
50
100
150
200
250
300
2013 2014 2015 2016
Part 1 Property Crimes
Residential Burglary Stolen Vehicle Commercial Burglary
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Figure 5—Part 1 Property Crimes – Theft and Theft from Vehicle
There has been a 132 percent growth in Theft from Vehicles since 2014 and 21 percent growth in
Theft since 2014.
Figure 6—Part 1 Person Crimes – Aggravated Assault
There has been a 28.5 percent decline in Aggravated Assaults since 2014.
1,046
874
1,058 1,057
338 288
443
669
0
200
400
600
800
1000
1200
2013 2014 2015 2016
Part 1 Property Crimes
Theft Theft from Vehicle
101
168
146
120
0
50
100
150
200
2013 2014 2015 2016
Part 1 Person Crimes
Aggravated Assault
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Figure 7—Part 1 Person Crimes – Arson, Rape, Robbery, Rape Attempts, and Homicide
There have been zero Homicides in the last four years.
Arson has been fluctuating substantially year to year. There was a 61 percent decrease from 2013
to 2014, then a 159 percent increase, then a 41 percent decrease.
Rape and Robbery have demonstrated similar increases to Theft and Theft from Vehicle in the
last two years, which warrants investigation into whether there are linkages by person, location,
or another factor. Rape attempts (reported) were at a four-year low in 2016. Citygate does not
have the data necessary to cross-reference arrest data by name, but there is value in reviewing
addresses.
3.2.1 Crime Summary
The latest crime data, as shown in this study, indicates that the Police Department, in
collaboration with the community, has done an outstanding job in minimizing crime, especially
given the slow economic rebound of the economy. There are many factors that contribute to
crime rates, including economics, proactive/preventative policing, omnipresence, community
involvement, and employment. These statistics are encouraging, but cannot and should not lull
the City into believing that staffing and performance decisions can be made with just this limited
picture. Community expectations, sense of safety (quality of life), emergency response times,
and confidence in the Police Department all factor into these decisions.
44
17
44
26
31
44
32
39
26 25
13
21
6 3 5 2
0 0 0 0 0
5
10
15
20
25
30
35
40
45
50
2013 2014 2015 2016
Part 1 Person Crimes
Arson Rape Robbery Rape Attempt Homicide
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
Additionally, criminal conduct is not confined by boundaries. In other words, criminals do not
concern themselves with their crime target by geographical boundaries such as city limits or
county lines. Criminal activity spills across jurisdictional boundaries and can have a significant
effect on the criminal activity in the Department’s jurisdiction.
Factors well beyond the control of the City will have a direct impact on the emerging crime
trends. The California Prison Realignment (AB 109) and recently passed Proposition 57 will
likely spawn increased criminal activity throughout the State of California. The Prison
Realignment is noted by most law enforcement professionals as being the single greatest factor
in the dramatic increase in property crimes. No one knows yet what the possible impact of
Proposition 57 will be, but it will allow even more convicted criminals to seek early release from
prison. Additionally, other City services will likely be impacted by these measures. The released
inmates will likely need assistance, either through government programs or charitable
organizations, to assist them as they attempt to reintegrate into society. Many may end up
homeless, exacerbating the homeless/transient issues already affecting the City.
Additionally, California voters have recently approved the recreational use of marijuana. This
will undoubtedly create more work for the Police Department. Issues such as Driving Under the
Influence, public intoxication, grow enforcement, sales enforcement, possession by minors, sales
to minors, and many others will impact the Police Department. Areas of the country where
recreational use is already legal have noted sharp increases in many crime types . The exact
impact it will have on the City is yet to be known. The City has yet to adopt measures to address
the potential regulation of recreational marijuana use/sales/cultivation within the City.
The City’s crime data is consistent with crime trends from other jurisdictions across California.
Property crimes are increasing significantly. This corresponds to the reduction of penalties and
likelihood of prosecution for these crime types. Not only have penalties for theft convictions
been reduced, the threshold for a theft to be prosecuted as a felony has been increased. Thefts of
property valued under $950 are generally treated as a misdemeanor; this was increased from
$400 (there are a few exemptions, including firearms of any value). Criminals are responding to
the changes in these laws, and the number and frequency of thefts are burgeoning across the
state.
The City’s crime data also shows a decrease in the number of residential burglaries. This could
be attributed to the penalties associated with this crime type. Residential burglary is still
prosecuted as a strike felony in the State of California. The penalties for this crime type can be
substantially more severe than for misdemeanor theft
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
The Police Department
currently does not have
response time standards or
goals. However, San Luis
Obispo’s Fire Department
has established a goal of
responding to emergency
calls within 7 minutes, 90
percent of the time, from
dispatch to arrival.
SECTION 4—RESPONSE TIME DATA
Response time is calculated from the time the call
is received by the dispatcher, to the time one or
more assigned units arrive on scene. Nationally,
there are no legal mandates or standards
established for law enforcement response times.
Communities are left to determine response time
goals given their own unique geographic and
demographic considerations. The Police
Department currently does not have response time
standards or goals. However, San Luis Obispo’s
Fire Department has established a goal of
responding to emergency calls within 7 minutes,
90 percent of the time, from dispatch to arrival.6
When establishing response time standards, care
must be given to examine the realistic capabilities
6 Seven-minute emergency response time for Fire Department is based on 1 -minute call processing, 2-minute “turn-
out,” and 4-minute travel time. Source: Fire Chief Garret Olson
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
of the agency to meet the standard. Arbitrarily setting a standard that cannot be reached creates
an unrealistic expectation of the community and daunting responsibility for the Police
Department.
Current best practice, nationally, is to measure percent completion of a goal (e.g., 90 percent of
responses) rather than an average measure. Mathematically, this is called a “fractile”
measurement.7 This is because the measure of average only identifies the central or middle point
of response time performance for all calls for service in the data set. Using an average makes it
impossible to know how many incidents had response times that were way over the average, or
just over.
For example, Figure 1 shows response times for a fictitious city police department in the United
States. This city is small and receives 20 legitimate calls for service each day. Each response
time for the calls for service has been plotted on the graph. The call response times have been
plotted in order from shortest response time to longest response time.
The figure shows that the average response time is 8.7 minutes. However, the average response
time fails to properly account for four calls for service with response times far exceeding a
threshold in which positive outcomes could be expected. In fact, it is evident in Figure 1 that, in
this fictitious U.S. city, 20 percent of responses are far too slow, and that this city has a potential
life-threatening service delivery problem. Average response time as a measurement tool for
police departments is simply not sufficient. This is a significant issue in larger cities , if hundreds
or thousands of calls are answered far beyond the average point.
By using the fractile measurement with 90 percent of responses in mind, this small city has a
response time of 18 minutes, 90 percent of the time. This fractile measurement is far more
accurate at reflecting the service delivery situation in this small city.
7 A fractile is that point below which a stated fraction of the values lie. The fraction is often given in percent; the
term percentile may then be used.
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Figure 8—Fractile versus Average Response Time Measurements – EXAMPLE
Another critical factor in measuring response time is to be realistic about what that time
indicates. For example, for a life-threatening call for service, industry standards and academy
instruction stresses the importance of an officer waiting for his or her backup. Not only does the
presence of a backup improve safety, it tends to reduce the risk of escalating violence at a call.
With this in mind, emergency call response times should be measured based on the arrival time
of both units—the primary unit and the backup.
4.1 RESPONSE TIME ANALYSIS
Approximately 2,000 records (less than 2 percent of 127,810 total calls for service) had unusual
response times of less than 0 or greater than 60 minutes. These records were removed to improve
the analysis. To further improve the analysis, records with Priorities of 6–9 were consolidated
into Priority 5.
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4.1.1 Single-Unit Responses
Figure 9—Priority 1 Single-Unit Response Time
Response times for Priority 1 calls (n=1,292) occur in 25.7 minutes or less 90 percent of the
time.
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Figure 10—Priority 2 Single-Unit Response Time
Response times for Priority 2 calls (n=1,714) occur in 29.0 minutes or less 90 percent of the
time.
Figure 11—Priority 3 Single-Unit Response Time
Response times for Priority 3 calls (n=14,279) occur in 26.4 minutes or less 90 percent of the
time.
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Figure 12—Priority 4 Single-Unit Response Time
Response times for Priority 4 calls (n=14,415) occur in 32.7 minutes or less 90 percent of the
time.
Figure 13—Priorities 5–9 Single-Unit Response Time
Response times for Priority 5–9 calls (n=20,414) occur in 31.4 minutes or less 90 percent of the
time.
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4.1.2 Multiple-Unit Responses
Figure 14—Second-In Unit Priority 1 Multiple-Unit Response Time
Multiple-unit response times for Priority 1 calls (n=4,127) occur in 22.9 minutes or less 90
percent of the time.
Figure 15—Second-In Unit Priority 2 Multiple-Unit Response Time
Multiple-unit response times for Priority 2 calls (n=11,171) occur in 19.8 minutes or less 90
percent of the time.
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Figure 16—Second-In Unit Priority 3 Multiple-Unit Response Time
Multiple-unit response times for Priority 3 calls (n=25,450) occur in 23.6 minutes or less 90
percent of the time.
Figure 17—Second-In Unit Priority 4 Multiple-Unit Response Time
Multiple-unit response times for Priority 4 calls (n=22,282) occur in 28.9 minutes or less 90
percent of the time.
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Figure 18—Second-In Unit Priorities 5–9 Multiple-Unit Response Time
Multiple-unit response times for Priority 5–9 calls (n=17,224) occur in 47.4 minutes or less 90
percent of the time.
4.2 RESPONSE TIME SUMMARY
The following table presents the response times for single-unit and multiple-unit responses.
These are the response times achieved for 90 percent of calls for service.
Table 8—90 Percent Response Time Summary
90% Response
Times (Minutes) Single-Unit
Multiple-Unit
(Second-In Unit)
Priority 1 25.7 22.9
Priority 2 29.0 19.8
Priority 3 26.4 23.6
Priority 4 32.7 28.9
Priority 5–9 31.4 31.9
Nationally, law enforcement agencies are adopting the more accurate reporting of response
times, moving away from an average of the time and reporting the 90 percent arrival time. The
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Department and City do not have a standard on response times for the most urgent police
emergency calls. Anecdotally, however, the Fire Department response time standard is 7
minutes8 (90 percent of the time) from dispatch to arrival. This would appear to be a reasonable
time standard as the public’s expectation for emergency response for fire emergencies carries the
same criticality as police emergencies.
Recognizing the safety factor mentioned above of two officers responding to an emergency or
urgent call, the City’s response time for Priority 1 and 2 calls, second-in units is 22.89 and 19.79
minutes respectively, 90 percent of the time, as seen in Figure 14 and Figure 15.
When establishing a response time goal, the City must look at its geographical constraints,
officer and citizen safety, and fiscal capabilities. Adding patrol officers during those peak calls
for service hours will reduce response times. The challenge is that adding one officer on the
street, 24/7, requires 5.25 additional full-time equivalents, which is inclusive of a “relief factor”
(i.e., an industry best practice used to account for staffing a position 24/7, 365 days a year).
For these reasons, the combination of Citygate’s recommendations to add Community Service
Officers (CSOs) to increase availability of officers, enhance documentation of committed time to
better analyze availability, and fill the existing seven positions in Patrol are critical to improving
response times. Once the seven officers are added, the Department will be in a better position to
re-examine the response time data and make appropriate additions in staffing to b ring the time
closer to a target response time goal.
Finding #1: The Police Department has not established a response time goal.
Recommendation #1: Establish attainable response time goals to meet
community expectations within the City’s fiscal
capabilities.
8 Seven-minute emergency response time for Fire Department is based on 1-minute call processing, 2-minute “turn-
out,” and 4-minute travel time. Source: Fire Chief Garret Olson
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Monday through Friday
from 9 am to 6 pm, and
Friday and Saturday
evenings from 10 pm to
3 am represent the largest
concentration of multiple-
unit calls for service
response.
SECTION 5—WORKLOAD ANALYSIS
5.1 EXAMINING CALLS FOR SERVICE BY FREQUENCY AND PRIORITY
In examining workload, the saturation of calls that
occur by day of week and hour of day is an
important visualization. This tool is also used when
the Department is above minimum staffing, to
compare proposed shift scheduling to calls for
service and peak times.
The following temporal chart shows the calls for
service volume across all priorities by hour of the
day and day of the week, combining both single-
and multiple-unit responses. There are two very
clear patterns evident: Monday through Friday from
9 am to 6 pm, and Friday and Saturday evenings
from 10 pm to 3 am represent the largest
concentration of multiple-unit calls for service response.
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Table 9—Service Calls by Hour of the Day and Day of the Week (All Priorities)
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 1,042 519 533 565 546 710 1,032 4,947
01 998 388 363 502 427 599 952 4,229
02 841 366 310 425 364 594 853 3,753
03 530 271 282 311 247 354 544 2,539
04 335 206 199 243 219 291 355 1,848
05 240 217 202 226 240 226 268 1,619
06 258 300 301 309 275 326 263 2,032
07 340 572 575 590 587 622 427 3,713
08 455 842 853 887 914 871 634 5,456
09 651 968 915 958 984 945 811 6,232
10 737 1,066 962 982 1,003 951 858 6,559
11 824 1,136 1,023 1,038 990 1,005 942 6,958
12 899 1,126 987 1,000 1,002 1,102 970 7,086
13 881 1,112 1,046 1,086 1,108 1,132 952 7,317
14 818 1,111 1,035 1,046 993 1,116 958 7,077
15 854 1,080 1,165 1,081 1,111 1,209 946 7,446
16 845 1,127 1,145 1,109 1,077 1,196 918 7,417
17 783 1,022 1,064 1,090 1,185 1,129 957 7,230
18 826 878 907 870 1,036 1,009 875 6,401
19 787 801 857 804 929 892 797 5,867
20 779 798 761 724 856 790 761 5,469
21 777 740 694 731 829 853 795 5,419
22 811 702 735 723 877 980 982 5,810
23 669 531 611 686 779 1,005 1,105 5,386
Total 16,980 17,879 17,525 17,986 18,578 19,907 18,955 127,810
Further analysis of the frequency and distribution of calls for service begins by comparing
single- and multiple-unit responses, beginning with multiple-unit responses.
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5.1.1 Multiple-Unit Responses
Multiple-unit responses across all priorities are summarized in the table below.
Table 10—Multiple-Unit Responses (All Priorities)
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 814 381 404 431 402 555 795 3,782
01 754 317 285 406 342 471 731 3,306
02 644 272 249 340 281 456 641 2,883
03 412 199 213 228 190 271 412 1,925
04 260 155 150 184 153 219 250 1,371
05 179 157 152 176 193 156 192 1,205
06 160 186 178 171 159 193 158 1,205
07 196 291 298 327 316 341 243 2,012
08 264 388 405 429 439 438 336 2,699
09 333 428 438 450 437 445 413 2,944
10 367 460 448 475 456 444 414 3,064
11 431 485 484 506 493 492 447 3,338
12 437 523 469 498 465 526 507 3,425
13 450 522 468 527 546 547 484 3,544
14 426 509 498 515 504 516 510 3,478
15 495 503 564 535 545 585 518 3,745
16 507 577 526 571 553 580 507 3,821
17 468 517 532 520 599 623 570 3,829
18 481 462 443 480 591 543 501 3,501
19 481 477 486 484 552 542 497 3,519
20 519 503 480 471 562 515 493 3,543
21 519 492 480 481 556 566 540 3,634
22 562 489 509 493 636 722 708 4,119
23 489 376 454 518 594 762 827 4,020
Total 10,648 9,669 9,613 10,216 10,564 11,508 11,694 73,912
There is a very clear pattern for multiple-unit responses, with the majority occurring during
nightlife hours on weekends (Friday and Saturday evenings from 10 pm to 3 am). Notice there
are comparatively fewer multiple-unit responses during workweek hours. The latter pattern very
clearly belongs to the single-unit responses.
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5.1.2 Multiple-Unit Responses by Priority
Table 11—Priority 1 Multiple-Unit Responses
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 54 9 18 17 20 30 49 197
01 73 15 10 18 25 35 53 229
02 35 16 7 17 16 18 39 148
03 19 5 14 15 11 11 16 91
04 12 3 6 9 4 11 7 52
05 9 8 5 8 8 4 13 55
06 8 12 4 6 7 7 8 52
07 12 13 10 22 14 13 13 97
08 9 25 21 17 28 23 9 132
09 13 21 30 27 27 30 21 169
10 19 24 20 31 25 25 18 162
11 22 33 30 27 31 33 23 199
12 22 31 27 31 32 45 17 205
13 32 37 19 27 23 44 29 211
14 27 30 23 30 40 33 35 218
15 28 26 31 36 42 36 21 220
16 41 33 37 41 32 38 33 255
17 24 35 38 42 43 39 23 244
18 18 22 31 33 44 30 22 200
19 18 20 26 27 34 30 22 177
20 28 31 25 26 40 33 23 206
21 27 30 23 31 42 30 35 218
22 25 18 17 22 23 33 31 169
23 20 13 19 24 29 38 36 179
Total 595 510 491 584 640 669 596 4,085
The amount of data available for Priority 1 multiple-unit responses is comparatively small,
representing just 3 percent of all calls. The volume represented here is comparatively small, but
there are allusions to the nightlife pattern discussed in the preceding table.
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Priority 2 multiple-unit responses confirm the weekend nightlife pattern above.
Table 12—Priority 2 Multiple-Unit Responses
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 154 57 62 63 80 107 171 694
01 181 48 43 85 61 94 196 708
02 147 50 42 63 45 100 144 591
03 63 20 25 31 21 51 72 283
04 44 19 22 31 28 21 34 199
05 19 21 13 21 21 21 15 131
06 12 19 27 15 15 19 20 127
07 19 34 35 39 24 43 27 221
08 33 49 50 49 53 58 41 333
09 44 53 54 54 64 60 54 383
10 55 56 63 65 58 70 53 420
11 59 52 59 69 93 81 66 479
12 72 79 56 74 58 70 77 486
13 65 65 74 72 82 57 62 477
14 48 78 76 67 83 66 68 486
15 82 74 74 85 75 94 56 540
16 61 69 69 95 103 66 60 523
17 73 86 88 73 79 78 80 557
18 73 89 72 79 86 73 76 548
19 76 89 77 77 85 72 68 544
20 83 94 62 67 83 78 73 540
21 86 75 75 87 89 79 74 565
22 100 64 81 72 83 102 101 603
23 69 44 58 79 103 115 116 584
Total 1,718 1,384 1,357 1,512 1,572 1,675 1,804 11,022
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There are some differences in the Priority 3 multiple-unit responses, with moderate volume
occurring between 3 pm and 1 am every day of the week.
Table 13—Priority 3 Multiple-Unit Responses
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 189 142 141 141 124 170 217 1,124
01 200 111 99 143 131 151 208 1,043
02 178 97 112 123 111 149 195 965
03 131 95 94 100 85 106 129 740
04 102 70 70 82 74 96 100 594
05 97 77 64 83 97 84 93 595
06 81 75 80 79 66 88 65 534
07 77 98 98 108 138 108 97 724
08 97 107 134 146 139 142 119 884
09 114 120 135 140 124 128 140 901
10 126 140 127 153 143 137 140 966
11 141 165 155 167 127 159 148 1,062
12 132 151 148 158 158 168 151 1,066
13 141 153 132 177 172 158 133 1,066
14 162 142 150 163 150 160 150 1,077
15 150 153 188 163 175 204 165 1,198
16 160 183 159 173 156 191 152 1,174
17 133 166 166 169 205 207 188 1,234
18 167 155 161 162 194 192 152 1,183
19 146 175 167 184 193 184 166 1,215
20 185 165 170 169 194 192 173 1,248
21 172 166 161 175 201 213 185 1,273
22 162 166 168 166 213 219 180 1,274
23 130 130 154 184 173 198 213 1,182
Total 3,373 3,202 3,233 3,508 3,543 3,804 3,659 24,322
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The remaining Priorities 4 through 9 follow the same pattern as Priority 2, with the exception of
Priority 6, which has an insignificant volume of 1,686 calls over six years. Combining the
remaining priorities demonstrates this familiar multiple-unit response pattern, with most
responses occurring during the nightlife hours.
Table 14—Priority 4–9 Multiple-Unit Responses
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 417 173 183 210 178 248 358 1,767
01 300 143 133 160 125 191 274 1,326
02 284 109 88 137 109 189 263 1,179
03 199 79 80 82 73 103 195 811
04 102 63 52 62 47 91 109 526
05 54 51 70 64 67 47 71 424
06 59 80 67 71 71 79 65 492
07 88 146 155 158 140 177 106 970
08 125 207 200 217 219 215 167 1,350
09 162 234 219 229 222 227 198 1,491
10 167 240 238 226 230 212 203 1,516
11 209 235 240 243 242 219 210 1,598
12 211 262 238 235 217 243 262 1,668
13 212 267 243 251 269 288 260 1,790
14 189 259 249 255 231 257 257 1,697
15 235 250 271 251 253 251 276 1,787
16 245 292 261 262 262 285 262 1,869
17 238 230 240 236 272 299 279 1,794
18 223 196 179 206 267 248 251 1,570
19 241 193 216 196 240 256 241 1,583
20 223 213 223 209 245 212 224 1,549
21 234 221 221 188 224 244 246 1,578
22 275 241 243 233 317 368 396 2,073
23 270 189 223 231 289 411 462 2,075
Total 4,962 4,573 4,532 4,612 4,809 5,360 5,635 34,483
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5.1.3 Single-Unit Responses
Single-unit responses occur primarily during working hours, with the bulk of calls occurring
between 9 am and 6 pm.
Table 15—Single-Unit Responses (All Priorities)
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 228 138 129 134 144 155 237 1,165
01 244 71 78 96 85 128 221 923
02 197 94 61 85 83 138 212 870
03 118 72 69 83 57 83 132 614
04 75 51 49 59 66 72 105 477
05 61 60 50 50 47 70 76 414
06 98 114 123 138 116 133 105 827
07 144 281 277 263 271 281 184 1,701
08 191 454 448 458 475 433 298 2,757
09 318 540 477 508 547 500 398 3,288
10 370 606 514 507 547 507 444 3,495
11 393 651 539 532 497 513 495 3,620
12 462 603 518 502 537 576 463 3,661
13 431 590 578 559 562 585 468 3,773
14 392 602 537 531 489 600 448 3,599
15 359 577 601 546 566 624 428 3,701
16 338 550 619 538 524 616 411 3,596
17 315 505 532 570 586 506 387 3,401
18 345 416 464 390 445 466 374 2,900
19 306 324 371 320 377 350 300 2,348
20 260 295 281 253 294 275 268 1,926
21 258 248 214 250 273 287 255 1,785
22 249 213 226 230 241 258 274 1,691
23 180 155 157 168 185 243 278 1,366
Total 6,332 8,210 7,912 7,770 8,014 8,399 7,261 53,898
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5.1.4 Single-Unit Responses by Priority
Since there are only 1,315 Priority 1 and 1,754 Priority 2 Single-Unit responses for the entire six-
year data set, these are combined in the next temporal chart. This is representative of the pattern
seen in the chart above, but notice there are zero calls on Tuesdays at 4 am over the entire six
years.
Table 16—Priority 1 and 2 Single-Unit Responses
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 28 7 8 9 14 19 23 108
01 48 12 4 7 8 17 37 133
02 24 3 3 8 10 15 28 91
03 15 4 3 6 3 10 15 56
04 4 2 1 1 5 3 16
05 3 6 4 1 5 5 3 27
06 7 4 7 5 6 8 7 44
07 10 14 6 10 13 15 8 76
08 12 16 19 24 28 13 11 123
09 16 22 20 22 25 26 12 143
10 10 26 24 20 28 31 18 157
11 20 27 35 27 30 27 23 189
12 20 31 30 28 41 36 21 207
13 18 33 32 29 49 30 27 218
14 20 32 31 26 41 34 23 207
15 18 37 40 29 29 37 28 218
16 19 36 41 36 31 34 21 218
17 20 29 26 25 27 28 25 180
18 16 18 29 25 21 26 15 150
19 8 10 19 24 19 20 18 118
20 18 14 12 12 20 22 11 109
21 13 14 9 15 19 12 17 99
22 7 20 11 17 13 11 15 94
23 14 5 9 8 12 13 27 88
Total 388 422 422 414 493 494 436 3,069
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There is very little difference for the remaining priorities, and hence they are consolidated below.
Priority 3 calls have slightly larger volumes later in the afternoon, whereas Priority 4 calls are
more evenly distributed throughout the afternoon.
Table 17—Priorities 3–9 Single-Unit Responses
Hour Sun Mon Tue Wed Thu Fri Sat Total
00 200 131 121 125 130 136 214 1,057
01 196 59 74 89 77 111 184 790
02 173 91 58 77 73 123 184 779
03 103 68 66 77 54 73 117 558
04 71 49 49 58 65 67 102 461
05 58 54 46 49 42 65 73 387
06 91 110 116 133 110 125 98 783
07 134 267 271 253 258 266 176 1,625
08 179 438 429 434 447 420 287 2,634
09 302 518 457 486 522 474 386 3,145
10 360 580 490 487 519 476 426 3,338
11 373 624 504 505 467 486 472 3,431
12 442 572 488 474 496 540 442 3,454
13 413 557 546 530 513 555 441 3,555
14 372 570 506 505 448 566 425 3,392
15 341 540 561 517 537 587 400 3,483
16 319 514 578 502 493 582 390 3,378
17 295 476 506 545 559 478 362 3,221
18 329 398 435 365 424 440 359 2,750
19 298 314 352 296 358 330 282 2,230
20 242 281 269 241 274 253 257 1,817
21 245 234 205 235 254 275 238 1,686
22 242 193 215 213 228 247 259 1,597
23 166 150 148 160 173 230 251 1,278
Total 5,944 7,788 7,490 7,356 7,521 7,905 6,825 50,829
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International Association
of Chiefs of Police (IACP)
recommendations and
industry best practices
suggest that law
enforcement workload and
staffing be evaluated in
part using the 20/20/20
standard for patrol
resource allocation.
5.1.5 Call Saturation Summary
These charts clearly illuminate the impacts generated during evening hours associated with social
or entertainment gatherings, where multiple-unit responses occur much more frequently than
single-unit responses by a factor of seven to five. When fully one-fifth of all calls for service
require three or more units, and these types of incidents occur during nightlife hours, it is time to
carefully assess whether staffing is sufficient during these peak demand periods.
5.2 IACP 20/20/20 MODEL – WORKLOAD DISTRIBUTION
International Association of Chiefs of Police (IACP) recommendations and industry best
practices suggest that law enforcement workload and staffing be evaluated in part using the
20/20/20 standard for patrol resource allocation. Preventative and proactive patrol is foundational
to safe communities and quality of life issues in communities. By this sta ndard, officers need at
least 20 minutes per hour available to have sufficient time to solve problems and prevent or
reduce future calls for services. The remaining portion of an hour is divided into two 20-minute
blocks for administrative time and calls for service.
Having examined calls for service by frequency and priority, the next step is to review workload
distribution. Citygate used computer-aided dispatch (CAD) data to project the proportion of time
patrol officers are spending in the areas of: call response, administrative duties (including report
writing), and proactive/preventative patrol activities (foundational to a proactive Community
Policing philosophy). While this method is a strong indicator of workload allocation based on
available data, it is imperfect. Citygate emphasizes that the following table is simply an estimate
based solely on CAD activity and any activity not
reported in CAD will not be captured. As
previously stated, there are additional areas of data
input and tracking by the Department that need to
be implemented to enhance accuracy and allow for
more thorough analysis of committed time for field
and investigation work forces. There are reasons
this estimate under-reports actual police time.
Citygate’s recommendations include corrective
action to more accurately document this time for
ongoing analysis. In June of 2016, Chief Cantrell
introduced and adopted the 20/20/20 rule as part of
the overarching Community Policing model for the
Police Department, at which time she implemented
procedures to track proactive/preventative time.
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Citygate has utilized these seven months of data and extrapolated it for the purposes of analyzing
this category of workload. As such, this data should be regarded as the minimum level of the
actual time committed to these three activities and, thus, only a part of the workload analysis.
Citygate’s methodology compares the time for reactive, administrative, and proactive time as
currently reported in the CAD system. Using the 20/20/20 rule, 20 minutes should be spent in
each category assuming the Department meets the standard.
Table 18—Allocation of Patrol Officer Time as Recorded in CAD
(Of 214 Days)
Calls for Service
Time
Proactive
Preventative Time Admin Time Total Time
IACP Recommendations 0:20:00 0:20:00 0:20:00 1:00:00
Time Consumed 0:18:15 0:06:52 0:17:05 0:42:11
Available Time 0:01:45 0:13:08 0:02:55 0:17:49
Using this method, calls for service consumes 30.4 percent of the hour, and 91.25 percent of the
allotted 20 calls for service minutes. This emphasizes the importance of gathering more detailed
data that captures specific workload elements under the administrative time category.
The data on officer availability in CAD is inconsistent with the opinions shared during the
interviews. That is not necessarily an indication that the patrol force is not extremely busy, but it
does indicate that the Department needs to continue to improve its tracking of time utilization
data. The preferred result is that the total time committed for responding to calls, report writing,
administrative activities, and documented proactive time is accurately captured.
In doing so, the documented proactive, self-initiated time and unallocated time together provide
how much time an officer is conducting preventative patrol. This time should minimally
constitute one-third of every hour worked. In agencies where a strong emphasis has been placed
on Community Policing, intelligence-led policing, and data-driven policing, Citygate has seen
allocated time goals of as much as 51 percent for proactive/preventative time.
Slightly less than one-third of every hour is undocumented time in CAD, and a very small
amount of time is being committed to proactive/administrative time.
Finding #2: The Department needs to improve its tracking of time and
categorizing of data for field activities.
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Recommendation #2: Establish additional radio protocols to status and parse
patrol officer’s committed time for patrol activities.
NOTE: Chief Cantrell has directed the refinement of data recordation based on this finding and
recommendation. Those protocols were enacted in January 2017.
The changes necessary to ensure that the 20/20/20 rule is being met will require additional
documentation, supervisory oversight, and management support to ensure that the changes
garner the needed data for sound staffing and deployment decisions. These efforts will bring
about stronger community safety, reduced crime, and ultimately, an improved quality of life in
the City.
5.3 ASSOCIATED WORKLOAD FACTORS
Having examined calls for service by frequency and priority, and assessed workload distribution
including the time consumed on calls for service, there are three remaining elements to be
considered in Citygate’s workload analysis:
5.3.1 Establishment of Performance Objectives
Currently the Police Department does not have any performance objectives or standards as they
relate to case management, work productivity, response time standards, and ratio of
measurements to the standards. Citygate has made findings and recommendations throughout
this study to address this going forward.
5.3.2 Provision of Staffing Estimates
As detailed in the workload analysis, accurate accounting of committed time is essential to
analyzing the needs for staffing. With the Department’s recent adoption of the IACP 20/20/20
rule, enhanced committed time documentation in CAD, and establishment of response time
goals, the combined data will provide an accurate picture of officer availability. This will provide
an articulable and defensible formulation of staffing based on community expectation and
performance measurements, as well as garner a greater level of accountability.
Growth can be a factor that contributes to staffing needs. In determining these impacts, the
increase in housing, density of housing, commercial development, and type of use in the
commercial developments must be examined. There are different staffing considerations that will
all contribute to workload, availability, calls for service, and crime. This will be discussed this
further in Section 8—Economic Development Considerations.
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SECTION 6—OPERATIONS BUREAU REVIEW
The Operations Bureau is commanded by a captain whose primary responsibility is to provide
general management direction and control for the Bureau. The Operations Bureau is responsible
for responding to emergency and non-emergency calls for service, proactive patrol, traffic safety
and investigations, and general law enforcement. The Bureau is the uniformed presence of the
Department that interacts with the community on a daily basis. The Operations Bureau consists
of uniformed Patrol, Traffic Safety Unit, Bicycle Unit, and Neighborhood Outreach.
While Citygate’s assessment of the Bureau was thorough, for the sake of brevity and the
usefulness of this document, certain units or squads have been omitted from this report for which
there are no issues or elements of concern to be reported.
6.1 PATROL
6.1.1 Dayshift Patrol
Dayshift Patrol is led by a lieutenant. He oversees the two Dayshift Patrol sergeants, 14
authorized Patrol officers, the Traffic Unit sergeant, and three authorized Traffic Unit officers.
There are also two officers assigned to the Community Action Team (CAT). The CAT
specifically manages complex issues related to chronic homelessness and the possible psychiatric
and addiction issues exacerbating the problem. The purpose of the Dayshift Patrol Unit is to
respond to calls for service, enforce state and local laws, act as a crime deterrent, enforce traffic
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From approval of a funded
position through advertising the
position; testing; background
investigation; medical,
psychological, and polygraph
testing; academy training; and
FTO training, it can take 11–12
months before an approved
officer position is filling a
scheduled shift as a police
officer and sharing the
responsibilities of safety for the
community.
laws, investigate criminal activity, investigate
traffic collisions, and assist with special
assignments as requested.
Vacancies
The hiring process for police officers is
extensive and arduous at best. Application,
testing and background investigation, and
medical, psychological, and polygraph
processes can take as much as six months to
complete. Agencies of similar size in California
experience a ratio of two successful candidates
for every 100 applicants. Once a candidate is
hired, the field training officer (FTO) program
will last three to four months, if the candidate is
a lateral hire (meaning they have completed the
police academy and served in another
department for at least one year). If the
candidate is an entry-level hire (with no academy training), they will have to successfully
complete a POST-approved police academy lasting a minimum of four months. From approval
of a funded position through advertising the position; testing; background investigation; medical,
psychological, and polygraph testing; academy training; and FTO training, it can take 11–12
months before an approved officer position is filling a scheduled shift as a police officer and
sharing the responsibilities of safety for the community.
As of this writing, the Police Department has four officers in FTO training, one candidate in the
police academy, and two lateral applicants in the hiring process.
Dayshift currently has two vacant authorized positions. The staffing is being augmented using
overtime and the reassignment of officers from specialty units. The inability of the Department
to maintain full staffing is, in part, a product of its historical reliance on lateral hires. The
addition of Community Service Officer (CSO) positions will help in the recruitment process and
allow CSOs an opportunity to train and perform under the Department before the significant
investment of the police academy. This is a wonderful stepping-stone on the career path and will
garner multiple benefits for the Department.
Currently, police officers are reluctant to lateral to another agency because it would mean
entering employment in a lower-tier PERS retirement plan. While this issue will be temporary as
more and more people are hired under the new lower plan, thus making a lateral move less
punitive, it is the Department’s current reality. Additionally, greater creativity and dedication of
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personnel to the recruitment process is needed. Operating with these vacancies is affecting the
entire Department, not just Dayshift Patrol.
Finding #3: The Department has difficulty maintaining full staffing, in part,
due to historical reliance on its previous success exclusively with
lateral hires. The current hiring climate necessitates greater
creativity in recruitment and expanding outreach efforts for a cross
section of candidates.
Recommendation #3: Consider the creation of police cadet classification. This
classifies police cadets as an employee while they
complete their academy training and reduces the costs to
the City during their training time.
Recommendation #4: Pursue employees from sources other than laterals. The
Student Neighborhood Assistance Program has yet to
produce a single sworn member of the Department.
Laterals are reluctant to leave existing agencies.
Department personnel should attend military recruiting
fares, advertise on the Department webpage and social
media programs, and utilize industry-recognized portals
such as California Peace Officers Association and
California Police Chiefs Association as places to
advertise current job opportunities.
Officer Reports
Reports taken by officers on Dayshift Patrol are reviewed by the lieutenant for approval. The
sergeants of the shift are responsible for annual evaluations of the officers, but they are not
currently reviewing and approving their reports. This is not an optimal arrangement, as the
sergeants would benefit from first-hand knowledge of the officers’ writing competencies for
evaluation purposes and they are most likely familiar with the call the officer handled. Assigning
sergeants the responsibility of approving officers’ reports would represent a significant change in
responsibilities for the sergeants and lieutenants and will require cultural reform to instill the
importance and benefits Department-wide.
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Finding #4: Dayshift sergeants are not currently reviewing officer reports.
Recommendation #5: Sergeants across all shifts should be the primary
approver of officers’ reports. It will give the sergeants
valuable insight as to the abilities of their officers. It will
help the sergeants write more accurate employee
evaluations. It will help the sergeants to mentor and train
the officers on their writing and investigative skills.
Note: Effective January 2017, the sergeants have begun reviewing and approving officers’
reports. This was instituted by the Chief after Citygate’s initial interviews. This issue was
highlighted to Command staff in a briefing conducted that relayed initial discoveries from
Citygate’s research. The Chief and her staff should be commended for taking quick action in this
area.
Field Time
The sergeants are tasked with many administrative responsibilities. This leads to an inability for
the sergeants to spend sufficient time in the field. This too is not optimal. The sergeants would
benefit from first-hand observations of how the shift officers are conducting their
responsibilities. Additionally, the officers are not benefitting from the wisdom and experience of
the sergeants, who would be a valuable resource on calls for service.
Finding #5: Dayshift sergeants’ administrative responsibilities prevent them
from spending essential time in the field with shift officers.
Recommendation #6: Define the sergeants’ responsibilities with an emphasis
on being available to assist and observe their officers in
the field. Minimize extra duties to ensure the sergeants
are in the field more often.
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Crime Analysis and Scheduling
There is no crime analysis unit to help the officers target specific crime trends, locations, or
types. Officers could more efficiently use their proactive time if they better understood the areas
of the City where they should target specific crime issues. This is exacerbated by the patrol
officers’ schedules of three consecutive 12-hour shifts followed by four days off.
Finding #6: The officers would greatly benefit from a crime analyst that could
help them quickly reacquaint themselves with crime targeting
efforts after four days away.
Recommendation #7: Add a full-time crime analyst to the Police Department.
This will help officers and detectives utilize their time
more efficiently (also mentioned in Section 7.1.2—
Investigations and in Section 7.3.2—Records).
(Add 1 FTE Crime Analyst)
Scheduling, as mentioned, is a challenge. The current method used in patrol (three 12-hour shifts
a week) makes communication between shifts difficult and costly. There are no built-in overlaps
of the 12-hour shifts, which contributes to longer response times and disrupted briefings. All
briefings and shift training must be done on overtime, and do not happen as often as they should.
There is currently discussion between the Police Department and the Police Officers Association
(POA) for possible restructuring of the current work schedule.
Policy Manual
The Police Department policy manual has been converted to Lexipol™ services. This service
system is widely used throughout the state as one of the premiere quality policy services and
provides an excellent nexus between policy and in-service briefing training sessions that ensure
the competency of officers in their understanding of current policy and situational awareness.
Almost everyone Citygate interviewed agreed that current manual is considerably outdated. This
was partially attributed to workload of the previous Administrative Sergeant. As recently as
January of 2017, the updates have resumed with the newly assigned Administrative Sergeant and
two other supervisors working through the backlog of needed updates. It is critical that these
updates are completed. This delay is contributing to confusion on the part of supervisors
regarding critical sections of the policy manual, most notably supervisory responsibility in the
reporting or documentation of certain activities. To clarify this point, Citygate found that the
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policy requirement that documentation occurs is understood and being followed; however, the
documentation, beginning with the first-line supervisor, is often not completed in a timely
manner. Clear direction under standardized policy and adherence to policy assures consistency
and compliance.
Finding #7: The Department’s policy manual is out of date creating confusion
amongst supervisors regarding workflow and responsibility.
Recommendation #8: Prioritize the policy manual updates with a target
completion date. Given that the Department is aware
that the policy manual is out of date, it would be prudent
to ensure all employees are aware of the most critical
policy updates and provide a date certain for the manual
to be updated.
Using standard Department practices for teaching and tracking, all officers must be aware of the
most current updates if determined necessary. This should minimally include Use of Force,
Firearms, Code Three Driving, Pursuit Policy, Citizen’s Complaint Policy, Discrimination
Policy, and Sexual Harassment Policy.
Special Weapons and Enforcement Team
The Police Department is part of a shared Special Weapons and Enforcement Team (SWAT).
Currently 11 members of the Department are part of a 26-person team that includes multiple
other cities and Cal Poly. The role for the individual officer is part-time, with training happening
monthly. The SWAT training is covered by overtime, which can be costly. However, the
education, skillset, and experience gained by the members of this team is valuable, both in a
critical incident when they form as a team, and in everyday law enforcement activities.
Community Action Team
The Community Action Team (CAT) team is involved in chronic homelessness and transient
issues. The citizens they interact with often have psychiatric issues and/or addictions. The
members of this team spend much of their time in court trying to obtain court-ordered assistance
for some people who are resistive of obtaining the help they may need.
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Finding #8: The Community Action Team process is time-consuming, keeping
the officers unavailable to assist in patrol for large periods of their
shift.
Recommendation #9: Evaluate the success of the Community Action Team
program and determine if other entities could assist with
some of the administrative tasks needed to provide help
to those that need it most. Consider personnel from other
City departments or charitable organizations to assist in
this area.
Body Worn Cameras
The Department has recently begun issuing Body Worn Cameras (BWCs). Not everyone has
been issued one yet. There is confusion as to who will maintain the archived video and be able to
produce it when needed and/or ordered. At present, the responsibility for the maintenance and
process of BWC video is assigned to the Property and Evidence Technician. The workload for
storing, managing, producing, and redacting this data will be daunting. It will quickly overwhelm
the Property and Evidence Technician given the current duties they already perform. Ideally, the
technician would have some existing duties removed, and/or the responsibilities of managing the
BWC program would be assigned to a new position within the Department.
Finding #9: The responsibilities of managing the video data for the Body Worn
Cameras (BWCs) are extensive and exceed the capacity of the
assigned technician to keep current primary job responsibilities
while maintaining the duties of BWC data management and
storage.
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Recommendation #10: Ensure there is sufficient equipment to provide each
uniformed officer with a Body Worn Camera. The tasks
of maintaining equipment, storing data, and retrieving
data need to be assigned to one person. There should be
no ambiguity as to the responsibilities of this program,
which will consume a significant amount of time. These
responsibilities cannot simply be placed on anyone
already impacted with other duties, such as the non-
sworn staff which is already encumbered with existing
duties.
Addition of one non-sworn staff member is needed to
accommodate this responsibility, and to reduce other
responsibilities for the over-worked non-sworn staff.
(Add 1 FTE Non-Sworn Technician)
Traffic
The Traffic Unit is under the command of the Dayshift lieutenant. The Traffic Unit currently has
one sergeant and three officers authorized. The Unit is not fully staffed because members of the
team have been reassigned to cover staffing shortages in Patrol.
The primary task of the Traffic Unit is traffic enforcement, collision investigation, and Driving
Under the Influence (DUI) enforcement.
Finding #10: The Traffic Unit appears to be operating very well; however,
staffing shortages in Patrol often necessitate reassigning Traffic
Unit personnel to cover Patrol shortages.
Recommendation #11: Proper staffing in Patrol, and the addition of Community
Services Officers (CSOs), will eliminate the need to
reassign Traffic Unit personnel to cover Patrol
shortages.
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CSOs could also directly benefit the Traffic Unit. The job description of the created class should
identify traffic-specific job duties of the CSO. The duties should minimally include the ability to
take minor traffic accidents, tow vehicles, issue parking citations, and assisting with traffic
control.
6.1.2 Nightshift Patrol
Nightshift Patrol is led by a lieutenant. He oversees the two Patrol sergeants, 15 authorized
Patrol officers, the Bicycle Unit sergeant, and three authorized Bicycle Unit officers. The
purpose of the Nightshift Patrol Unit is to respond to calls for service, enforce state and local
laws, act as a crime deterrent, enforce traffic laws, investigate criminal activity, investigate
traffic collisions, and to assist with special assignments as requested.
There are currently two vacancies on this shift, and one officer is off on a work-related injury
(Labor Code § 4850). The staffing shortage is being augmented through overtime and the
temporary reassignment of other assets.
Nightshift is also impacted by the issues that impact Dayshift. However, unique aspects of this
shift are discussed below.
Officer Scheduling
The current scheduling model is not an efficient use of the officers assigned to Nightshift. The
12-hour-shift model does not allow for overlap of officers’ shifts between Dayshift and
Nightshift. Therefore, the entire Nightshift has to be staffed to accommodate the highest hours of
demand for services. The first half of the shift usually experiences a substantial call volume, and
by the last third of the shift, from 0300 hours to 0700 hours, the call volume drops significantly.
Furthermore, the lack of overlap between Dayshift and Nightshift means they both start and end
their shifts at the same time. There are two periods during the day (shift changes) in which
coverage on the street is impeded. The shift changes occur when officers are briefed at the
beginning and end of their shift. With the exception of one cover shift, that has been
implemented since Citygate conducted interviews, more than half of the week, twice a day, the
lack of overlap means that overtime must be expended to provide field coverage, or no officers
will be available in the field. This increases response times significantly because there are
virtually no officers in the field for 20–40 minutes surrounding the shift change hours.
Finding #11: Officer scheduling issues affect both Dayshift and Nightshift Patrol
services, and need to be addressed holistically.
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Recommendation #12: The Department needs to work with the Police Officers
Association to configure a better deployment scheduling
model. This would be an excellent opportunity for the
Department to consider organizing patrol officers into
teams to resolve some of the workload and backfill
issues. The data analysis from this report will provide a
clear picture as to workload by hour of day and day of
week.
Note: During Citygate’s Mid-Project review, we were informed that there will be a change to the
current patrol staffing model. Patrol will be organized into teams, and a third shift, or overlap
shift, will be utilized to lend extra resources to late afternoon/evening hours. This was
implemented in January.
Nightshift Sergeants
The Nightshift sergeants are the field supervisors for the Student Neighborhood Assistance
Program (SNAP) employees. To staff this program, seasonal, part-time employees are hired from
local colleges to address quality of life issues in residential neighborhoods. It is administered by
the Neighborhood Outreach Manager. However, the SNAP employees are deployed in the late
evening/night, and are supervised in the field by the Nightshift sergeants.
Nightshift Patrol responds to calls for disturbances, parties, and related events from residential
neighborhoods. Nightshift Patrol receives assistance from the SNAP unit, but the SNAP Unit
does not possess law enforcement powers, and is very limited in the actions it can take.
Officer Reports
As indicated in the Dayshift Patrol section, the sergeants of the shift are responsible for annual
evaluations of the officers, but they are not currently reviewing and approving their reports.
However, one of the Nightshift sergeants does approve his officers’ reports. This is preferred, but
it is not the norm. This inconsistency needs to be addressed across all shifts, as the sergeants
would benefit from first-hand knowledge of the officers’ writing competencies for evaluation
purposes.
Recommendation #13: Standardize the policy of report approval by the shift
sergeant. This should be consistent throughout the
Department.
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The Nightshift lieutenant performs scheduling, leaving the sergeants sometimes surprised as to
who has been allowed to be off or assigned to training thus not being available for their patrol
shift. There is nothing inherently wrong or ineffective about the lieutenant performing
scheduling, but it does require timely and effective communication between the lieutenant and
the shift sergeants.
6.1.3 Bicycle
The Bicycle Unit is under the command of the Nightshift lieutenant. The Bicycle Unit currently
has one sergeant and three officers authorized.
The Bicycle Unit is primarily responsible for the downtown business district. The bicycles
provide excellent mobility around the very congested shopping, dining, and entertainment
district. Officers riding on bicycles will generally have a height advantage over pedestrians and
vehicles, which provides a greater field of view for spotting suspicious/criminal activity. The
officers are also very visible to the pedestrians, which creates a sense of security for the average
citizen and acts as a visible deterrent for criminals.
The Unit’s primary goal is to ensure a safe experience for the customers and business
owners/employees in that area. Depending on the day of week and time of year, the downtown
corridor can become heavily congested with people seeking an enjoyable evening. There are
numerous restaurants and bars in the area, and large crowds, public intoxication, and public
disturbances have the potential to disrupt the area.
This Unit is very much appreciated by the people Citygate interviewed for this study. It is an
asset to the City, and it has been well received by the community.
6.1.4 Use of Community Services Officers
Community Service Officers (CSOs) are non-sworn (civilian) positions without powers of arrest
and do not carry firearms due to liability issues. The Department currently has no CSO positions
authorized.
While a staple for support functions in many small and mid-sized agencies, CSOs have become a
valued position that usually handle lower priority calls which do not require an armed police
officer with arrest powers, freeing sworn officers to concentrate on those incidents requiring their
specific skill set. CSOs typically are paid significantly less than sworn officers, allowing
departments to field more people for the same amount of money. This has the effect of providing
quicker response times to citizen requests for police services.
With increasingly constrained budgets, agencies are now considering the versatility of this
position to augment the ever-increasing demand on sworn staff. Such is the case in San Luis
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Obispo. In a municipal police organization, the position of the CSO could perform a multitude of
duties and provide career path alternatives for this classification through assignment rotation.
Cross-training and expanded duties for this classification can include Detention Officer, report
writing, crime scene investigation (CSI), special projects, crowd and traffic control, minor traffic
collision investigation, telephonic follow-up on detective cases, crime prevention, and many
other civilian duties. Data and interviews with Patrol lieutenants and sergeants indicate that a
large portion of the calls, Priority 3 and below, could be handled by a CSO.
The cost saving benefits over sworn staff include a lower salary range, a less expensive
retirement program, less time to train, lower cost to provide equipment and for transitioning
CSOs to Officer, and less training time as a new Officer.
Most importantly, having the versatility of CSOs in the field can provide greater flexibility in
distribution of sworn officers and response capabilities for police officer response to the more
serious calls for service. Officers freed from report calls are available for those call type where
response times are critical.
Finding #12: Patrol staffing and response times are impacted by the calls for
service in the City. Much of the day and early evening calls are
report type calls that do not necessitate a sworn officer’s response.
Hiring Community Service Officers reduces the fiscal impact of
adding more sworn positions, while providing an avenue to
continue the current high level of service delivery and reduce
response times and officer availability.
Recommendation #14: Establish a new Community Service Officer
classification, capable of performing duties that include
Detention Officer, report writing, crime scene
investigation, special projects, crowd and traffic control,
minor traffic collision investigation, telephonic follow-
up on detective cases, crime prevention, and many other
civilian duties. Augment staffing in Patrol and
Investigations. Specific to Patrol, Citygate recommends
four Community Service Officers be added to assist in
call load distribution and reduce response times.
(Add 4 FTE Community Services Officers)
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The cost of this investment could be mitigated by the elimination of the SNAP program and the
cost savings from reducing overtime for patrol officers, given the efficiencies to be gained by
having CSOs.
6.1.5 Neighborhood Outreach
Neighborhood Outreach is managed by a non-sworn manager. She is responsible for a variety of
programs established to address quality of life issues and to broaden the relationship between the
Police Department and the community. She is a dedicated employee with tremendous enthusiasm
for her duties.
This manager has many tasks:
Manager of the Student Neighborhood Assistance Program (SNAP):
This is a seasonal, part-time job program for which students are hired from
local colleges for the school year. Each year, new students have to be
recruited, vetted through a background process, and trained. There are
nine authorized positions in the SNAP program and a budget of just over
$60,000. Currently, only six of the nine spots are filled. Filling the spots
and retaining the employees for the whole year is challenging and time-
consuming.
The SNAP program works at night. They are sent by dispatch to respond
to party calls to educate and advise the partiers about the responsibility to
maintain peace. They can issue warnings, but not citations. They are often
ignored when they knock on the door of the party as they are not respected
as having any authority.
The SNAP program can also issue warnings for parking violations, but
they have no authority to issue a citation or tow a vehicle.
The SNAP program does hold some symbolic value in uniting students
and law enforcement in solving quality of life issues for the community.
The SNAP program is not a successful recruiting tool. No SNAP member
has ever moved on to be a sworn peace officer of the Department. Many
have become officers in their hometowns after they returned home from
college.
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Finding #13: The Department has routinely struggled to fill all allocated SNAP
positions. The SNAP members are limited in the type of services
they can perform for the community. The program is time-
consuming given the amount of recruiting, vetting, and training of
students that must occur on an annual basis. It has not been an
affective recruiting tool for the Department.
Recommendation #15: Consider modifying the SNAP program (number of
positions) and use the cost savings to help offset the
Community Service Officer positions created for patrol.
The Department will gain more continuity with
permanent employees by hiring CSOs, which would be
able to perform the tasks of the SNAP employees plus
many other tasks to assist the community. The reduction
in workload on the Neighborhood Outreach manager
will enable greater focus on true crime prevention and
citizen outreach. The SNAP program could continue
with the benefits of student involvement.
College Outreach:
The Department meets on campus with incoming students each year to
advise them of their responsibilities in the community. Students are
advised of citations related to loud party calls, and the trouble that can be
caused by public intoxication. Students are also educated on how to avoid
being victimized as they adapt to their first time experience living away
from home.
The Department meets with the leaders of all of the recognized sororities,
fraternities, and student organizations seeking to gain cooperation on
keeping parties under control.
The Neighborhood Outreach manager administers the “Avoid Party
Regret” program, to educate students on how to protect themselves from
being victimized at parties, and how to avoid causing negative quality of
life issues for their neighbors and community.
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Administrative Appeals Evidence Preparation:
The Neighborhood Outreach manager prepares material/evidence for the
Administrative appeal hearings. Citizens and property owners cited for
Municipal Code noise violations can request an appeal of the fine through
the City. It generally takes an entire day to prepare for a morning of nine
hearings. There is usually one hearing day a month. The City averaged 96
hearings annually for 2015 and 2016. The City has a progressive fine
system for noise offenses. The first violation is $350, then $700, and
thereafter $1,000. The fine is for both the primary renter of the house as
well as the property owner. Either party can request a hearing to try to
avoid the fine.
Crime Prevention Specialist:
One of the roles of the Neighborhood Outreach manager is to act as the
Department’s Crime Prevention Specialist. That role is commonly defined
as someone from the Department that educates individuals and community
groups about how to effectively use crime prevention tools to reduce
crime and stay safe.
This portion of the duties is often hard to create time to perform due to the
demands of the SNAP program and the quality of life issues related to
parties, student outreach, and administrative hearings. There does not
appear to be great community involvement in the current system of
community meetings. Several have been conducted in the recent past with
only a handful of citizens in attendance.
This is a missed opportunity for the Department to build relationships with
the community and to gain valuable input as to what issues are impacting
the lives of the citizens.
Update: Chief Cantrell has been very busy, and successful, in
reconstituting rapport with the community. There have been numerous
steps taken since Citygate’s initial interviews to maintain and grow even
further the relationship she has established with the community. The
Department gained high praise from most of those interviewed for the
improvement in Department-wide community outreach efforts.
Neighborhood Officer Program (NOP):
The Department divided the City into 13 neighborhoods and assigned two
patrol officers to each neighborhood. The idea is that they can be a point
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of contact for the citizen for quality of life issues. This program is an
excellent example for building cooperation and trust between the
community and the officers.
The officers are to seek information from the citizens through routine
contacts in their area. They act as liaisons with the Department.
There seems to be confusion from many in the Department as to when and
how officers should be interacting in their neighborhoods. There does not
appear to be much accountability from Patrol sergeants and lieutenants to
ensure this program is functioning as intended.
Finding #14: The Neighborhood Officer Program is currently being utilized to
its intended level.
Recommendation #16: There needs to be a clear point of responsibility for the
Neighborhood Officer Program if it is to be beneficial.
The roles and expectations of the officers must be
clearly defined and communicated. There needs to be
accountability for those in the program so that it is
working as designed in all areas of the City.
NOTE: The Chief has recently required all officers to check in regularly at schools located
within their designated neighborhoods. This is an excellent step in bringing officers into
children’s lives outside of some type of enforcement activity. It also helps address desires raised
during Citygate’s City Councilmember interviews about doing more to unite law enforcement
with the youth of the community. This was an excellent development by the Department.
Volunteer Program:
This is not a very vibrant program with only a few volunteers. Overall, not
many people from the community are interested in volunteering with the
Department as the program currently exists. This is an under-utilized
resource. The program needs to be revised to create meaningful
opportunities for citizens to contribute to the community. The Department
could recruit for those specific skills needed to assist in the identified
areas. Volunteers need to know their work is needed and appreciated. The
City probably has a tremendous number of highly skilled citizens who
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have retired from their careers or other working members who have time
that they would like to apply to community service. Those skills are still
valuable. If the Department can capitalize on this work force opportunity,
the results would pay dividends in workload and community interaction,
and create citizen ambassadors who know and understand the quality
interworking of the Police Department.
There are currently no student interns in the Department. The background
check was a big hurdle, and students need to sign-up a semester in
advance. This is a missed opportunity to not only garner improved
relations with this segment of the community, but also attract prospective
full-time employees.
Finding #15: The Volunteer Program is under-utilized and citizens are not given
many meaningful opportunities to contribute to the community.
Recommendation #17: The Department should identify opportunities for
meaningful work that would be available to volunteers.
In doing so, community members can turn the previous
lackluster response to volunteer recruitment into a
sought-after community service opportunity.
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SECTION 7—ADMINISTRATIVE BUREAU
REVIEW
This section reviews the Administrative Bureau, including the Administrative/Investigations
Lieutenant (overseeing Internal Affairs and Investigations functions), Communications/9-1-1,
and Records.
While Citygate’s assessment of the Bureau was thorough, for the sake of brevity and the
usefulness of this document, certain units or squads have been omitted from this report for which
there are no issues or elements of concern to be reported.
7.1 ADMINISTRATIVE/INVESTIGATIONS LIEUTENANT
This position is responsible for all of the Department’s investigations teams, the School Resource
Officer, the Evidence Technician, and the Property Bureau. This lieutenant also acts as the point
person for Internal Affairs.
7.1.1 Internal Affairs
The Department, as with most agencies, investigates its own internal complaints. During
Citygate’s interviews, it was obvious that the Department is very concerned about maintaining
public trust. Citizen complaints are taken very seriously and are thoroughly investigated.
Complaints against staff can originate from two sources, citizen complaints and employees
within the Department. Once a complaint is filed with the Department, the Administrative
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Lieutenant must ensure that the executive staff is aware of the complaint, and then determine the
proper level of action required.
Minor issues can be assigned to the Subject Officer’s direct supervisor. More involved issues
will be investigated by the Administrative Lieutenant.
It appears the Department has an excellent understanding of the legalities pertaining to internal
investigations. The Department has recently switched to using IAPro to track and store all
information related to Internal Affairs. This is an excellent product that allows for tracking of all
issues related to risk management including complaints, use of force, vehicle accidents, pursuits,
property damage, and others.
The Administrative Lieutenant is charged with completing a thorough investigation, complying
with all the requirements of the Peace Officer Bill of Right (POBR), City requirements, and
contract language with Recognized Employee Organizations (REOs—employee bargaining
units).
The Administrative Lieutenant makes findings and recommendations on his investigation before
sending the investigation to the captain of the subject officer’s division for a second review of
findings and recommendations. This is NOT ideal. The investigator should be nothing more than
a neutral fact gatherer. The sole purpose of the investigator should be to find all facts and
document them, not make findings and recommendations.
The internal affairs investigation review process should be updated to include at least one level
of review above the investigator, before it is received by the Chief. That is happening now, but
one of the review levels is the investigator. It would be a better practice for the Administrative
Lieutenant to conduct the investigation and forward it to the employee’s Division Commander to
make findings and recommendations. The file could be forwarded to the subject officer’s captain
for first review of findings and recommendations. It could then be reviewed a second time for
findings and recommendations by the other captain.
During Citygate’s interviews with Police Department staff and with representatives from the
City, it became clear that confusion is created or mistakes are made when routing an internal
investigation through the review and approval process. The investigation needs to be reviewed
by many people in the Department and with City staff. Depending on the severity of proposed
discipline, the case may need to be reviewed by the Chief, the City Attorney, and possibly the
City Manager. To clarify, there were no indications of improprieties or partiality in the current
investigatory process. However, Citygate’s recommendations and findings in such an important
area are offered as critical fine tunings that bring the Department’s processes into alignment with
best practices.
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Finding #16: The investigatory workflow needs to be redesigned to include a
formalized checklist process. This will ensure internal affairs
investigations are seen by the appropriate supervisor or manager,
in the correct order, and to identify the investigation status at all
times. This will further aid in timeline compliance.
Recommendation #18: Amend the internal affairs investigation process to
include case file tracking and review. The updated
process must include at least one level of review above
the investigator to determine findings and
recommendations before forwarding to the Chief.
Implementing such a process would eliminate the investigator having a predetermined outcome
during the investigation, or structuring the investigation to support a finding resulting in a
predetermined outcome. It also preserves the ability of a case to be reviewed by multiple people,
giving the review process greater thoroughness and impartiality.
Better tracking is needed to know where every case is in the review process. This is critical,
because statutory time limits dictate how long a case can be held against an employee before the
imposition of discipline must occur. A tracking form should be created and attached to each file.
It will let the person who receives it know how long they have to review the case, and who the
next person is in the process that needs the file.
7.1.2 Investigations
Special Enforcement Team
The Special Enforcement Team (SET) is comprised of a sergeant and three officers. In addition
to this team, the City has one officer assigned to the County Narcotics Task Force. The primary
focus of SET has been on narcotics, but is evolving under new direction to add the duties of any
pressing issue facing the community.
In a slight modification of the Investigations Division, the sergeant over SET is also now
responsible for the Investigations Division detectives. Given the increased liability that surrounds
narcotics cases, undercover operations, handling of narcotics, evidence and informant
management issues, commitment of a dedicated supervisor to this functi on is highly encouraged
and consistent with industry best practices.
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Finding #17: There is considerable liability in operating a dedicated narcotics
team. Accusations against officers from unscrupulous characters
can include bribes, theft of money or drugs, illegal searches,
threats, and intimidation. The officers are often dealing with large
amounts of untraceable money and large amounts of illegal
substances. While the presence of a dedicated supervisor does not
eliminate these realities, it does add another layer of protection to
the officers working the unit and reduces risk exposure.
Recommendation #19: If the Special Enforcement Team’s primary focus will
be narcotics investigations, a supervisor for the team is
necessary. If narcotics investigations will not be the
team’s primary focus, having a shared supervisor with
the other units within the Investigations Division would
be acceptable.
Suspected Child Abuse Report
Suspected Child Abuse Report (SCAR) reports can come into the Police Department from a
variety of sources, such as school personnel, hospital staff, doctors, and others who are
mandatory reporters of suspected child abuse or neglect (Penal Code 11166). The Police
Department receives forms when the crime is believed to have been occurring in the City’s
jurisdiction.
SCAR reports are directed to the Persons Crimes Sergeant. Because of the possible severity of
the crime and the vulnerability of the victim, these reports take precedent over other work
occurring within the unit. The work is important and taken very seriously by the investigators.
Citygate found no issues with the Department’s management of SCAR cases. In fact, the
Department is to be commended for recognizing the potential severity of these cases and making
them top priority.
Detectives
The Investigations Division has separated its detectives into two disciplines: crimes against
people and crimes involving property.
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Persons Crime Detectives – Person Crime Detectives investigate crimes against
people including sexual assaults, physical ass aults, robberies, homicides, and
child abuse.
Property Crime Detectives – Property Crime Detectives investigates thefts,
burglaries, vandalisms, and identity thefts.
The Investigations Division works very well with patrol officers to advance cases to prosecution.
By allowing detectives to take over long-term investigations, patrol officers are able to return to
their patrol function quicker and be available for the community. The investigators have the time
and some of the resources needed to complete the investigation and present it for prosecution.
The lack of a crime analyst is severely impacting the effectiveness of the Investigations Division,
especially the Property Crime Unit. Many property crime suspects are prolific in the amount and
frequency of the crimes they will commit. Serial burglars and thieves are common in urban
areas, and are usually supporting a drug habit through the victimization of others. When they
need another dose of their drug of choice, they need to commit a theft/burglary to ac quire the
funds for the purchase.
There are crime anal ysis programs available that can track and forecast where a serial
burglar/thief may strike again. Through advance algorithms, patterns can be identified and
predicted based on the activity of serial criminals. Forecasting allows the crime analyst to
predict, with some reliability, a geographical area and time frame when the suspect is likely to
commit another crime. Once the area/time is identified, patrol officers can target their efforts in
that area. Often, through target deployment, the criminal is contacted and identified. These
programs work best when they are performed by a classically trained and skilled crime analyst.
Serial crimes are also committed against people, most often relating to peepin g, sexual battery,
indecent exposure, and sexual assault. These patterns can also be detected and predicted through
advanced crime analysis software.
Neither the Persons Crime nor Property Crime Units in the Investigations Division are using any
measure of advanced case management. They are relying on MS-Excel spreadsheets and manual
calculations to determine individual caseload and clearance rates among the detectives. This can
be better handled by migrating this information to a case management system. The ability to do
so already lies within the records management system (RMS) utilized by the agency.
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Finding #18: The Department is in critical need of a crime analyst. With the
proper software, a certified crime analyst can become a force
multiplier for the sworn staff of this agency. By identifying trends,
patterns, and “hot spots” of criminal activity, the crime analyst can
assist patrol and detectives in focusing efforts more successfully to
combat crime.
Recommendation #20: The Department needs to hire a trained crime analyst
and equip that person with dedicated crime analysis
software (also mentioned in Section 6.1—Patrol and in
Section 7.3.2—Records).
(Add 1 FTE Crime Analyst)
Finding #19: The Investigations Division is not utilizing its current records
management system to improve case management tracking.
Recommendation #21: Train the detectives on how the functionality of the
records management system can be used to track their
cases. Ensure data is being entered correctly throughout
the system to ensure seamless tracking of a case from its
origination by patrol officers through its successful
investigation and prosecution.
School Resource Officer
The School Resource Officer is assigned to the middle and high schools. The officer assists the
schools in areas related to facility security, crime prevention and investigation on campuses,
serious student behavioral issues, and crime deterrence.
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The School Resource Officer is also a tremendous asset for community relations and positive
police interaction with the youth of the City. By all accounts, the School Resource Officer is well
received and supported by both the community and the Department.
Citygate did not identify any issues with this program.
NOTE: Due to overtime, staffing, and budget constraints, effective February 2017, the School
Resource Officer program has been suspended and the position returned to Patrol.
7.3 COMMUNICATIONS AND RECORDS
7.3.1 Communications/9-1-1
The Communications Division is a dynamic environment that fluctuates from calm to frenetic,
with little or no warning. As the first point of contact with the public, and with the omnipresent
threats to public, officer, and firefighter safety, the Communications Division requires personnel
and levels of staffing capable of responding accordingly.
The Communications Division is a consolidated 9-1-1 communications center that serves the
Police and Fire Departments. Communications Division personnel are responsible for handling
emergency and non-emergency requests for service and information from the public via the
telephone and via the radio from officers and firefighters. They interact with other county
agencies via the computer aided dispatch (CAD) systems to request and coordinate field
resources. Communications Technicians monitor all radio traffic on the police and fire radio
frequencies and utilize the radio to dispatch units to calls for service, receive unit status updates,
and receive information from field units. They dispatch Police and Fire personnel to calls for
service and provide pre-arrival emergency medical dispatch (EMD) instructions to members of
the public via the telephone.
Workload
In 2016, the Communications Division handled 95,294 incoming and outgoing telephone calls,
which represents a decrease of 960 telephone calls overall compared to 2015. Included in the
2016 total are 19,318 calls to 9-1-1, an increase of 1,078 calls to 9-1-1 compared to 2015. Of the
9-1-1 calls, 74 percent were from callers using a wireless device and the majority of those, 55
percent, were Phase I, meaning they offered no location information other than the cell tower.
This is noteworthy as it requires the Communications Technician to take more time to pinpoint
the caller’s location if the caller is unfamiliar with the area or not cap able of providing his or her
location.
According to the National Emergency Number Association (NENA) Operational
Standard/Model Recommendation, the Call Taking Standards are that, “Ninety percent (90%) of
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all 9-1-1 calls arriving at the Public Safety Answering Point (PSAP) shall be answered within ten
(10) seconds during the busiest hour (the hour each day with the greatest call volume).” The
Division’s overall answer rate for 2015 was 96.77 percent. There were periods of time that the
Center was well below the national average. For example, during the 2200 hour, on May 5, 2015
(Cinco de Mayo), the Center was only able to meet the standard for 40.91 percent of the twenty-
two 9-1-1 calls received. Any 9-1-1 center can be overrun by a significant incident. However, the
drastic shift in the 9-1-1 answer time during the 2200 hour reflects the effect of minimal staffing
and the impact of not adding staffing for Citywide events that are known to likely result in a
heavier call load.
Overall, the Center easily met the NENA standard for 2016, with an average answer rate of
98.12 percent of the calls answered within the first 10 seconds. However once again, an incident
on April 29, 2016 (Good Friday), at 1700 resulted in twenty-two 9-1-1 calls to 9-1-1 and the
Center was unable to meet the standard with an answer rate of only 63.64 percent. While neither
of these instances represents the overall performance of the Center, which is generally within the
standard, they reveal the minimal staffing of the Center and how easily it can be overrun.
Finding #20: Special events and peak call load times significantly impact the
Department’s ability to meet the national standard of answering 90
percent of all 9-1-1 calls within 10 seconds during the busiest
hours and multiple special events.
Recommendation #22: Examine the benefits of staffing a position to
specifically cover the busiest hours and multiple special
events that occur annually in the City, as opposed to
overtime shifts.
The Communications Division dispatched 32,737 Police calls for service in 2016, representing
an increase of 818 calls for service compared to 2015. The Division also dispatched 6,187 Fire
calls for service in 2016, representing an increase of 599 calls for service compared to 2015. Of
the Fire calls, 3,899 were medical events, and the Communications Division provided EMD pre-
arrival instructions (PAI) during 3,702 of the medical calls. This is noteworthy, as it required the
Communications Technician to remain on the phone with the caller until the fire and/or medical
resources arrived on scene or until the situation no longer warranted EMD. These types of events
are time-consuming and prevent the Communications Technician from answering other
incoming telephone calls.
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In late 2016, administrative business calls were redirected to the Communications Center with an
estimated increase of 200 calls weekly. This increased call load compounds the 9-1-1 call
volumes, particularly at peak hours.
The Communications Division experiences an extremely low level of public or first responder
complaints, with only two complaints in 2016, one of which was unfounded and the other still
pending review. Complaints or issues regarding action or lack thereof and/or attitudes of the
Communications staff in correlation to the workload will often reflect public and first responder
satisfaction. Any substantial increase in complaints can be attributed to an overwhelming and/or
excessive workload, indicating additional staff may be needed.
Additional Telephone Workload
Currently, the data for the telephone lines other than 9-1-1 within the Communications Center,
meaning 10-digit business lines, emergency lines, and outgoing lines, is captured in the Intrado
Management Information System (MIS) instead of utilizing ECaTS. While there are varying
MIS reports available through the Intrado MIS, including these other lines in the
Communications Center in the ECaTS reporting will offer a way for the Communications and
Records Manager to confirm or crosscheck that data. Having these lines included in the ECaTS
reports also provides the ability to easily monitor the length of time required for dispatchers to
answer these incoming lines.
Although there is no national standard regarding the answer times for all of these other 10-digit
(emergency/non-emergency/administrative) lines in communications centers, the best practices
taught by the Association of Public-Safety Communications Officials International (APCO) and
the International Academies of Emergency Dispatching (IAED) instructs dispatchers to answer
these lines within two to three rings.
The time from one ring to the next equals approximately six seconds. Monitoring the answer
times on these lines will provide a more accurate picture of the overall efficiency of the
Communications Division. Longer ring times on these lines would suggest a need for additional
personnel, assuming all technology is functioning correctly.
Finding #21: The 10-digit telephone lines in the Communications Division are
not captured in ECaTS reports, though they are captured
elsewhere.
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The Communications
Technicians must make split-
second decisions and, currently,
they are doing so without
oversight during the many hours
when there is not a supervisor on
duty or when the supervisor is
performing the duties of a
working dispatcher.
Recommendation #23: Install any needed hardware and software to capture all
telephone lines in ECaTS.
Supervision and Oversight
The Communications Division is supervised by
two Communications Supervisors who report to
the Communications and Records Manager. At
one point, staffing included 12 dispatchers who
reported directly to the Communications
Manager. When the two current Communications
Supervisor allocations were added, two positions
were eliminated from the Communications
Technician allocations, dropping the number of
dispatchers who report directly to the
Communications Manager from 12 to 10. Since
then, one of the Communications Technician
allocations was restored, but the other was not.
The Communications Division is the first point of contact when people have an emergency that
requires a Police and/or Fire response. The Communications Technicians must make split-
second decisions and, currently, they are doing so without oversight during the many hours when
there is not a supervisor on duty or when the supervisor is performing the duties of a working
dispatcher. Absent a supervisor, the Communications Technicians are in the position of having to
make supervisory decisions, without the benefit of the training and guidance that is provided to
supervisors. This is problematic, as it increases the possibility for inconsistent application of
policies and practices and can increase the Department’s exposure to risk and liability.
The importance of communications supervisor is similar to that of a field sergeant in Patrol.
While communications supervisors can assist with workload of the unit they supervise, their
primary responsibility is to provide oversight and management of the call load and ensure
efficient and effective workflow in the Communications Center. This includes administrative
work that is necessary to the daily, 24/7 operation of an all-risk, 9-1-1 and radio communications
center. Risk management is essential in the communication center especially given the dual
discipline responsibilities of police and fire.
The current staffing model does not provide supervisory coverage 24 hours a day and seven days
a week. In fact, for 88 hours each week, there is no Communications Supervisor scheduled to
work. This includes 0300 – 0700 every day and all day Friday, Saturday, and Sunday, as well as
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Sunday, Monday, and Tuesday nights. Communications Supervisors are a working position.
They are counted as and function as dispatchers when on duty.
Adding three Communications Supervisors will provide supervision 24 hours a day and seven
days a week. It will also provide supervisory coverage, even when a Communications Supervisor
is on vacation, with minimal overtime. Most importantly, it provides continuity of operations,
supervisorial decision-making, guidance, and the expanded knowledge base that is required
during critical or high-risk situations. During the early morning hours (0300–0700), the
supervisor can work as a radio dispatcher and call-taker, if needed.
Finding #22: The current supervisory deployment and coverage is not adequate
to provide appropriate supervision and oversight.
Recommendation #24: Reduce risk and liability by hiring at least two
(preferably three) Communications Supervisors to
increase supervisory coverage at all hours. This will
provide the requisite supervision for the
Communications Division and, with five
Communications Supervisors, should provide adequate
relief factor coverage for planned supervisor absences,
such as training and vacation leave.
(Add 2 FTE Communications Supervisors)
Staffing
As of January 3, 2017, staffing includes 11 Communications Technicians, down from the high of
12 Communications Technicians, though there are currently four vacancies. There is also an
over-hire allocation that was created in preparation for known staff departures due to retirement.
If enough qualified candidates are found, the Communications Division could hire five new
Communications Technicians to bring staffing to 12 until the experienced Communications
Technician retires in 2017, assuming nobody else leaves.
There are two individuals in training and two applicants for which background checks are being
performed. If all four successfully complete training, and if there are no additional staff
departures, the Communications Division will achieve full staffing.
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The Communications Supervisors work four 10-hour shifts during a seven-day period. The
Communication Technicians work six 12-hour shifts and one 8-hour shift during a 14-day
period. Overtime is utilized to cover absences due to sick leave and vacation leave, as well as
staffing shortages caused by vacant allocations.
Staffing in the Communications Division is precarious, with only two Communications
Technicians on duty during the early morning hours. This does not provide sufficient staffing to
handle the number of telephone calls and the radio traffic that occur when there is an incident
requiring both a Police and Fire response. It also does not allow sufficient coverage for break and
meal periods.
Increasing the Communications Technicians allocations, as well as the Communications
Supervisor allocations, will allow adequate coverage to ensure there are at least two
Communications Technicians and one Supervisor on duty during the early morning hours. It will
also allow staff coverage during the busier evening hours, while allowing employees to take
requisite rest and meal breaks.
The existing schedule needs revisiting, with a goal of maximizing coverage during the busier
periods to correspond with peak telephone call and radio traffic levels. The 10-hour shifts for the
Supervisors are not conducive to providing this type of coverage. For all employees, explore
variations of 8-hour, 11-hour, and 12-hour schedules.
It is critical to retain the over-hire position in anticipation of four staff departures in the relatively
near future. Recruitment, hiring, and training should be conducted in advance of these departures
to avoid the dangerously low staffing levels that are present today.
There was discussion about creating contract call-taker positions, at a lower rate of pay, to
increase staffing and introduce additional candidates to the Communications Technician
position. In Citygate’s experience, this tends to be an exercise in futility on many levels.
If the current compensation package is not sufficient to attract qualified candidates, it is unlikely
that more candidates will be attracted when the pay is lower and the position is not permanent.
Additionally, a call-taker is limited to handling telephone calls and cannot operate the radio. This
is extremely limiting and an inferior solution for a communications center of this size.
Instead, Citygate recommends expending the time and resources to increase outreach and
recruiting efforts. Citygate also suggests conducting a compensation study to determine if pay
and benefits are commensurate to the work required and sufficient to attract the best candidates.
With a university nearby, it seems that there may be opportunities to appeal to students ready to
enter the workforce after graduation.
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Finding #23: Current staffing is at a critical level, with only seven of the eleven
Communications Technician allocations filled with fully trained
personnel. However, even if all eleven positions are filled with
fully trained technicians, a sufficient level of coverage is not
provided.
Recommendation #25: Add two full-time equivalent Communications
Technician allocations and, once those are filled,
maintain the over-hire allocation to reduce the
possibility of short staffing in the future.
(Add 2 FTE Communications Technicians)
In discussions with the Communications and Records Manager, many questions regarding
potential changes were answered by explaining that the topic was protected by the current
Memorandum of Understanding (MOU). These included, but were not limited to, the length of
the shifts; the start time of the shifts; the compensatory leave time that could be accrued, which
has no limits; and who will train new personnel. It is incredibly difficult to implement change
when the MOU restricts so many aspects of the working conditions. Management should work
together with employee groups included in the MOU to gain some flexibility in trying new ideas
and pilot projects to evaluate any potential changes.
Finding #24: The current Memorandum of Understanding is excessively
restrictive down to the start times for shifts.
Recommendation #26: During upcoming Memorandum of Understanding
negotiations, attempt to build in some leeway to afford
management more flexibility in decision-making that
can lead to improved efficiency.
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Training
Of all of the jobs in the Communications Division, the trainer is one of the most critical. The
trainer imparts valuable knowledge and helps trainees develop the knowledge, skills, and
abilities critical to a well-run communications center. Among other things, the trainer must be
flexible and able to shift their training style to meet the trainee’s learning style, while providing
the training in a live emergency communications center that allows little to no room for error.
The current training process removes the Supervisors from their supervisorial role, as it requires
all of their attention to be focused on training the new Communications Technician, as well as
functioning as a dispatcher. With only two Supervisors, this limits the Department’s ability to
hire only two Communications Technicians at a time or requires the Communications and
Records Manager to abandon her duties and train new personnel, which prevents the
Communications and Records Manager from conducting her daily duties and is not conducive to
peak productivity, efficient oversight, and basic management. Efforts to shift training
responsibilities to the Communications Technicians were thwarted, reportedly due to union
resistance.
After they have been taught how to train, the line level Communications Technicians are best
suited for conducting the training of new hires. Citygate strongly encourages attendance at the
POST Communications Training Officer course for each staff member who i s going to conduct
training. This will help ensure a more consistent delivery of information and structure training in
learning styles.
Finding #25: The two supervisors are the designated training officers and, when
needed, the Communications and Records Manager also serves as
a trainer, thereby interfering with their ability to supervise and
manage.
Recommendation #27: Work with the Communications Technicians, the union,
and human resources to include training responsibilities
in the job description for Communications Technicians
and compensate them accordingly.
Recruitment
The process for recruiting, selecting, and hiring personnel is expensive and time-consuming. In
public safety communications, it is also frustrating as the process often yields one or two new
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hires for every 100 or so applications. Industry-wide, the success rate of these new hires is
abysmal, with some agencies reporting a mere 25 percent success rate among those newly hired
employees. It was conveyed during interviews that four of the past six new hires at the
Communications Division are no longer employed. This is a very low success rate for an
expensive and time-consuming process.
Currently, Communications Division personnel are not involved in the recruitment or selection
process. As a result, it is easier to blame trainee failures on the caliber of the person who was
hired and on the decision of the person who hired the trainee. Citygate’s experience indicates that
this results in less ownership from the trainer(s) in the trainee’s success. Involving
Communications Division personnel in the selection process will encourage buy-in and shifts the
responsibility for the caliber of the chosen candidates from Police or Fire Administrators to the
communications personnel involved.
Communications Division personnel also anticipate a minimum of four tenured dispatchers
leaving within the next three years. This will result in a tremendous drain in knowledge, skills,
and organizational history. Involving dispatch personnel and considering new ideas, such as an
information meeting for potential applicants to learn what the job entails, would be beneficial.
Also, implementing newer testing technology, such as one of the industry leaders, CritiCall,
would increase the chances and rate of success.
Finding #26: Communications Division personnel play little to no part in the
recruitment process for new employees for the Division, and the
success rate for trainees in the Communications Division is less
than desirable.
Recommendation #28: Involve Communications staff at every stage of the
recruitment process, from pre-employment testing to the
final interview.
Call Load Management
The dispatchers describe a system in which they manually and/or mentally track the type and
complexity of calls for service, as well as which officer has been assigned each call to more
evenly distribute the workload to all field personnel on duty. They work within the CAD system
and track on paper the calls assigned to each officer in an attempt to equally disperse the varyin g
calls. This adds a layer of work and decision-making that is not necessary. It also lends itself to
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tension between the Communications Division personnel and field personnel when there are
perceptions of an imbalance in the assigning of calls.
Workload volume is a function of patrol supervision, beat structure, and deployment metrics. If a
particular beat officer is handling more calls for service, it is the field supervisor’s (sergeant’s)
responsibility to manage the workload. If the workload is consistently unbalanced, then
deployment metrics should be analyzed to determine beat boundary alignment or if it is
necessary to add officers to the beat. Additionally, settings in the CAD system can assist in
assuring a more even call distribution by beat.
Finding #27: Dispatchers are manually tracking call volume and complexity to
manage officer workload.
Recommendation #29: Patrol supervisors should be directed to manage the
workload of the field officers in concert with beat
deployment considerations. Communications Division
staff should be removed from this process.
9-1-1 Call Volume and Location Accuracy
Wireless 9-1-1 calls are an increasing part of the incoming calls to any communications center,
and this trend is expected to continue. Communication centers generally receive over 70 percent
of their calls from wireless callers. This includes the San Luis Obispo Police Department, which
received 74 percent of its 9-1-1 calls from callers using a wireless device such as a cell phone.
These calls may take additional time for the Communications Technician to process if the caller
does not know where they are or are unable to communicate their location.
Wireless 9-1-1 calls are routed to communications centers based on many factors, some of which
may be variable, such as cell sector antennae coverage, signal strength, and network volume. The
process used to determine which agency receives the wireless 9-1-1 calls from a given cell sector
requires collaboration with the Communications and Records Manager, the County 9-1-1
Coordinator, and the State 9-1-1 Coordinator, using data that is available from Emergency Call
Tracking System (ECaTS).
Among other things, ECaTS allows users to identify how many calls are received from each cell
sector and how many calls are transferred to another agency. According to ECaTS reports, 100
percent of the wireless 9-1-1 calls from 319 out of 461 (69.2 percent) cell sectors assigned to the
Communications Division are being transferred to another agency, such as the CHP. This
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indicates a high level of wireless 9-1-1 calls received in the Communications Division are
requiring a transfer to the appropriate handling agency.
When more than 60 percent of the wireless 9-1-1 calls for a given cell sector have been
transferred to another agency, that indicates the cell sector may need to be rerouted to that
agency. This will allow a greater number of future wireless 9-1-1 calls from that particular cell
sector to go directly to the appropriate agency without transfer. As a result, this should reduce the
number of wireless 9-1-1 calls that are incorrectly being received by the Communications
Division.
It is also possible there may be other cell sectors that have been incorrectly routed to other
agencies. During the cell sector review, the users may identify cell sectors that are routed to other
agencies that have a high percentage of call transfers. In this case, it is possible that some cell
sectors will need to be rerouted to the City’s Communications Division. This could cause an
increase in wireless 9-1-1 calls or it could offset the deficit caused by rerouting other cell sectors
to other agencies. Either way, rerouting cell sectors and reducing wireless 9-1-1 call transfers
will enhance service delivery to the public.
Finding #28: The Communications Divisions transferred 100 percent of the
wireless 9-1-1 calls from 69.2 percent (319 of 461) of cell sectors
to the correct agency, such as the California Highway Patrol.
Recommendation #30: Meet with the County 9-1-1 Coordinator and the State
9-1-1 Coordinator to review cell sector routing decisions
and reroute cell sectors to the appropriate agency when
historical data shows that more than 60 percent of the
incoming calls were transferred from the Police
Department to another agency.
Abandoned Calls
The abandoned call rate for the Communications Division’s 9-1-1 calls (9.35 percent for 2016
and 7.83 percent for 2015) is greater than CALEA’s recommended standard of 5 percent.
Calls are considered abandoned when the caller hangs up prior to the call being answered in the
9-1-1 center. Although there is no national standard, a 5 percent overall abandoned 9-1-1 call
rate is considered acceptable. A percentage higher than 5 percent may indicate one, or a
combination, of three scenarios. The first scenario is due to inadequate staffing to answer the call
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in a timely manner so the caller terminates the call prior to it being answered. The second
scenario involves the loss of cell sector coverage. The third pertains to inadequate call
management where staff does not place the existing call on hold to answer a newer incoming
call.
One of the first steps to resolving this would be to analyze the abandoned calls and determine
how long the call was ringing before the call was abandoned. Long ring times would i ndicate
insufficient staffing or inadequate call management. Another option would involve tracking the
times when the Communications Division receives the highest average number of abandoned
calls and comparing those times with staffing levels, as well as reviewing incidents that may
have caused a spike in calls for a major incident wherein dispatch staff could not possibly have
answered every incoming call.
Finding #29: The abandoned call rate for the Communications Division’s 9-1-1
calls (9.35 percent for 2016 and 7.83 percent for 2015) is greater
than CALEA’s recommended standard of 5 percent.
Recommendation #31: Although a high abandoned call rate often serves as an
indicator of staffing shortages, explore reasons for the
abandoned 9-1-1 call rate and attempt to resolve the
issue.
Inter- and Intra-Department Communications
The Communications Division is located in a portion of the Fire Department building, in a
separate building than the Police Department. It is not uncommon for employees to feel
disconnected or isolated in this type of setting. Whether it is a major policy decision or an
announcement to wear mourning ribbons for a slain officer, it is important for the Police
Department to maintain open lines of communication and ensure that the Communications
Division employees are provided with information in a timely manner. Routine meetings with
Police and Communications personnel, as well as timely email notifications to Communications
personnel, will help bridge that gap.
There is a perception that decisions are made by the Fire Department without a complete
understanding of the potential impact on workflow in the Communications Division. Variations
in the types of equipment that are used to respond to certain calls appear to have increased and
seem to be much more nuanced when compared to other centers. Generally speaking, fire
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dispatching is rather straightforward and very structured, which should lend itself to faster
processing times. The nuanced variations that have been introduced in the City may be detracting
from this. In some cases, a change of protocol or procedure may not create an efficient process in
the Communications Center. Additionally, if the desired outcome is an increase or change in
deployment, including Communications personnel in the formulation of a dispatch protocol to
affect that change may produce a more desirable result. Routine meetings can improve
communication and decisions that impact the workflow in the Communications Division. These
meetings can also provide greater understanding for the reasoning behind a particular change
and/or the reason why a particular change may not be beneficial.
Finding #30: Communication between the Fire Department, the Police
Department, and the Communications Division does not occur
regularl y, which leads to Communications Division employees
feeling disconnected and unappreciated.
Recommendation #32: Establish a small group comprised of representatives
from the Communications Division, the Fire
Department, and the Police Department to meet
routinely and discuss operational policies and
procedures.
Response Time
The Department measures response times from the time a call is dispatched until the time the
first unit arrives on scene, which is not an accurate reflection of “response time.”
Calculating response times from the time the officer is dispatched is in conflict with the public’s
expectations as well as the industry standards. Response times should reflect the time frame from
when the public requests a response to when the assistance arrives. Response times consist of
five components: the call answer time, the processing time by the dispatcher, the amount of time
the call for service holds in the queue until a unit is dispatched, the amount of time that lapses
from the time the unit is dispatched, and the time the first unit arrives on the scene. Calculating
response time from the time a unit is dispatched to the time the first unit arrives artificially
improves the time for the Department and misrepresents the total agency response time.
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Finding #31: The Department’s current method for measurement of response
times does not include call processing time. This method does not
coincide with industry standards.
Recommendation #33: Adopt a response time measurement policy that
measures the time from when the telephone call is
received until the time first unit arrives on scene. (See
Section 4 for further discussion on response time
measurements.)
Contracting Additional Dispatch Services
The San Luis Obispo Police Department currently provides dispatching services for the Cal Poly
Fire Department and there have been discussions about the Police Department entering into an
agreement to provide dispatching services for the Cal Poly Police Department. This could prove
to be very challenging, especiall y given the current staffing levels within the Communications
Division.
The nature of fire dispatching is typically much more straightforward than it is for police
dispatching. Typically, self-initiated activity is incredibly limited. Fire units do not initiate traffic
or subject stops, nor do they go into foot pursuit or vehicle pursuits, so the spontaneity is
significantly reduced. The fire dispatcher also typically adheres to a very structured set of
protocols when dispatching fire apparatus to a call for service.
Police dispatching, even for a university, is much more dynamic and spontaneous. There are
many more variables that require split-second decisions. It is challenging to learn and remember
the nuances and rules for the various types of incidents, and this is compounded when the
dispatcher must learn and remember another set of rules for the contracting agency. It is very
similar to annexing another community, with all of its informal and formal addressing and
descriptions of locations. Even minor variations, though they can be learned, can increase the
potential for error.
The current staffing levels at the Police Department are not sufficient for the current workload.
Efforts should be focused on attaining minimum staffing, including filling the suggested new
allocations, before exploring the addition of a contract agency. When this is achieved, explore all
aspects of adding another user agency to the mix.
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This discussion is not intended to discourage the consolidation of workload and resources wh en
it makes sense to do so. Instead, it is intended to encourage stabilizing the current work
environment before considering a change that increases complexity, introduces variables, and
increases workload, even if additional staff is included.
Additionally, taking on a contract of this nature requires additional study that is outside the scope
of this contract. Cost benefit, governance, and staffing are all detailed considerations that would
be evaluated in such a study.
7.3.2 Records
The Records Unit is responsible for reviewing, entering, and updating police records, reports,
and citations. Records Clerks must research records and provide requested information to law
enforcement personnel, courts, and the public, as appropriate. In doing so, they must adhere to
complex regulations regarding the release of information and public records requests, both
statewide and nationwide. The Records Unit must also respond to subpoena requests, discovery
orders, and other requests for information. This requires a thorough understanding of the
California Public Records Act (PRA) and the Federal Freedom of Information Act (FOIA).
The Records Unit is supervised by one Records Supervisor, who functions as a quasi -manager
and reports to the Communications and Records Manager. Staffing includes five full-time Police
Records Clerks, though there is currently one vacancy, and one part-time Police Operations
Specialist. By all accounts, the Records Unit is a cohesive team that works well together. In
2015, the Records Unit processed 8,629 reports and 6,619 citations, and in 2016, those numbers
increased to 8,907 reports and 7,047 citations.
Until 1998, the Records Unit had its own manager. However, when the Chief fired the Records
Manager, those duties were assigned to the Communications Manager and she became the
Communications and Records Manager. This created a significant increase in workload and
requires a substantial depth and breadth of knowledge, above and beyond what was required
when that position was only overseeing the Communications Division.
Over the years, the duties associated with a Records Manager have changed dramatically. In
addition to the need to possess a thorough understanding of PRA and FOIA, the Manager has to
respond to an increasingly knowledgeable and curious media and public, ensuring the right
information is released under the right circumstances. The Manager also acts as the California
Law Enforcement Telecommunications System (CLETS) Agency Terminal Coordinator (ATC),
ensuring that security is maintained for all Department personnel and regulations are strictly
adhered to for computer access to state and national crime databases. These include, but are not
limited to, Stolen Vehicles, Department of Motor Vehicles, Wanted Persons System, Automated
Property System, Restraining Order System, National Crime and Information Center, Automated
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Weapons System, and Uniformed Crime Reporting. In addition, there are new reporting
requirements that legislatively will require complex audits on use of force incidents and racial
profiling.
Report Review and Input
As of January 4, 2017, there were 24 reports from December 2016 that had not been submitted
by the responsible officer to the Records Unit for review and entry. There were also hundreds of
citations that had not been processed. These types of delays are not uncommon in the Records
Unit and have become more or less accepted as a way of life. As of October 11, 2016, there were
still 12 reports from September 2016 that had not been submitted by the responsible officer to the
Records Unit for review and entry. In addition to the reports, there were also estimated to be
more than 100 citations in the Records Unit awaiting entry into the records management system
(RMS). It was explained that the citations are entered after certain reports have been entered,
based on priority, usually within four weeks of receiving the citation and within a couple of
weeks before the court date.
The Records Unit cannot be held accountable for reviewing reports and citations and enteri ng
them in the RMS when the reports and citations have not been submitted to the Records Unit.
The delay in submitting reports and citations extends far beyond the timely entry of the
information. This is similar to the distribution of duties discussed in the Call Load Management
subsection, which describes the field sergeant’s responsibilities. Management of the workload
and quality of the work product of the field officers is, or should be, the responsibility of the field
supervisors. Performing that task in a timely manner should greatly reduce any delay in data
entry, or at the very least determine if the Records Unit is adequately staffed to handle this
portion of the workload.
These delays adversely impact service delivery to the public, prohibit the required timely
reporting of Uniform Crime Reporting (UCR) statistics, and prevent the accurate gathering,
analysis, and dissemination of statistical information that is useful for intelligence-led policing.
By way of example, the November 2016 UCR data was not submitted until the end of December.
This also exacerbates the workload in the Records Unit by causing members of the public to call
repeatedly, over the course of up to four weeks, requesting a report, only to be told that it is not
ready yet. The inconvenience of having to call repeatedly is detrimental to customer service and
community partnership. The follow-up phone calls could be eliminated completely if reports and
citations were submitted and entered in a timely manner.
While the late submission of reports and citations is clearly an inhibitor to timely data entry and
reporting, an efficiency study is suggested to determine if there is disparity in the quality and
quantity of workload being completed by each Records Clerk. By having each Records Clerks
focus on one task for a day (i.e., one Records Clerk is responsible for entering citations and
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nothing else), the Records Supervisor can compare productivity by quality and quantity. It is also
recommended that this task be rotated daily, and that productivity be measured at the end of the
week. The same approach should be taken with reports, even breaking the reports down by type,
if necessary.
Finding #32: There is a consistent backlog of reports and citations awaiting
entry into the records management system. One of the results of
this practice is that the Police Department is routinely late in
submitting Uniform Crime Reporting data to the Department of
Justice and ultimately the Federal Bureau of Investigations.
Recommendation #34: Institute and enforce a policy that requires officers to
submit completed and approved reports and citations to
the Records Unit by the end of watch. Consider adopting
a policy wherein the Records Unit workload must be
caught up prior to a trigger date, such as the fifth day of
each month. In an effort to determine the feasibility of
this goal, consider conducting an efficiency study to
determine if Records Clerks are maximizing
productivity and performing to industry standards.
The current process for submitting, reviewing, and entering reports places the Records Clerks in
a quasi-supervisorial role over sworn personnel and also creates a time-consuming bottleneck in
the process by having the Records Clerk review the report prior to the sergeant or lieutenant
reviewing the report. If there are questions, inconsistencies, or other issues with the report, the
Records Clerk attaches the appropriate slip and forwards the report to the sergeant or lieutenant.
The sergeant or lieutenant reviews the report and returns it to the officer for correction. Once the
officer makes the corrections, the report is submitted to the Records Unit and the process is
repeated.
This process can be easily streamlined by having the officers submit their reports directly to their
sergeant within the specified timeframe. This will allow sergeants to be more aware of those
officers who are submitting their reports on time and those officers who may benefit from
additional guidance or training when completing reports. It also places the sergeant in the role of
supervising the quality and quantity of each officer’s workload instead of placing the civilian
Records Clerks in that role. This process also provides the opportunity to prompt interaction
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between the officer and the supervisor regarding a work product that is likely to be seen by the
public and the courts. Modifying this workflow may require additional training for the sergeants
and lieutenants who will be viewing and approving the reports prior to Records staff.
Instituting a change with the implementation of the new Law Forms software would provide
officers the capability to write reports on their mobile computers. It was discussed that this
policy has not been established regarding the workflow on this new system. Typically, officers
will enter their reports on their mobile data computers and the report is electronically forwarded
to a sergeant for review and approval. Once the report has been approved, it is electronically
forwarded to the Records Unit and, if appropriate, detectives for follow-up. This shifts the role of
the Records Clerk away from data entry to more of a quality assurance role, focusing on specific
areas of the report, such as location and victim information and application of the correct UCR.
Finding #33: The current process for submitting, reviewing, and entering reports
is time-consuming and blurs the lines of supervision by requiring
Records Clerks to, at times, read the entire report, checking for
thoroughness, accuracy, and attachments, before forwarding it to
the sergeant or lieutenant for review and, after it has been
approved, returning the report to the Records Unit for entry. It also
unnecessarily creates a bottleneck when a Records Clerk reviews a
report that requires correction and sends the report to the sergeant,
who reviews it and sends it to the officer for correction before the
cycle starts again.
Recommendation #35: Management of the workload and quality of the work
product for field officers should rest with field
supervisors (sergeants). Officers should submit reports
to their sergeant or lieutenant before the end of their
shift, and the sergeant or lieutenant should read the
entire report, checking for thoroughness, accuracy, and
attachments. Upon approval by the sergeant or
lieutenant, the report should then be forwarded to the
Records Unit for entry and assignation of the Uniform
Crime Reporting code, based on the complaint type and
summary.
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Records Supervision and Distribution of Duties
Citygate discovered a high level of commitment within the Records Unit to quality control,
starting with the Records Supervisor. While this level of commitment and concern is admirable,
the level of effort oversteps boundaries and is taking valuable time away from time-sensitive
tasks that need to be completed and are within the purview of the Records Unit.
For example, the Records Supervisor reviewed 1,971 calls for service in July 2016 and 1,936
calls for service in August 2016 that were cleared without a report being written to ensure the
calls were cleared correctly. When extrapolating these two months out to 12 months, the Records
Supervisor will review approximately 23,442 calls for service in CAD. For 2015, the amount
reviewed added up to more than 29,000 calls for service, which was found by subtracting the
number of reports that were completed from the total number of calls for service for the year.
Even if it only takes 60 seconds to review each call for service and move on to the next one, this
task consumed more than 32 hours of the Records Supervisor’s time each month in July and
August. For 2016, it is projected that this process will consume more than 390 hours of the
Records Supervisor’s time (23,442 calls for service divided by 60 minutes for an hour equals
390.7 hours).
This type of quality control is better suited for sergeants, as they have supervisory responsibility
over the patrol officers, and they can conduct the task as time allows, as well as disperse it over a
group rather than have the responsibility fall on one person. With the sergeants condu cting
random spot checks on calls for service that were cleared without a report being written, it also
allows the sergeants to notice individual officer response times and miscellaneous information
that may shed insight on an officer’s productivity and understanding of what types of incidents
should be documented. The Department can establish policy to determine how many calls for
service the sergeants should review per officer per month. Placing this responsibility with the
sergeant or watch commander is consistent with industry best practices.
Finding #34: The Records Supervisor’s time is consumed performing ancillary
quality control duties that are more appropriately handled by
sergeants.
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Recommendation #36: While the Records Supervisor’s commitment and
concern are admirable, this position should not review
calls for service. It is recommended that a sergeant or
lieutenant conduct this type of oversight in the form of
random spot checks.
Workload
The Records Unit environment is professional and open to members of the Department to walk
in and conduct business and/or visit. While open communication between the Records Unit
personnel and Department personnel may be desired, at some point interruptions are detrimental
to productivity and efficiency.
While it is desirable to have an open door policy that allows the cultivation of professional
relationships, this practice can be disruptive and counterproductive. This is not intended to
discourage open communication on business-related matters. Rather, it is intended to reduce non-
work-related activities and conversations that prevent the Records Clerks from completing their
job related duties. This is one of the responsibilities of the Records Supervisor and should be
factored when assessing the management of workload and need for appropriate staffing.
Finding #35: The open door policy in the Records Unit allows officers and other
personnel to engage Records Unit personnel in conversation that is
not work related and can affect the productivity and efficiency if
not judicially managed.
Recommendation #37: Limit access to the Records Unit to those who have
official business, or have the Records Supervisor
provide the assistance needed, when possible.
Staffing
Staffing levels in the Records Unit seem barely sufficient to stay abreast of workload and absorb
absences for vacations, holidays, training, and sick leave, which are usually not backfilled with
overtime. The existing Records Clerk vacancy exacerbates the situation, especially as it pertains
to managing the data entry backlog for reports and citations.
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Filling the existing vacancy will certainly help managing the current workload and reducing the
backlog of report and citation entries. However, it is not certain this will be sufficient to
eliminate the backlog, especially considering there is anticipated population growth for the City.
Adding a full-time Records Clerk allocation offers an array of opportunities to eliminate backlog
and enhance customer service. Additionally, if staffed, this position should allow the reallocation
of business calls previously redirected to dispatch, to be answered by records personnel during
normal business hours. This allocation can be utilized to cover scheduled absences, such as
vacation leave, holiday leave, and training leave, thereby eliminating the need to use overtime. It
can also be used to enhance staffing at the front desk and provide assistance to the public without
interrupting the remaining Records Clerks.
Currently, Records Clerks periodically work overtime on weekends in an effort to reduce the
backlog. It was discussed that when working overtime on Saturday or Sunday, Records Clerks
are more efficient because they are able to work uninterrupted. As a stopgap, or possibly in lieu
of additional staff, consider a schedule modification wherein at least one staff member works a
weekend day. This will allow the Records Unit to process reports and citations as they are
submitted during the weekend, rather than waiting until Monday to try to catch up. Although this
can be a difficult change for staff at first, with time the realization of the benefits could offset the
adjustment pains.
Furthermore, discussion revealed that the staffing vacancy in the Records Unit has existed for
almost one year. Streamlining the recruiting and hiring process, with consideration given to
outsourcing the background investigation to private contractors, will allow new employees to be
hired in a timelier manner.
Finding #36: Staffing levels in the Records Unit are insufficient given the
existing workload and the added workload due to absences caused
by vacations, holidays, sick leave, and training (which are not
usually backfilled with overtime).
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Recommendation #38: Add another full-time Records Clerk allocation to
provide adequate staffing during scheduled absences.
Also, fill the existing Records Clerk vacancy and, until
the new Records Clerk allocation is filled, use overtime
to maintain staffing when Records Clerks are absent.
These actions should eliminate data entry backlog.
(Add 1 FTE Records Clerk)
Functionality of Work Area
When fingerprinting services were moved to the current location in the Records Unit, it
eliminated the second service window. This makes it challenging for Records Clerks to assist
people in a timely manner and also makes it challenging to maintain the customer’s privacy
when discussing their needs. Focus on the ability to assist more than one citizen at a time with
the appropriate level of privacy. Rather than have staff return to their desks to make inquiries,
provide a telephone and a computer with network access. In addition, consider installing bullet -
resistant glass to protect staff from any threats and increase the Records Unit’s surveillance
capabilities to include the views currently available to the Communications Center and Watch
Commander.
Finding #37: The configuration of the front desk area limits Records Clerks to
assisting only one person at a time. Additionally, there are no
phone or computer capabilities at the desk, and the absence of
bullet-resistant glass causes security concerns for Records Unit
personnel.
Recommendation #39: Redesign the front desk area with input from the
Records Unit staff and an emphasis on enhancing
efficiency, improving customer service, and increasing
security. Include a telephone and a computer with
network access.
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Dictation Services
Records Unit personnel are transcribing dictated reports for a small number of officers. The time
spent on dictation is time taken away from processing the backlog of reports and citations. T here
were recent discussions to outsource this process, but with so few members of the Department
utilizing this method of submitting reports, a better suggestion would be that those individuals
receive any additional training needed to deter them from using this process rather than consider
the expense and time involved with transcribing dictated reports. Continuing this practice only
serves to enable those officers who have not advanced to the current technology and it forces
additional training and a unique skill set to be maintained by Records Clerks.
Finding #38: Dictation services are still offered to sworn staff for reports. This
time-consuming practice should be discouraged.
Recommendation #40: Although not extremely time-consuming with only six
reports dictated over a period of 13 days, this process is
archaic and should be discontinued. As an alternative,
the Department may want to explore the use of dictation
software, such as Dragon Speak, to enhance efficiencies
when transitioning to field-based reporting.
Public Access to Reports and Online Reporting
Online reporting was unsuccessfully attempted and abandoned in 2005, causing members of the
public to come to the police station to obtain a copy of a report or requiring an officer to respond
to their location to create a report. Over the years, online reporting systems have undergone
major changes both in capability and integration with CAD and RMS. Online reporting should
be reconsidered both for the convenience of the public and reduction in workload for the field
officers and ultimately the Records Unit staff. The timing is right with the majority of the public
at ease with technology, so long as it is designed and implemented correctly.
Additionally, the City’s fee schedule that establishes the cost for an individual or businessperson
to obtain copies of certain reports and documents is convoluted and difficult to explain to the
public. It is unnecessarily complicated and there is very little flexibility for collecting fees if the
requestor is not able to drive to the Police Department to make payment.
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Finding #39: Easy public access to obtain reports is hindered by the lack of
current technology and a convoluted fee structure that is difficult to
explain.
Recommendation #41: Review and simplify the fee schedule, especially with
regard to traffic reports, and implement an online
reporting system that is user-friendly for the public and
staff.
Distribution of Workload
Records Clerks share the responsibility with each other for assisting the publ ic at the front desk.
Greeting and helping the public at the front desk are important components of the Records Unit
function for connecting with members of the community and representing the Police Department
in a pleasant and professional manner. Unfortunately, without one individual responsible for this
task, each new individual arriving at the front desk requires the Records Clerks to interrupt their
report and citation entry work to assist the individual.
Offloading these tasks to a specific Records Clerk should increase productivity of the remaining
Records Clerks. The front desk assignment could also be rotated among the Records Clerks on a
daily basis to more evenly distribute workload.
Finding #40: Time-sensitive responsibilities, such as report and citation entry,
are disrupted by the intermittent and random need for Records
Clerks to leave their workstation and help the public at the front
desk.
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Recommendation #42: In addition to adding the full-time Records Clerk, which
was previously mentioned, consider a deployment
schedule that assigns a specific Records Clerk to
assisting the public at the front desk and have this
person work on data entry that can be more easily
interrupted and resumed, whether it is citation entry or
priority reports.
CAD and RMS Enhancements
It is not uncommon for CAD and RMS users to express frustration with limitations to
functionality, perceived and real, within these systems. Over the years, most vendors have
moved away from customizing systems to avoid complications that have arisen when installing
product updates among diverse users. Even when regression testing has been used, clients with
custom products have suffered from unanticipated glitches.
Records Clerks are under the impression that their suggestions for updates to enhance the
functionality of the Spillman RMS are not considered by the vendor. Like many CAD/RMS,
Spillman Technologies is a “commercial off-the-shelf” solution (COTS), with very limited
customization available. However, Spillman Technologies offers an annual Users’ Conference,
as well as an online portal for clients to submit ideas and suggestions. Spillman has a history of
welcoming user suggestions, and all clients are included in the voting process to determine
which submissions will be considered for implementation.
The Records Unit is encouraged to maintain a list of needed or requested enhancements and
submit them to Spillman Technologies for consideration. Specifically, the Unit should develop
and submit to Spillman Technologies a document that identifies the need for the enhancement(s)
and describe the desired outcome(s). Suggestions can also be submitted in multiple years, if they
are not originally implemented. It should be noted that Motorola Solutions recently acquired
Spillman Technologies, which could result in changes to this process, but that has not been
determined to date. At least one representative from the Records Unit should attend the annual
Spillman Users’ Conference and network throughout the year with Spillman users from ot her
agencies to gain support for the requested enhancement(s) and/or identify work-arounds that
have been discovered by other users.
Impending Retirements: Planning for the Future
The Communications and Records Manager has announced her intent to retire in September of
2017 after 34 years of service, which presents a unique and challenging opportunity for the
Department. It would seem difficult, if not impossible, for anyone to successfully step into this
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position and perform at even a fraction of the competency of the current Manager. This is not to
say there are not eminently qualified candidates to take on a Manager role; however, due to the
expansion of responsibilities and increased complexity that have occurred over 34 years, the
current Manager is performing the duties of at least two positions.
While traditionally these units were considered mostly clerical in nature, they now require a high
level of expertise, as well as familiarity with the various technologies in use. They also require
knowledge of local, state, and national laws, regulations, and standards. Without this level of
expertise, the Department, and ultimately the City, is exposed to a high degree of exposure and
liability.
The Communications Center and the Records Unit each demand a unique set of qualifications,
skills, and knowledge that have increased and become much more complex over time.
Additionally, the incumbent manager has acquired duties over the years that are outside the
typical scope of work for a Communications Manager and/or Records Manager. For instance,
many data requests that would normally be handled by a crime analyst are currently forwarded to
the Communications and Records Manager.
Separate managers for each of the two units would afford the individual manager the ability to
develop a greater level of expertise and focus on a specific discipline, as well as create an
effective span of control. For instance, the Communications Manager needs the knowledge, skill,
and time to focus on operational aspects that include quality assurance, performance
measurements, personnel matters, national standards, existing equipment, and emerging
technologies, among other things. This manager must also be knowledgeable about state funding
and be prepared to work with vendors to replace some equipment every five to eight years. This
requires working within the City’s procurement system and the state’s procurement system.
Likewise, the Records Manager needs the knowledge, skill, and time to focus on many of the
same operational aspects as the Communications Manager, but in a different context. While
equipment may not be replaced as frequently, it does undergo routine upgrades that require the
manager’s expertise and focus. Additionally, this manager must be knowledgeable of, and able to
work within, local and state laws and regulations regarding the release of information and
abiding with the California Public Records Act, among other things, which can have adverse
consequences if the Department is not in compliance.
Also, in an era when intelligence-led policing is at the forefront of contemporary practices, it is
more important than ever to have a trained crime analyst who is skilled at gathering, analyzing,
and disseminating information. This will ensure the information is shared in a timely manner and
with the requisite background and context. The Department and the community will also benefit
from having the crime analyst interact with a network of other crime analysts across the local
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region, the state, and the nation. Consideration might be given to having this position absorb
some of the duties currently performed by the Administrative Sergeant.
Additionally, consideration should be given to having these two newly created manager positions
and the crime analyst report to a civilian command staff level position. Civilians are governed by
different rules and employment law. Creating a command staff position would provide the
greatest opportunity of success, as this individual should develop a level of expertise regarding
civilian supervision and management. It would also assist in providing a thorough career path,
thereby encouraging retention and promotional opportunities for the support staff of the
Department. Creating a civilian command staff position also allows the Department to con sider
the possibility of transferring command and oversight of other civilians to this position, such as
the property and evidence staff, thereby allowing sworn leadership to focus on sworn members
and their role in the agency. Again, this position might be able to assume some of the
responsibilities currently performed by the Administrative Sergeant.
There was discussion about possibly replacing the Communications and Records Manager with a
lieutenant or other sworn allocation. This would not be the best course of action and is not
advisable. Both of these units require a subject matter expert as a manager, and most sworn
personnel do not have the expertise or the commitment that is required. Additionally, the
inevitable rotation every two or three years creates instability and often results in lack of
oversight, unfinished projects, and neglect of funding or lack of awareness on how to use
funding from the state.
Finding #41: Over the course of 34 years, the Communications and Records
Manager duties have greatly expanded within and beyond
Communications and Records. The incumbent manager possesses
a wealth of organizational history and knowledge, as well as
specific expertise within her field, which will make it challenging,
if not impossible, for one individual to replace her.
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Recommendation #43: Bifurcate the current Communications and Records
Manager position and establish two separate allocations:
a Communications Manager and a Records Manager.
Also, consider a third allocation, such as a crime analyst,
to assume responsibility for all data and statistical
components currently performed by the
Communications and Records Manager and the Records
Supervisor.
Implementing this change will allow each manager to focus on his/her specific area of expertise
and mitigate oversights caused by a divergent workload that requires tremendous attention to
detail. This change also significantly increases the opportunity to focus on the people who are
performing the line level jobs and become aware of nuanced changes before they become
significant issues. In addition, strong consideration should be given to the development of a
civilian command staff position to oversee the civilian units of the agency.
NOTE: Prior to the completion of this study, Police and Human Resources personnel acted in
part on this recommendation. The revised job description of the new Communications Manager
is finalized and duties of analysis and records have been removed. Recruitment should be
underway in 2017.
Records Project Management
Two Records Unit projects, the Marijuana Purge Project and the Laser Fiche Report Merge
Project, were depicted as lingering for years with little progress. These, and any other incomplete
work, should be reviewed for value and liability issues to the agency.
It was stated that records are being modified as far back as the 1950s. This would suggest that
these projects may encompass more than is required or more than should be done and that some
records may be retained beyond the recommended retention date.
Finding #42: Projects languish in the Records Unit with little progress, no
solution for completion, and no proposed completion date. This
includes projects to modify records that date back as far as the
1950s.
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Recommendation #44: Review incomplete projects for value and liability issues
to the Department to determine the appropriate course of
action.
Recommendation #45: Review the Department’s records retention schedule to
ensure that it is consistent with industry and City
standards and complies with all applicable legislation.
As a starting point, ensure that appropriate records are
purged in accordance with the City’s accepted retention
schedule, thereby reducing the workload of the projects.
At that point, review the outstanding projects and
consider the value of the projects before prioritizing the
order of completion. Finally, consider additional
volunteers and/or temporary, short-term employees to
complete these tasks.
Crossover Duties: Crime Analysis and Records
The Department has not traditionally functioned as a data-driven agency. With modern police
departments moving toward intelligence-led policing and the addition of a new Chief, demands
for timely statistical information have increased significantly. In an effort to meet these requests,
the Records Supervisor, Communications and Records Manager, and Senior Management
Analyst have drafted or at the very least provided data for these reports. Although their efforts
are to be commended, interpretation of data of this nature and drawing analytical conclus ions are
not their forte, nor have they received training to be qualified in this area of expertise. These are
the functions of a crime analyst.
The Department demands for timely data and analysis will only grow and consideration should
be given to adding a crime analyst allocation and hiring an individual who is specifically trained
in this area. Crime analysis, prediction and prevention, and intelligence-led policing have made
huge strides over the past few decades, and employing an expert in this field can only enhance
the capabilities of the entire Department, as well as improving the quantity and quality of data
available to all levels of the Department.
The recent purchase of the Spillman Technologies ComStat Management Dashboard should
greatly enhance the Department’s capabilities. This customizable CAD management tool
provides members of the Department the ability to easily view calls for service by locations and
hour of the day and allows for comparisons by week, month, quarter, or year. The dashboard
supports reports on response times, a statistic not traditionally available at the Department, and
allows comparison to national standards set by professional organizations. This allows
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management to make appropriate changes in staffing or schedules to increase effectiveness.
Implementation of this Spillman module should not be delayed.
Finding #43: The Records Supervisor, Communications and Records Manager,
and Senior Administrative Analyst are responsible for creating or
contributing to statistical reports for Department staff.
Recommendation #46: Add a staff allocation for a trained crime analyst and
have this individual utilize the Spillman Technologies
ComStat Management Dashboard, as well as other
available tools, to meet the Department’s needs. This
will allow the other managers and staff members to
focus on their areas of expertise and should significantly
enhance the information data set that is provided to the
Department. (Also mentioned in Section 6.1—Patrol
and Section 7.1.2—Investigations.)
(Add 1 FTE Crime Analyst)
Special Event Staffing
There are several occasions each year when additional officers are deployed to the Patrol
Division on an overtime basis for increased visibility and enforcement. This typically coincides
with a special event or holiday, such as Cinco de Mayo celebrations, and results in an increase in
reports, citations, and arrests. However, the Department has not deployed additional Records
Clerks to handle the increased workload generated by these events. This contributes to the
existing backlog of report and citation entries.
Finding #44: Planned events and occasions that require the deployment of
additional officers historically increase the number of reports,
citations, and arrests. Additional Records Clerks have not been
deployed during these events, and the resulting influx of reports
and citations contributes to the backlog in Records Unit workload.
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Recommendation #47: Anytime extra officers are deployed to the Patrol
Division and there is a probability that the number of
citations and reports will increase, it is necessary to also
increase staffing in the Records Unit to allow the
Records Clerks to enter reports and citations as they are
submitted rather than creating additional backlog.
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SECTION 8—ECONOMIC DEVELOPMENT
CONSIDERATIONS
8.1 GROWTH AND DEVELOPMENT
Given the post-recession recovery, the City is now processing multiple applications for
residential and commercial growth. Some of these are in existing neighborhoods, and others are
in the southern City and County areas adjacent to the City being studied for annexation. The
City-provided figure on the following page shows the locations of the 64 projects that were
under various stages of development application as of February 1, 2017:
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Figure 19—Proposed Development Projects in the City
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For the City, there are three major
influences on the population growth
as it relates to police impacts and
calls for service: impending growth
through annexation and infill
development, increases in student
populations from Cal Poly and
Cuesta College during college
sessions, and the tourism
population, which ebbs and flows
with seasonal attraction to the area.
Depending on final approvals, these
projects represent the addition of several
hundred thousand square feet of
commercial uses and several hundred
dwelling units. More than fifteen of these
projects are in the southern City and
possible annexation areas. Avila Ranch
alone could add 700 dwelling units. There
is no question that the City’s police
services will have more population,
buildings, and job locations to protect in
the southern City areas.
Growth projections and the resultant
impacts on police staffing can be projected
based on articulable data and historical
calls for service. Staffing impacts vary from jurisdiction to jurisdiction depending on the service
delivery model, building and occupancy types, zoning, transportation planning, calls for service,
and fluctuations of populations. For the City, there are three major influences on the population
growth as it relates to police impacts and calls for service: impending growth through annexation
and infill development, increases in student populations from Cal Poly and Cuesta College
during college sessions, and the tourism population, which ebbs and flows with seasonal
attraction to the area.
The draw of the community—its climate, amenities and quality of life—drives population
growth. The Planning Department’s growth projections indicate an additional 2,500 homes over
the next ten years. Most of this growth is planned to be single-family residences. Additionally,
the student enrollment at Cal Poly is projected to reach 22,500 full-time equivalent (FTE)
students (25,000 head count) by 2035.9 While Cal Poly is planning to increase on-campus
housing, student impacts on eating and entertainment venues in the City will increase based on
this growth.
There is a need to expand data collection on call types that are generated by these contributing
populations, as well as the uses of buildings, multi-family dwellings, businesses, and other
permitted uses. This information can be easily added to dispatch incident call statuses to create a
retrievable data field to track these non-resident population and facility impacts.
9 Draft Cal Poly Master Plan 2035. Web. September 28, 2016.
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With as little as one year of data, projections can be vital to the anticipated growth impacts on
police service delivery and provide a sound foundation for use permit conditions as they relate to
occupancy, entertainment, ABC licensing type, and hours of operation. The following list are
data categories that need documentation to aid in analyzing the impacts on police services. All of
these coincide with the life safety issues that are similar to the inspectional processes the Fire
Department conducts. They represent the additional data categories needed to augment current
calls for service basic data:
Residential calls for service
Single-family residence (if shared student or multi-family use or multi-
family complex)
Rental vs. owner occupied
College associated
Alcohol related
Restaurants / dinner house / entertainment venue / tasting rooms / grocery stores
Alcohol license type
College associated
Type of entertainment
There are several cities in California that have adopted ordinances and regulation s to address this
type of data and help identify those types of uses that have greater potential for impacting law
enforcement service delivery. Five of those cities are Orange, Fullerton, Placentia, Irvine and
Indio.10
Finding #45: Current data for commercial and residential impacts are not
sufficient to provide verifiable impacts based on land use, calls for
service, and contributing influences.
10 The tracking of information is foundational to identifying appropriate ordinances to help guide uses and minimize
calls for service impacts. The development to these data sets are beyond the scope of this study. There are firms and
published practices that can aid cities and counties in development plan review of law enforcement i mpacts, crime
prevention through environmental design (CPTED), and reviewing and developing these guidelines.
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Recommendation #48: The Department needs to add categories to its report
processes that will capture commercial and residential
impacts based on land use, calls for service, and
contributing influences. Providing this data along with
adding development guidelines for law enforcement
impacts will aid in community safety and reduce the
potential for calls for service.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
SECTION 9—NEXT STEPS
In conclusion, Citygate has identified steps that can be taken by staff to move the Police
Department forward, both in the short- and long-term.
9.1 SHORT-TERM
There are many recommendations in this study that could be completed with current resources
and staffing. They should be evaluated and discussed amongst the stakeholders. Those that
appear to bring value to the Department and the community should be instituted. Short-term
goals include:
Prioritize policy manual update completion with a specified date
Adopt policies and procedures for capturing data for:
All committed time for workload and deployment
Calls for service with impact categories for:
Student-related incidents
Licensed alcohol establishments
Reassign supervisory duties for report review and approval at sergeant level
Fill vacant sworn positions
Implement Internal Affairs tracking protocol.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
9.2 LONG-TERM
The long-term goals identified in this process would require new staffing, funding, equipment or
labor negotiations. The acquisition or implementation of these items would require significant
assistance from the City Manager and City Council. An example would be the creation of a
Community Services Officer position within the City, the funding for the position, and the hiring
of the personnel.
Provide for overlap staffing at all scheduled shift changes
Develop CSO job description, recruit, and hire
Provide six-month update of workload data, response time impacts, and crime
information
Fund recommended positions.
9.3 SUMMARY OF RECOMMENDED STAFFING INCREASES
Citygate’s recommended staffing increases are outlined below:
Table 19—Staffing Increases by FTE and Classification
Function/Unit Position Hours Total FTEs
Report
Recommendation
Office of the Chief Crime Analyst 40 hrs/week 1 7, 20, 46
Patrol Non-Sworn Technician (Body
Worn Camera)
40 hrs/week 1 10
Patrol Community Services Officers 40 hrs/week 4 14
Communications/9-1-1 Communications Supervisors 40 hrs/week 2 24
Communications/9-1-1 Communications Technicians 40 hrs/week 2 25
Records Records Clerk 40 hrs/week 1 38
Total FTEs Needed (All Classifications) 11
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APPENDIX A—WORKLOAD TIME
ALLOCATION – LIMITED TIME FRAME
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San Luis Obispo Police Department
Availability Time Analysis by Tencode
*** SUSPECT ELAPSED TIME DETECTED ***
Unit/Officer Status Total Accumulated Time Starting Time and Date
98 Available 07/06/16
AVAILABILITY CHART
Unit/Officer TOTALS
DAY SHIFT CALLS 0/0 OF AVAILABLE/ 0/0 OF ADMIN/ % OF TOTAL
FOR TIME PROACTIVE TIME REPORT TIME HOURS
SERVICE WRITING WORKED
HOURS
Monday DAY 821.69 35.98 537.42/181.11 31.46 743.53 32.56 2283.74
NIGHT 509.48 30.36 511.56/249.13 45.32 408.22 24.32 1678.39
Tuesday DAY 836.43 31.45 705.32/197.06 33.93 921.08 34.63 2659.88
NIGHT 563.12 34.47 481.29/193.34 41.29 395.99 24.24 1633.75
Wednesday DAY 820.37 27.59 783.08/273.83 35.55 1096.06 36.86 2973.34
NIGHT 568.70 19.82 1520.48/231.09 61.04 549.20 19.14 2869.47
Thursday DAY 906.79 30.19 741.09/238.99 32.63 1116.85 37.18 3003.72
NIGHT 600.42 26.58 715.43/346.90 47.04 595.81 26.38 2258.56
Friday DAY 878.61 34.13 633.79/260.41 34.74 801.34 31.13 2574.14
NIGHT 717.93 29.50 749.01/381.34 46.44 585.65 24.06 2433.92
Saturday DAY 746.73 36.05 536.97/196.91 35.43 590.50 28.51 2071.11
NIGHT 714.89 28.92 721.16/436.46 46.83 599.50 24.25 2472.00
Sunday DAY 585.59 36.97 410.79/144.71 35.07 442.92 27.96 1584.01
NIGHT 602.47 30.75 587.09/378.63 49.28 391.37 19.97 1959.56
TOTAL 9873.22 30.42 9634.48/3709.89 41.12 9238.03 28.46 32455.59
Report Includes:
All dates between 06/01/16' and 12/31/16', All unit agencies matching SLP*' All officer/unit(s), All days in range
rpcaval.xl 01/25/17
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
APPENDIX B—GROWTH PROJECTION
REFERENCES
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
SUMMARY OF 2014 RESIDENTIAL LAND USE ELEMENT RESIDENTIAL GROWTH
City of San Luis Obispo, Council Memorandum
April 14, 2016
TO: Mayor and Council
FROM: Michael Codron, Community Development Director
VIA: Katie Lichtig, City Manager
SUBJECT: Residential Growth Management
ENC: Summary of 2014 R esidential Land Use Element Residential Growth
This memo is being provided to the City Council to provide context with respect to the status of
residential growth in the City following adoption of the 2014 Land Use Element. The memo and
attached spreadsheet should provide Council, staff, and the community with an unde rstanding of
the current amount of residential development in various phases of City review. In addition, the
memo clarifies some key assumptions that are made in the Land Use Element based on analysis
of demographic tr ends.
Overview of Anticipated Residential Development
The attached table of residential development represents proposed projects in various phases of
City review following the adoption of the Land Use Element (LUE) in 2014. It is important to
know that the 2014 LUE ‘reset’ residential development capacity and growth expectations. The
numbers provided in LUE Table 3 are accurate and serve as the basis for implementation of the
City’s Growth Management Regulations.
The various phases of City review shown on the enclosed spreadsheet establishes the ‘certainty
of development’ spectrum for projects moving through the entitlement process. The City’s
Growth Management Regulations use building permit allocations to ensure compliance with the
City’s 1% growth policy, so those projects with building permits issued are considered “in the
pipeline.” Projects that have submitted applications for building permits, public improvement
plans for new subdivisions (PIPs), or that already have some form of entitlement such as a use
permit or Architectural Review, are more likely to move forward than those to the right of the
bold line on the attached spreadsheet.
Although staff cannot predict specific timelines for project completion because of a variety of
complicating factors, it is important to know that the City’s long range planning is based on the
assumption that all of the development envisioned in the General Plan would be constructed by
the build-out year, or 2035. In other words, the City is planning for full build-out by ensuring
that development proceeds in a manner that can be supported by available resources, and all
appropriate measures to ensure that Cit y goals and objectives for transportation, air quality,
water resources, public safety, parks and recreation, and open space conservation (to name just a
few areas of consideration) are met through the implementation of the General Plan.
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Comprehensive Services Delivery and Staffing Review City of San Luis Obispo, CA
RESIDENTIAL UNIT GROWTH (AS OF APRIL 2016)
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RESIDENTIAL UNIT 20-YEAR GROWTH PROJECTION (AS OF APRIL 2016)
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ADDITIONAL GROWTH PROJECTION INFORMATION
Additional growth projection documents are listed below, along with the website address.
General Plan Annual Report (growth projections):
www.slocity.org/home/showdocument?id=10775
Margarita Area Specific Plan (new residential neighborhood and business park,
Prado Road connection): www.slocity.org/home/showdocument?id=4070
Avila Ranch Specific Plan (new neighborhood in the planning phase on the
periphery of the City): www.slocity.org/government/department-
directory/community-development/planning-zoning/specific-area-plans/avila-
ranch
San Luis Ranch (infill neighborhood near commercial center on Madonna Road,
adjacent to existing residential): www.slocity.org/government/department-
directory/community-development/planning-zoning/specific-area-plans/san-luis-
ranch
Orcutt Area Specific Plan (new neighborhood under construction, at the south east
edge of the City, east of the railroad tracks):
www.slocity.org/government/department-directory/community-
development/planning-zoning/specific-area-plans/orcutt-area
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Slide 1Public Safety CenterProgram and Design Update
Slide 2Recommendations1. Receive a presentation on the replacement of the City’s sole Police Station with a new Public Safety Center; and2. Provide preliminary feedback to staff to guide the Public Safety Center programming, design, and construction pathway forward
Slide 3History of Existing Facility1969Original police building constructedApprox. 12,000 sf. (52 years old)SLO Population at that time – 28,0361983Two-story additionAdded approx. 3,800 sf. (35 years old)1990sAcquired 1019 Walnut St.Approx. 788 sf. (Built in 1947)
Slide 4Past Facilities Assessment Studies1988 City Facilities Master PlanWest & Doubledee Architects2003 Police Facilities Master PlanDaniel C. Smith and Associates, Inc. and Kaplin McLaughlin Diaz Architects2017 Delivery and Staffing Review of the PDCitygate Associates, LLC2021 Programming Document for ReplacementRRM Design Group
Slide 5Building Size: Needs SummaryCategory/ UseExisting AreaCurrent NeedCurrent DeficitFuture Need1Future DeficitPolice Department16,388 sf 27,351 sf(10,963 sf)33,464 sf(17,076 sf)EOC - 2,808 sf-2,808 sf-Community Room- 1,496 sf-1,496 sf-TOTALS216,388 sf 31,655 sf(15,267 sf)37,768 sf(21,380 sf)Footnotes:1. Future need based on 30-year growth projections2. Areas in table are Gross Square Feet, which includes circulation space (corridors, stairways and elevators), mechanical, electrical, utility rooms, etc.
Slide 6Existing Building: Significant Challenges1ADABuilding is not ADA compliant: no elevator, ramps, etc.2ElectricalBuilding has inadequate power supply: electrical capabilities are at maximum capacity due to age of building. Limits number of devices and equipment that can utilize electricity.3SafetyBuilding is not up to current earthquake standards, or the Essential Services Act4ParkingExtremely limited parking for visitors and employees.Often no street parking is available.5StorageThe need for additional storage space is essential.6Building MaintenanceComputer room does not have permanent cooling source, plumbing is becoming more problematic, roof leaks, HVAC system cannot handle heat load.7SecurityLacks updated security technology for a police facility.8Work AreasLayout of the building is challenging, restricts streamlined customer service.
Slide 7Patrol bag storage in hallway 1016 Walnut FoundationOverflow Storage/OfficeCombined electrical/storageCracks in WallParking behind buildingNB11NB16
Slide 7NB11 Insert photo of lobby at appropriate spotNelson, Brian, 8/17/2021NB16 Add outside photo from backsideNelson, Brian, 10/28/2021
Slide 8Existing lobby
Slide 9Existing Building AnalysisCould the existing building be retrofitted to bring up to current code?Architectural and structural assessment of existing building concluded it would cost approximately $18M to bring the existing building up to code, with no addition of space.
Slide 10Essential Services BuildingsWhat makes them unique?Seismic Requirements– are more robust than typical buildings, seismic code is updated regularly and has changed significantly since 1969. The Essential Services Act was adopted in 1988.Freeway Access– ability to quickly access all areas within City limits.Outside the Flood Zone– responders need to be able to operate and be mobile during flood events.Utility Requirements– the facility needs to be operational in the event of an emergency with redundant and protected utility connections.Unique Building Layouts –due to the nature of police work a police station requires specialized building features.Security –a high level of security is required within and around the building and site.
Slide 11Operationally Based and Community Accessible DesignPUBLIC CONNECTION FLOWOFFICER RESPONSE FLOWEVIDENCE PROCESSING FLOWBUILDING STACKING ADJACENCIES
Slide 12Previous Site Considerations1. Foothill Blvd. Site2. Prado Road Site4. Hind Lane Site3. Madonna Road Site
Slide 13Existing Site SelectedEXISTING SITE SELECTEDCal PolyDowntownSLOHSHospital
Slide 14Programming and Conceptual DesignGoals & Aspirations for a New Public Safety CenterCommunityFostering PartnershipsSafetyCommunity ConfidenceInclusionOpen and Inviting for AllRetentionValuing EmployeesSecurityProtection and ShelterSustainabilityEnvironmentally ResponsibleEquityIntegrity and RespectConnectivityInviting and Transparent
Slide 15Emergency Operations Center
Slide 16Community Room / Resiliency Hub
Slide 17Revised Site Plan (Single Phase Construction)Advantages• Approximately $10 million reduction in projected construction costs• Parking structure allows for all PD parking needs to be satisfied on site • Reduces overall construction duration by 1-year.*Note: Requires Police to relocate to temporary facilities during construction.Solar panels above
Slide 18Architectural Influences Considered
Slide 19Conceptual Character (Santa Rosa and Walnut looking west)
Slide 20Project Schedule and BudgetCURRENT PROJECTED SCHEDULE AND BUDGETFiscal Year Task Funding Amount Funding Source2021-22ARC, PC Presentations and Project Approval, BuildingProgramming, and Conceptual Design$100,000 Local Revenue Measure2022-2365% Design level Plans, Specifications, and Estimates $300,000 Local Revenue Measure2023-2490% Design level Plans, Specifications, and Estimates, Submit for Permit Review$400,000 Local Revenue Measure2024-25Final Construction Plans, Specifications, and Estimates, and Permits, Advertise project for Construction$400,000 Local Revenue Measure2025-26Award construction contract, construction start $52,000,000Debt Financing of full construction cost
Slide 21Recommendations1. Receive a presentation on the replacement of the City’s sole Police Station with a new Public Safety Center; and2. Provide preliminary feedback to staff to guide the Public Safety Center programming, design, and construction pathway forward
Slide 22Council’s QuestionsCommunity InputQuestions for Council
Slide 23Questions for Council1. Is the current schedule for project delivery acceptable, or does Council want to accelerate the project?2. What feedback does Council have regarding the architectural character presented for the building’s exterior from the provided rendering?3. Does Council support the idea of including a Community Room/Resiliency Hub in the new Public Safety Center facility, and does Council have any input on appropriate stakeholders?4. Are there any other questions, comments or concerns that council has regarding the project as a whole?
Slide 24
Slide 25Energy Efficiency GoalsBeing a leader in the Reach CodeExceed State energy requirementsAll-electric buildingSupport transition to electric fleetSolar power generationZero Net Energy (ZNE) FacilityExplore installation of a micro-gridExplore other opportunities for a sustainable facility
Slide 26Conceptual Locker Room
Slide 27EOC Extended Event Activation
Slide 28Building Size: Needs SummaryPoliceEOCCommunity Room16,388 sf31,655 sf37,768 sfExisting AreaCurrent NeedFuture NeedNB6NB13
Slide 28NB6 Update with new area summary tableNelson, Brian, 8/17/2021NB13 Too much detail - sum to PD, EOC, Community RoomNelson, Brian, 8/17/2021
Slide 29Building Size: Needs SummaryCategory/ UseExisting AreaCurrent NeedFuture Need1Police Department16,388 sf 27,351 sf 33,464 sfEOC - 2,808 sf 2,808 sfCommunity Room- 1,496 sf 1,496 sfTOTALS216,388 sf 31,655 sf 37,768 sfFootnotes:1. Future need based on 30-year growth projections2. Areas in table are Gross Square Feet, which includes circulation space (corridors, stairways and elevators), mechanical, electrical, utility rooms, etc.
Slide 30Past Facilities Assessment StudiesOctober 1988 – City Facilities Master PlanPrepared by West & Doubledee ArchitectsKey Takeaways • Existing building is not efficiently laid out• Additional 10,000 sf is needed by 2010• Expansion by 1995 is required• Parking is inadequate • Public counter is too small• Many offices have no windows • Interconnected heating ducts breach acoustical privacy• Inefficient layout contributes to limited light and ventilation• Patio is small and lacks sun light• Lower floor has limited natural light and ventilation • Locker rooms are inadequately sized requiring placement of locker in the hallways• Current site layout limits the possibility of expansion
Slide 31Past Facilities Assessment StudiesJanuary 2003 - Police Facilities Master PlanPrepared by Daniel C. Smith and Associates, Inc. and Kaplin McLaughlin Diaz ArchitectsKey Takeaways• Lockers, evidence storage, general storage is undersized • Communication Center is undersized, susceptible to flooding, and lacks basic employee support space• Department is decentralized with two separate facilities • Employee and public parking is insufficient • Lobby is inefficiently utilized • Parking requirements 141 by 2017 and 166 by 2027• Building does not comply with the “California Codes of Essential Services Act. • Does not comply with ADA
Slide 32Past Facilities Assessment StudiesApril 2017 – Delivery and Staffing Review of the PDPrepared by Citygate Associates, LLC Key Takeaways• Insufficient staffing to meet deployment needs• Opportunity to add non-sworn staff to provide better service at lower salaries• City is experiencing expansion and growth due to residential and commercial development• Not counted in City population numbers are Cal Poly and Cuesta students, as well as those commuting into the city for work.• PD staffing levels have not kept up with population growth and service demands• Many have a back log of work and are late delivering reports and data • Staffing and workflow is inefficient and forces staff to perform tasks outside of their typical roles
Slide 33Space Needs Assessment February 2021 –Programming Document for Replacement Prepared by RRM Design GroupKey Takeaways • Confirms the findings of the previous reports from 1983, 2003 and 2017• Existing facility does not meet current departmental functions and “best management practices” for law enforcement• Space needs analysis confirms that the department will need more than twice the useable workspace that is available with the existing facility• Existing facility’s inadequacies limit opportunities for public engagement
Slide 34Site Selection– 711 Foothill BlvdCONS • Left onto foothill would be challenging • Long distance to freeway access• Ramona is a high traffic and access requires passing though residential areas• Removed from southern part of the CityNB8
Slide 34NB8 Delete individual alternativesNelson, Brian, 8/17/2021
Slide 35Site Selection– Prado Road CONS• Distance from downtown and Cal Poly • Long distance to south-bound freeway access• Less visible public presence • Limited connection to main arterial roads• Surrounded by residential neighborhoodsProposed siteBR1
Slide 35BR1 Burde, Richard, 7/12/2021
Slide 36Site Selection– Madonna Rd. (Old Sears Building)CONS• Drive through shopping area to roadway • Circulation has traffic and congestion issues• Security concerns, difficult to design defense • Undesirable for nearby retail • Under development by others
Slide 37Site Selection– Hind LaneCons• Left turns onto South Higuera is difficult and unsafe for response• Long distance from downtown• Low public presence
Slide 38Site Selection– SummaryPrado Road • Site exists in a flood zone• Limited access to main arterial roads• Close proximity to residential neighborhoods711 Foothill Blvd • Limited / inadequate freeway access• Close proximity to residential neighborhoods• Distance to the southern part of the City Hind Lane• Minimized Public Presence • Adjacent roadways are not suited for easy access to the site• Lacks freeway access Madonna Road, Old Sears Building• Congested roadways due to close proximity to retail establishments• Currently being redeveloped by others (i.e., no longer available)
Slide 39Original Site Plan –Two Phase ConstructionPros• Allows for staff to occupy the building during construction Cons• High cost of construction due to keeping the existing facility operational during construction• Available space is not optimally used • Would not accommodate all required parking needs on-site
Slide 40Programming / Building Layout
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