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Item 7a. 2024 Police Department Staffing Study
Item 7a Department: Police Cost Center: 8001 For Agenda of: 1/14/2025 Placement: Business Estimated Time: 30 Minutes FROM: Rick Scott, Police Chief Prepared By: Brian Amoroso, Deputy Chief SUBJECT: PRESENT THE 2024 POLICE DEPARTMENT STAFFING STUDY RECOMMENDATION Receive and file the 2024 San Luis Obispo Police Department staffing study final report (Attachment A). POLICY CONTEXT The Police Department completed development work on a 5-year strategic plan, which was presented to the City Council on January 23, 2024. One of the action items from the strategic plan was to conduct a department-wide staffing study to inform and direct future staffing needs for the Police Department. DISCUSSION Background On January 27, 2024, the Police Department released a request for proposals (Attachment B) to conduct a department-wide staffing study, as recommended in the strategic plan. After receiving and reviewing twelve proposals, the Center for Public Safety Management (CPSM) was selected and awarded the contract based on their proposal (Attachment C). Over the 10 months that followed, CPSM worked closely with department staff to gather data, conduct departmental interviews and focus groups, compare what they learned to law enforcement industry best-practices, and identify areas for improved efficiencies and staffing recommendations to better serve the community. CPSM defined the following objectives in their proposal: Conduct a forensic data analysis to identify actual workload and locations of incidents that will create a picture of the as-is condition of service delivery and service demands, evaluating all facets of the department to establish workloads and service demands. Identify and recommend appropriate staffing and deployment levels for every discrete operational and support function for policing. Page 235 of 619 Item 7a Examine the department’s organizational structure and culture. Perform a gap analysis, comparing the as-is state of the department to the industry’s best practices. Recommend a management framework to ensure accountability, increased efficiency, enhanced safety for responders and the community, and improved performance. Complete a staffing analysis using workload and performance , based on research conducted by the International City/County Management Association, International Project Management Association, Commission on the Accreditation for Law Enforcement Agencies, and Center for Public Safety Management. CPSM delivered a comprehensive and detailed study of departmental staffing, thorough analysis of police calls for service, current staffing levels, and departmental procedures. In total, CPSM identified 55 recommendations (including procedural and operational recommendations) related to improving efficiencies and increasing staffing to better serve the community today and in the future. Many of the 55 recommendations in the staffing study do not require additional staff and are procedural in nature. The department will be implementing these recommendations as operationally possible. Some examples of procedural recommendations include: Examine shift deployment schedules and adjust as necessary to better align available personnel with workload demands. Reevaluate the criteria for deployment and response by Community Service Officers (CSOs) to calls for service to meet the community’s and the department’s needs. Data from the top 10 collision locations and top 10 traffic com plaint locations should be used to generate a monthly report for supervisors to review and share with field enforcement teams to ensure traffic stops are occurring where needed to address safety issues. The department should enhance the crime analyst role by expanding the focus to a real-time crime intervention program. Patrol supervisors should complete entire disciplinary investigations as appropriate. Identified the need for bullet resistant glass at the Records window and bullet resistant material below the glass. Page 236 of 619 Item 7a The following table summarizes the additional full-time equivalent employees (FTEs) recommended by CPSM based on the data analyzed: SWORN POSITIONS FTE Police Officer 9 Patrol 6 Detective 2 School Resource Officer 1 Sergeant 2 Patrol 1 Admin Training/Internal Affairs 1 TOTAL SWORN 11 CIVILIAN POSITIONS FTE Communications 2 Dispatcher 2 Civilian Positions 1 Assist Hiring/Training 0.5 Records Front Counter 0.5 TOTAL CIVILIAN 3 TOTAL SWORN AND CIVILIAN 14 Given the significant costs associated with adding new FTEs to the department, in addition to the length of time required to hire and train employees, the department developed several implementation timelines ranging between 5 and 8 years (Attachment D). These timelines were d esigned to strike a balance between addressing departmental staffing needs, while allowing for budgetary allocation in a tiered manner over several budget cycles. The initial prioritization of patrol officers and a patrol sergeant will address an immediate need identified to increase the number of officers working during high call for service timeframes. One dispatcher was also prioritized in year 1 as this position has been hired as over strength, on prior approval of the City Manager, and is currently in the training program. The City Manager can approve an over strength hire to address a critical staffing need that cannot wait for a budget cycle FTE addition. Dispatch candidates have been extremely difficult to find in recent years, and the transition from a civilian dispatch Page 237 of 619 Item 7a manager to a Lieutenant dispatch manager has left the center with one less employee that can work a console as a solo dispatcher. An immediate need was identified to have a 12th dispatcher, to balance staffing on day shift and nigh t shift. This position has been funded by department salary savings and savings in other contract services from the vacant social worker position, which was recently hired. Any additional positions will be considered as part of the 2025-27 Financial Plan and future financial plan processes based on available resources. The department was recently awarded a Community Oriented Policing Services (COPS) grant, which provides a total of $250,000 over three years to offset the costs of two new patrol officers. Council approved the acceptance of this grant on 11/12/2024 . If the new officer positions are authorized through the 2025 -27 Financial Plan, spending of the COPS grant funds must begin by 2026 to comply with the grant deadlines. (Additional COPS funding details are provided in Attachment D.) Previous Council or Advisory Body Action City council received and filed the Police Department 5 -year Strategic Plan on January 23, 2024, which included a recommendation to conduct a staffing study. There has been no additional prior Council action related to the staffing study. Public Engagement Robust public engagement occurred during the creation of the 5-Year Strategic Plan. The feedback gained from these efforts produced the action items in the strategic plan, including the commission of a staffing study to better analyze police staffing levels across the organization. CPSM focused their efforts to employee feedback, and inten sive departmental statistical data collection to inform and develop their recommendations. CONCURRENCE The staffing study final report has been shared with the Human Resources and Finance Departments. ENVIRONMENTAL REVIEW The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378. FISCAL IMPACT The implementation of new positions will have a fiscal impact to the City. The exact impact is unknown at this time as it will vary depending on the number of positions hired and the cadence at which they are hired. The department completed cost estimates for several implementation models that incrementally add positions over five to eight years (Attachment D). A phased implementation approach will allow for fiscal planning and hiring of recommended positions. Page 238 of 619 Item 7a Budgeted: No Budget Year: 2025-2033 Funding Identified: No Fiscal Analysis: Funding Sources Total Budget Available Current Funding Request Remaining Balance Annual Ongoing Cost General Fund $ $ $ $ State Federal Fees Other: Total $TBD $TBD $ $TBD ALTERNATIVES Council could decide to not receive and file the staffing study. This action is not recommended by staff as the staffing study provides an updated, comprehensive department analysis and identifies areas for procedural and staffing improvements. ATTACHMENTS A - 2024 Police Department Staffing Study Final Report B - Staffing Study RFP C - CPSM Staffing Study Proposal D - Staffing Study Implementation Options Page 239 of 619 Page 240 of 619 POLICE OPERATIONS AND DATA ANALYSIS REPORT SAN LUIS OBISPO, CALIFORNIA CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC 475 K STREET NW STE 702 • WASHINGTON, DC 20001 WWW.CPSM.US • 716-969-1360 Exclusive Provider of Public Safety Technical Services for International City/County Management Association C E N T E R F O R P U B L I C S A F E T Y M A N A G E M E N T , L L C Page 241 of 619 i THE ASSOCIATION & THE COMPANY INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) The International City/County Management Association (ICMA) is a 109-year-old, non-profit professional association of local government administrators and managers, with approximately 13,000 members located in 32 countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments and their managers in providing services to their community members in an efficient and effective manner. ICMA advances the knowledge of local government best practices with its website, www.icma.org, publications, research, professional development, and membership. CENTER FOR PUBLIC SAFETY MANAGEMENT (CPSM) The ICMA Center for Public Safety Management (ICMA/CPSM was launched by ICMA to provide support to local governments in the areas of police, fire, and Emergency Medical Services. The Center also represents local governments at the federal level and has been involved in numerous projects with the Department of Justice and the Department of Homeland Security. In 2014, as part of a restructuring at ICMA, the Center for Public Safety Management (CPSM) spun out as a separate company and is now the exclusive provider of public safety technical assistance for ICMA. CPSM provides training and research for the Association’s members and represents ICMA in its dealings with the federal government and other public safety professional associations such as CALEA, PERF, IACP, IFCA, IPMA-HR, DOJ, BJA, COPS, NFPA, etc. The Center for Public Safety Management, LLC, maintains the same team of individuals performing the same level of service that it had for ICMA. CPSM’s local government technical assistance experience includes workload and deployment analysis using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs, and identify industry best practices. We have conducted more than 400 such studies in 46 states and provinces and more than 275 communities ranging in population size 3,300 (Lewes, DE) to 800,000 (Indianapolis, IN). Thomas Wieczorek is the Director of the Center for Public Safety Management. Leonard Matarese serves as the Managing Partner for Research and Project Development. Dr. Dov Chelst is the Director of Quantitative Analysis. Page 242 of 619 ii CENTER FOR PUBLIC SAFETY MANAGEMENT PROJECT CONTRIBUTORS Thomas J. Wieczorek, Director Leonard A. Matarese, Director, Research & Project Development Dov Chelst, Director of Quantitative Analysis Shan Zhou, Data Analyst David Martin, Data Analyst David Swing, Senior Associate– Team Leader Martin Baeza, Senior Associate John Perez, Senior Associate Dennis Kouba, Senior Editor Page 243 of 619 iii CONTENTS Tables ............................................................................................................................ vi Figures ......................................................................................................................... viii Section 1. Executive Sumary ........................................................................................ 1 CPSM Recommendations for Priority Implementation Within One Year ......................................... 2 General Observations ............................................................................................................................ 4 Recommendations ................................................................................................................................. 5 Section 2. Methodology ............................................................................................. 10 Section 3. Community and Department Overview ................................................. 11 Community ............................................................................................................................................ 11 Demographics ................................................................................................................................... 11 Law Enforcement Services ................................................................................................................... 11 Uniform Crime Report/Crime Trends ............................................................................................... 11 Section 4. Administrative ............................................................................................ 16 Strategic Plan ........................................................................................................................................ 16 Vision Statement and Values .............................................................................................................. 16 Policy Manual ........................................................................................................................................ 17 Organization Communication ............................................................................................................ 17 Organization Command Structure ..................................................................................................... 17 Section 5: Operations Bureau .................................................................................... 19 Patrol Division ......................................................................................................................................... 19 Patrol Division Deployment .............................................................................................................. 19 Supervision ......................................................................................................................................... 20 Deployment Schedule ..................................................................................................................... 21 Minimum Staffing .............................................................................................................................. 22 Workload Demand ............................................................................................................................... 22 Rule of 60 – Part 1 .............................................................................................................................. 24 Rule of 60 – Part 2 .............................................................................................................................. 24 Community Service Officers ................................................................................................................ 46 Traffic Unit............................................................................................................................................... 47 Downtown Bicycle Officers .................................................................................................................. 48 Community Action Team ..................................................................................................................... 49 Crime Analysis Unit ................................................................................................................................ 49 Section 6. Administrative / Investigative Bureau ..................................................... 51 Detectives .............................................................................................................................................. 51 Page 244 of 619 iv Policy / Standard Operating Procedures (SOPs) .......................................................................... 51 Staffing and Vacancy Review ........................................................................................................ 52 Work Schedule .................................................................................................................................. 52 Workload and Case Management ................................................................................................ 52 Source: FBI UCR National Reporting ............................................................................................... 55 Source: SLOPD & California Department of Justice ..................................................................... 55 Workload Demand ........................................................................................................................... 55 FBI UCR/NIBRS Crime Reporting ....................................................................................................... 57 Crime Scene & Forensics Investigations ......................................................................................... 58 Community Challenges ................................................................................................................... 58 CPSM Staffing Recommendation ................................................................................................... 59 School Resource Officer (SRO) ............................................................................................................ 60 Workload ............................................................................................................................................ 60 CPSM Staffing Recommendations .................................................................................................. 62 Special Enforcement Team (SET) ........................................................................................................ 62 Staffing & Workhours ......................................................................................................................... 62 Workload/Unit Responsibilities ......................................................................................................... 63 Training and hiring unit ......................................................................................................................... 64 Overview ............................................................................................................................................ 64 Workload ............................................................................................................................................ 64 Training ............................................................................................................................................... 65 Administrative Training Duties .......................................................................................................... 65 CPSM Staffing Recommendations .................................................................................................. 66 Internal Affairs ........................................................................................................................................ 67 Staffing and Policy ............................................................................................................................ 67 Complaints ......................................................................................................................................... 67 Tracking and Managing of Complaints ......................................................................................... 69 Adjudication of Complaints ............................................................................................................ 69 Training ............................................................................................................................................... 69 Section 7. Support Services Functions ....................................................................... 71 Fleet ........................................................................................................................................................ 71 Purchase of Vehicles ........................................................................................................................ 71 Vehicle Retention ............................................................................................................................. 72 Maintenance Records ..................................................................................................................... 72 Vehicle Equipment ........................................................................................................................... 72 Cleaning of Vehicles ........................................................................................................................ 72 Assigning of Vehicles ........................................................................................................................ 73 Page 245 of 619 v Facility ..................................................................................................................................................... 73 Police Station Lobby ......................................................................................................................... 74 Parking ................................................................................................................................................ 74 Workout Facility ................................................................................................................................. 74 Locker Rooms .................................................................................................................................... 74 Facility Security .................................................................................................................................. 74 Communications Center ..................................................................................................................... 75 Facility ................................................................................................................................................. 76 Center Staffing/Scheduling ............................................................................................................. 76 Dispatching of Calls .......................................................................................................................... 77 Training ............................................................................................................................................... 81 High-priority Calls ............................................................................................................................... 82 Quality Assurance ............................................................................................................................. 84 Communications Summary ............................................................................................................. 84 Property and Evidence Section .......................................................................................................... 85 Overview ............................................................................................................................................ 85 Storage and Security ........................................................................................................................ 86 Workload ............................................................................................................................................ 87 CPSM Staffing Recommendation ................................................................................................... 89 Records Section .................................................................................................................................... 89 Overview ............................................................................................................................................ 90 Workload Demand ........................................................................................................................... 90 CPSM Staffing Recommendation ................................................................................................... 91 Section 8. Summary .................................................................................................... 93 Section 9. Data Analysis ............................................................................................. 94 Workload Analysis ................................................................................................................................. 94 Out-of-Service Activities ..................................................................................................................... 116 Deployment ......................................................................................................................................... 122 Response Times ................................................................................................................................... 132 All Calls ............................................................................................................................................. 133 High-Priority Calls ............................................................................................................................. 139 Appendix A: Call Type Classification ................................................................................................ 141 Appendix B: Uniform Crime Report Information .............................................................................. 144 Appendix C: Calls Excluded from the Study ................................................................................... 148 Page 246 of 619 vi TABLES TABLE 3-1: Crime Rates, 2022 and 2023 .................................................................................................. 12 TABLE 3-2: Reported San Luis Obispo, State, and National Crime Rates, By Year ............................ 14 TABLE 3-3: Reported San Luis Obispo, State, and National Crime Clearance Rates, 2022 ............. 14 TABLE 3-4: Department Authorized Staffing and Actual Levels, 2023 ................................................ 15 TABLE 5-1: Operations Bureau Authorized Staffing Levels For Patrol ................................................... 20 TABLE 5-2: Deployment Schedule / Minimum Staffing ......................................................................... 21 TABLE 5-3: Calls per Day, by Category ................................................................................................... 25 TABLE 5-4: Calls per Day, by Initiator and Months ................................................................................. 27 TABLE 5-5: Calls per Day, by Category and Month .............................................................................. 29 TABLE 5-6: Primary Unit’s Average Occupied Times, by Category and Initiator ............................... 31 TABLE 5-7: Average Number of Responding Units, by Initiator and Category .................................. 33 TABLE 5-8: Number of Responding Units, by Category, Community-initiated Calls ......................... 35 TABLE 5-9: San Luis Obispo Traffic-related Information ......................................................................... 48 TABLE 6-1: Investigative/Detectives Authorized Staffing Levels, 2024 ................................................ 52 TABLE 6-2: Reported SLO, California, and National Crime Clearance rates, 2022 ........................... 55 TABLE 6-3: Reported SLO and California Clearance Rate, 2023 ......................................................... 55 TABLE 6-4: Case Assignments Per Detective, 2021–2023 ...................................................................... 56 TABLE 6-5: Reported SLO, California, and National Crime Rates, by Year ........................................ 57 TABLE 6-6: Community member/Internal Complaint Investigation Adjudications, 2019–2021 ....... 69 TABLE 7-1: 90th Percentiles for Response Time Components, by Category ...................................... 78 TABLE 7-2: Recommended Beat Design for Equitable Workload ....................................................... 80 TABLE 7-3: Average and 90th Percentile Response Times, by Priority ................................................. 82 TABLE 7-4: SLOPD Property and Evidence Intake and Disposal, 2021–2023 ...................................... 87 TABLE 7-5: Records Section Staffing ........................................................................................................ 89 TABLE 7-6: Record Section Yearly Task Totals ......................................................................................... 91 TABLE 9-1: Events per Day, by Initiator .................................................................................................... 96 TABLE 9-2: Events per Day, by Category ................................................................................................ 98 TABLE 9-3: Calls per Day, by Category ................................................................................................. 100 TABLE 9-4: Calls per Day, by Initiator and Months ............................................................................... 101 TABLE 9-5: Calls per Day, by Category and Month ............................................................................ 103 TABLE 9-6: Primary Unit’s Average Occupied Times, by Category and Initiator ............................. 105 TABLE 9-7: Average Number of Responding Units, by Initiator and Category ................................ 107 TABLE 9-8: Number of Responding Units, by Category, Community-initiated Calls ....................... 109 TABLE 9-9: Calls and Work Hours by Area, per Day ............................................................................ 111 TABLE 9-10: Calls and Work Hours per Day, by Category, Summer 2023 ......................................... 113 TABLE 9-11: Calls and Work Hours per Day, by Category, Winter 2024 ............................................ 115 TABLE 9-12: Activities and Occupied Times by Description ............................................................... 117 TABLE 9-13: Activities and Workload per Day, by Month ................................................................... 118 TABLE 9-14: Activities per Day, by Day of Week .................................................................................. 119 Page 247 of 619 vii TABLE 9-15: Activities per Hour, by Hour of Day ................................................................................... 121 TABLE 9-16: Average Response Time Components, by Category .................................................... 135 TABLE 9-17: 90th Percentiles for Response Time Components, by Category .................................. 136 TABLE 9-18: Average Response Time Components, by Area ............................................................ 138 TABLE 9-19: Average and 90th Percentile Response Times, by Priority ............................................. 139 TABLE 9-20: Call Type, by Category ...................................................................................................... 141 TABLE 9-21: Reported Crime Rates in 2022 and 2023, by City ........................................................... 144 TABLE 9-22: Reported San Luis Obispo, California, and National Crime Rates, by Year ................ 146 TABLE 9-23: Reported San Luis Obispo, California, and National Crime Clearance Rates, 2022 . 147 TABLE 9-24: Reported San Luis Obispo and California Crime Clearance Rates, 2023 ................... 147 TABLE 9-25: All Excluded Calls ................................................................................................................ 148 TABLE 9-26: Calls Without Units, By Description .................................................................................... 148 TABLE 9-27: Calls with Only Nonpatrol Units, By Description ............................................................... 149 TABLE 9-28: Calls with Only Nonpatrol Units, By Unit Type .................................................................. 150 Page 248 of 619 viii FIGURES FIGURE 3-1: Reported San Luis Obispo Violent and Property Crime Rates, by Year ......................... 13 FIGURE 3-2: Reported San Luis Obispo and State Crime Rates, by Year ........................................... 13 FIGURE 4-1: Current Organizational Structure ....................................................................................... 18 FIGURE 5-1: Percentage Calls per Day, by Category .......................................................................... 26 FIGURE 5-2: Calls per Day, by Initiator and Month ................................................................................ 27 FIGURE 5-3: Calls per Day, by Category and Month ............................................................................ 28 FIGURE 5-4: Primary Unit’s Average Occupied Times, by Category and Initiator ............................. 30 FIGURE 5-5: Number of Responding Units, by Initiator and Category ................................................ 32 FIGURE 5-6: Number of Responding Units, by Category, Community-initiated Calls ....................... 34 FIGURE 5-7: Deployed Officers, Weekdays, Summer 2023 ................................................................... 37 FIGURE 5-8: Deployed Officers, Weekends, Summer 2023 .................................................................. 37 FIGURE 5-9: Deployed Officers, Weekdays, Winter 2024 ...................................................................... 38 FIGURE 5-10: Deployed Officers, Weekends, Winter 2024 .................................................................... 38 FIGURE 5-11: Deployment and All Workload, Weekdays, Summer 2023 ........................................... 40 FIGURE 5-12: Deployment and All Workload, Weekends, Summer 2023 ........................................... 40 FIGURE 5-13: Deployment and All Workload, Weekdays, Winter 2024 ............................................... 41 FIGURE 5-14: Deployment and All Workload, Weekends, Winter 2024 .............................................. 41 FIGURE 5-15: Percentage of Workload, Weekdays, Summer 2023 ..................................................... 43 FIGURE 5-16: Percentage of Workload, Weekends, Summer 2023 ..................................................... 43 FIGURE 5-17: Percentage of Workload, Weekdays, Winter 2024 ........................................................ 44 FIGURE 5-18: Percentage of Workload, Weekends, Winter 2024 ........................................................ 44 FIGURE 7-1: Average Response Time and Dispatch Processing, by Hour of Day, Summer 2023 and Winter 2024 ................................................................................................................................................ 79 FIGURE 7-2: Recommended Beat Alignment ........................................................................................ 81 FIGURE 7-3: Average Response and Dispatch Processing Times for High-priority Calls, by Hour .... 83 FIGURE 9-1: Percentage Events per Day, by Initiator ........................................................................... 96 FIGURE 9-2: Percentage Events per Day, by Category ....................................................................... 97 FIGURE 9-3: Percentage Calls per Day, by Category .......................................................................... 99 FIGURE 9-4: Calls per Day, by Initiator and Month .............................................................................. 101 FIGURE 9-5: Calls per Day, by Category and Month .......................................................................... 102 FIGURE 9-6: Primary Unit’s Average Occupied Times, by Category and Initiator ........................... 104 FIGURE 9-7: Number of Responding Units, by Initiator and Category .............................................. 106 FIGURE 9-8: Number of Responding Units, by Category, Community-initiated Calls ..................... 108 FIGURE 9-9: Percentage Calls and Work Hours, by Area ................................................................... 110 FIGURE 9-10: Percentage Calls and Work Hours, by Category, Summer 2023 ................................ 112 FIGURE 9-11: Percentage Calls and Work Hours, by Category, Winter 2024 ................................... 114 FIGURE 9-12: Activities per Day, by Month ........................................................................................... 118 FIGURE 9-13: Activities per Day, by Day of Week ............................................................................... 119 FIGURE 9-14: Activities per Day, by Hour of Day ................................................................................. 120 Page 249 of 619 ix FIGURE 9-15: Deployed Officers, Weekdays, Summer 2023 ............................................................... 123 FIGURE 9-16: Deployed Officers, Weekends, Summer 2023 .............................................................. 123 FIGURE 9-17: Deployed Officers, Weekdays, Winter 2024 .................................................................. 124 FIGURE 9-18: Deployed Officers, Weekends, Winter 2024 .................................................................. 124 FIGURE 9-19: Deployment and All Workload, Weekdays, Summer 2023 ......................................... 126 FIGURE 9-20: Deployment and All Workload, Weekends, Summer 2023 ......................................... 126 FIGURE 9-21: Deployment and All Workload, Weekdays, Winter 2024 ............................................. 127 FIGURE 9-22: Deployment and All Workload, Weekends, Winter 2024 ............................................ 127 FIGURE 9-23: Percentage of Workload, Weekdays, Summer 2023 ................................................... 129 FIGURE 9-24: Percentage of Workload, Weekends, Summer 2023 ................................................... 129 FIGURE 9-25: Percentage of Workload, Weekdays, Winter 2024 ...................................................... 130 FIGURE 9-26: Percentage of Workload, Weekends, Winter 2024 ...................................................... 130 FIGURE 9-27: Average Response Time and Dispatch Processing, by Hour of Day, Summer 2023 and Winter 2024 ...................................................................................................................................... 133 FIGURE 9-28: Average Response Time by Category, Summer 2023 ................................................. 134 FIGURE 9-29: Average Response Time by Category, Winter 2024 .................................................... 134 FIGURE 9-30: Average Response Time Components, by Area .......................................................... 137 FIGURE 9-31: Average Response Times and Dispatch Processing for High-priority Calls, by Hour 139 FIGURE 9-32: Reported San Luis Obispo Violent and Property Crime Rates, by Year ..................... 145 FIGURE 9-33: Reported San Luis Obispo and California Crime Rates, by Year ................................ 145 Page 250 of 619 1 SECTION 1. EXECUTIVE SUMARY The Center for Public Safety Management, LLC (CPSM) was commissioned to review the staffing and operations of the San Luis Obispo Police Department. While our analysis covered many aspects of the department’s operations, particular areas of focus of this study were identifying appropriate staffing of the department given the workload, community demographics, and crime levels. We analyzed the department workload using operations research methodology and compared that workload to staffing and deployment levels. We reviewed other performance indicators that enabled us to understand the implications of service demand on current sta ffing. Our study involved data collection, interviews with key operational and administrative personnel, internal departmental focus groups with line-level department personnel, on-site observations of the job environment, data analysis, comparative analysis, and the development of alternatives and recommendations. Based upon CPSM’s detailed assessment of the San Luis Obispo Police Department, it is our conclusion that the department provides quality law enforcement services. The staff is professional and dedicated to the purpose of the department. Throughout this report, we will strive to allow the reader to take a look inside the department to understand its strengths and its challenges. The recommendations made in this report offer an opportunity for the department’s strengths to become stronger and the challenges to become less challenging. We sincerely hope that all parties utilize the information and recommendations contained herein in a constructive manner to make a fine law enforcement agency even better. As part of this Executive Summary, following we list general observations that we believe identify some of the more significant issues facing the department. Additionally, in this summary we also include a comprehensive list of recommendations for consideration; we believe these recommendations will enhance organizational effectiveness. Some of these recommendations involve the addition of personnel or the creation of new job classifications. In the case of the San Luis Obispo Police Department, the recommendations we make will require a substantial financial commitment on the part of the jurisdiction. It is important to note that in this report we will examine specific sections and units of the department and will offer a detailed discussion of our observations and recommendations for each. The list of recommendations is extensive. Should the City of San Luis Obispo choose to implement any or all recommendations, it must be recognized that this process should be approached as a long-term endeavor, since implementation of some recommendations could require a year, two years, or more. The recommendations are intended to form the basis of a long-term improvement plan for the city and department. It is important that we emphasize that this list of recommendations, though lengthy, is common in our assessments of agencies around the country. The number of recommendations should in no way be interpreted as an indictment of what we consider to be a fine department. Immediately following we offer a list of recommendations that CPSM advises be implemented within one year of the presentation of this report. Page 251 of 619 2 CPSM RECOMMENDATIONS FOR PRIORITY IMPLEMENTATION WITHIN ONE YEAR The following recommendations are identified by CPSM as those that should be implemented within one year. This list is not ordered in terms of priority or importance; these recommendations are those that we advocate for implementation within one year from the data of this report. ■ It is recommended that the role of the lieutenant watch commander be evaluated to make it more of a patrol operational role to allow more functional supervision. ■ CPSM recommends evaluating and reducing supervisory collateral duties to ensure more proactive field supervision. ■ CPSM recommends the department reevaluate the criteria for deployment and response by CSOs to calls for service so as to meet the community’s and the department’s needs. ■ CPSM recommends that the response to calls for service by CSOs be in line with their training and compliance with department policy. ■ CPSM recommends data from the top 10 collision locations and top 10 traffic complaint locations be used to generate a monthly report for supervisors to review and share with field enforcement teams to ensure traffic stops are occurring where needed to address safety issues. ■ It is recommended that the Department enhance the crime analyst role by expanding the focus to a real-time crime intervention program. ■ CPSM recommends the SLOPD’s executive staff establish an ad-hoc committee to recommend an approach to assigning ancillary duties to better define appropriate staffing levels throughout the organization. ■ Regarding future staffing and development considerations, CPSM recommends that the SRO track all cases and CFS via the CAD system and a handwritten log that can be transferred to the RMS system for better tracking. ■ CPSM recommends the department utilize a third-party background investigation firm as its primary resource for background investigations in order to reduce the auxiliary workload for detectives and patrol personnel currently performing these tasks. The department should refer to CA POST Training Bulletin No. 2024-08 for guidance and legal restrictions. ■ CPSM recommends that department and procurement personnel identify strategies that allow the department to have greater influence in the selection of and timely acquisition of police vehicles to include purchasing non-hybrid vehicles. ■ CPSM recommends that patrol vehicles be replaced or transferred to non-patrol functions in the department or city after logging 100,000 miles. ■ CPSM recommends the department develop a methodology that ensures vehicles are consistently driven. ■ CPSM recommends the SLOPD abandon the current methodology for assigning calls and move to a traditional beat designation; the department should use vehicle location technology to assign the closest available unit until a beat system is implemented Page 252 of 619 3 ■ CPSM recommends the SLOPD undertake a review of the reason for the delay in dispatching Priority 1 calls, particularly the definition of call types, and implement effective changes to protocols to reduce the dispatch delay. CPSM recommends the department continue to monitor response times to high-priority calls to ensure changes to practice have their intended result. ■ CPSM recommends that SLOPD develop and implement a Quality Assurance program for the Communications Center and ensure that audits are being conducted of emergency medical dispatch calls. There are software programs that can assist as well as successful programs in other agencies that could be a model for the department. ■ CPSM recommends SLOPD evaluate the use of Motorola’s Video-Manager EL software product to administer and process all BWV and in-car digital video. The use of software to auto-populate and classify video will reduce the time P&E technicians expend in reviewing and categorizing videos for digital case folders. ■ CPSM recommends the department implement a video recording system for all the property room locations. ■ CPSM recommends the SLOPD return to annual audits and inventory of Property & Evidence to avoid potential issues that can develop quickly. ■ CPSM recommends the department strive to complete misconduct investigations in 45 calendar days and service complaint investigations in 30 days, if possible, unless an extension is necessary. These time frames should be included in department policy. ■ CPSM recommends that patrol supervisors complete internal investigations as appropriate. ■ It is recommended that SLOPD establish an accurate tracking system of all Records Section tasks and use the data to determine workloads and staffing levels. ■ It is recommended that SLOPD fill the current vacancy in Records as well as consider the hiring of part-time employees to include a cadet program to focus on front counter customer s, requests for police reports, and work related to the release of property. This approach will allow the records clerk to focus on reducing backlogs and accomplishing needed data inputs. § § § Page 253 of 619 4 GENERAL OBSERVATIONS The San Luis Obispo Police Department is a professional law enforcement organization that takes great pride in providing a “no-call is-too-small” philosophy of service. The members of the department, both sworn and civilian, are committed to the department and to the community. The leadership of the department is aware of the challenges in leading a police organization during challenging times and is also focused on the future and the purpose of policing. One of the greatest challenges in policing today is staffing; the department is not immune from those struggles. The sworn membership of the department has not experienced a significant increase in staffing in decades while the demands of the profession and community have increased exponentially. The stagnated levels of sworn staffing have resulted in some creative s taffing solutions such as using civilian employees. However, the sworn workforce is tired from working excessive overtime to cover patrol shifts, work special events, and fulfill collateral duty assignments. While all of these activities are the norm in the policing profession, reduced staffing makes each of them more challenging and onerous over a period of time. According to a City budget document, the department’s budget makes up 18 percent of the city’s general fund budget expenditure; combined, public safety services make up 31 percent of the general fund budget. While the level of funding is a policy decision for elected leadership, it is important to recognize that public safety services provide essential safety services for 8,760 hours a year, not just during daytime office hours. Public safety staffing often requires backfilling via overtime for vacancies to ensure a minimum number of personnel are available to respond to emergency situations. As noted previously, a comprehensive list of recommendations follows; each is discussed in the appropriate section of the report. These recommendations are offered to enhance the operation and service of the San Luis Obispo Police Department. The recommendations are aimed at ensuring that law enforcement resources are optimally deployed, operations are streamlined for efficiency, and services provided are cost-effective, all while maintaining a high level of service to the community members of the City of San Luis Obispo. CPSM staff would like to thank Chief of Police Rick Scott and the entire staff of the San Luis Obispo Police Department for their gracious cooperation and assistance during this study. § § § Page 254 of 619 5 RECOMMENDATIONS Operations Bureau Patrol Deployment (See pp. 19-46.) 1. It is recommended that the role of the lieutenant watch commander be evaluated to make it more of a patrol operational role to allow more functional supervision. 2. CPSM recommends evaluating and reducing supervisory collateral duties to ensure more proactive field supervision. 3. CPSM recommends that a more formal senior officer program be created and those selected for this role attend leadership and in-service supervisor training. These officers can act as a force multiplier and can be utilized to handle minor field issues requiring a supervisor’s perspective. 4. CPSM recommends that SLOPD Increase minimum staffing levels of patrol shifts by two police officers between the hours of 7:00 a.m. and 2:00 a.m. This can be accomplished by adding personnel to day watch and a mid-day watch through the addition of six officers and a patrol supervisor. 5. Examine shift deployment schedules and adjust as necessary to better align available personnel with workload demands. 6. Add a mid-day watch shift and one additional supervisor for the watch on a 4-10 schedule. Community Service Officers (See pp. 46-47.) 7. CPSM recommends that the CSOs be provided with specific delineated duties. 8. CPSM recommends the department reevaluate the criteria for deployment and response by CSOs to calls for service so as to meet the community’s and the department’s needs. 9. It is recommended that the response to calls for service by CSOs be in line with their training and compliance with department policy. Traffic Unit (See pp. 47-48.) 10. CPSM recommends that the motor vacancy be filled. 11. It is recommended that SLOPD continue to embrace the mission philosophy of enforcement, education, and engineering. This will ensure a focused approach to handling traffic incidents and will maximize the traffic unit’s efforts. 12. CPSM recommends that the traffic staffing be primarily used for the traffic mission. 13. CPSM recommends data from the top 10 collision locations and top 10 traffic complaint locations be used to generate a monthly report for supervisors to review and share with field enforcement teams to ensure traffic stops are occurring where needed to address safety issues. Downtown Bicycle Officers (See pp. 48-49.) 14. CPSM recommends that the vacancy in the bicycle detail be filled. Page 255 of 619 6 Community Action Team (See p. 49.) 15. CPSM recommends that the current vacancy be filled. Crime Analysis Unit (See pp. 49-50.) 16. CPSM recommends that the Department enhance the crime analyst role by expanding the focus to a real-time crime intervention program. Administrative/Investigative Bureau Criminal Investigations Section (See pp. 50-59.) 17. Based on the findings of the detective workload and staffing assessment, CPSM found that the Investigative Division would immediately benefit from two additional full-time detectives. 18. CPSM recommends the department’s executive staff establish an ad-hoc committee to recommend an approach to assigning ancillary duties to better define appropriate staffing levels throughout the organization. 19. It is recommended the department develop a process through Spillman Technologies to track clearance rates for all detectives and cases assigned to patrol officers. 20. It is recommended the department develop a succession plan for the computer forensic position to avoid a vacancy in this position. A temporary vacancy in this position would impact many complicated investigations as well as the daily guidance provided for detective and patrol personnel. SROs (See pp. 59-60.) 21. CPSM recommends one additional SRO to meet the NASRO national standards of one SRO per 1,000 students, as San Luis Obispo has surpassed 2,000 students. 22. If adding one SRO is not feasible, CPSM recommends adding one police officer to the authorized budget and utilizing this officer as a part-time officer at the middle school during the school year, allowing the full-time SRO to remain full-time at the high school. 23. Regarding future staffing and development considerations, CPSM recommends that the SRO track all cases and CFS via the CAD system and a handwritten log that can be transferred to the RMS system for better tracking. Special Enforcement Team (SET) (See pp. 61-63.) 24. It is recommended that the SET vacancy be filled as soon as staffing allows. Training and Hiring Unit (See pp. 64-66.) 25. CPSM recommends the department develop an approach to assign a part-time individual to assist with the regular tasks. Page 256 of 619 7 26. CPSM recommends the department evaluate the use of an administrative sergeant to assist the training manager with recruitment and hiring tasks and responsibilities in order to support the current workload and associated tasks. 27. CPSM recommends the department utilize a third-party background investigation firm as its primary resource for background investigations in order to reduce the auxiliary workload for detectives and patrol personnel currently performing these tasks. The SLOPD should refer to CA POST Training Bulletin NO. 2024-08 for guidance and legal restrictions. 28. The department should continue to invest in software to help track Training Unit responsibilities and reduce the training manager’s workload. Internal Affairs (See pp. 67-70.) 29. CPSM recommends the SLOPD add an Administrative sergeant to assist the Administrative lieutenant with Internal Affairs and personnel investigations or use a third -party investigator to ensure the impartiality and timeliness of investigations. 30. CPSM recommends the department strive to complete misconduct investigations in 45 calendar days and service complaint investigations in 30 days, if possible, unless an extension is necessary. These time frames should be included in department policy. 31. CPSM recommends that patrol supervisors complete entire investigations as appropriate. 32. Patrol supervisors should attend internal affairs training in they are handling complaint investigations. Support Services Fleet (See pp. 71-73.) 33. CPSM recommends the department increase the number of patrol vehicles in its fleet by four to allow for spare vehicles and to accommodate the recommended new officer positions. 34. CPSM recommends that department and procurement personnel identify strategies that allow the department to have greater influence in the selection of and timely acquisition of police vehicles to include purchasing non-hybrid vehicles. 35. CPSM recommends that patrol vehicles be replaced or transferred to non-patrol functions in the department or city after logging 100,000 miles. 36. CPSM recommends that the city purchase a fleet management system that is shared with a designee at the police department to more effectively track maintenance and repairs for police vehicles. 37. CPSM recommends the department purchase a portable disinfecting system that can be used to disinfect the vehicles from bacteria and viruses. 38. CPSM recommends the department develop a methodology that ensures vehicles are consistently driven. 39. CPSM recommends the Department move the evidence vehicles to an off-site location to free up parking spaces and limit the trauma of staff seeing the vehicles on daily basis. Page 257 of 619 8 Facility (See pp. 73-75.) 40. CPSM recommends the City move the Traffic Unit into the 1042 building. 41. CPSM recommends the city prioritize the updating of the 1042 Walnut building to provide a professional, esthetically appealing and safe environment for police employees. 42. CPSM recommends the Department move the evidence vehicles to an off-site location to free parking spaces and limit the vicarious trauma of staff seeing the vehicles on daily basis. 43. CPSM recommends the City strengthen the fence on the Santa Rosa side of the building to discourage access to the patio area of the building. 44. CPSM recommends the installation of bullet resistant glass at the Records window and bullet resistant material below the glass. 45. CPSM recommends the city prioritize the abandonment of the property and 1016 Walnut and the updating of the 1042 Walnut building to provide a professional and esthetically appealing environment for police employees. Communications Center/Dispatch (See pp. 75-85.) 46. CPSM recommends adding two dispatchers for peak call periods from 7:00 a.m. to 7:00 p.m. 47. CPSM recommends the SLOPD abandon the current methodology for assigning calls and move to a traditional beat designation; it should use vehicle location technology to assign the closest available unit until a beat system is implemented 48. CPSM recommends that the GPS of the patrol vehicles be used to dispatch the closest available unit to calls if the designated beat officer is unavailable. 49. CPSM recommends the SLOPD undertake a review of the reason for the delay in dispatching Priority 1 calls, particularly the definition of call types, and implement effective changes to protocols to reduce the dispatch delay. CPSM recommends the department continue to monitor response times to high-priority calls to ensure changes to practice have their intended result. 50. CPSM recommends that SLOPD develop and implement a quality assurance program and ensure that audits are being conducted of emergency medical dispatch calls. There are software programs that can assist as well as successful programs in other agencies that could be a model for SLOPD. Property and Evidence (See pp. 85-89.) 51. CPSM recommends the SLOPD evaluate the use of Motorola’s Video-Manager EL software product to administer and process all BWV and in-car digital video. The use of software to auto-populate and classify video will reduce the time P&E technicians expend in reviewing and categorizing videos for digital case folders. 52. CPSM recommends the SLOPD develop a solution to implement a video recording system for all the property room locations. 53. CPSM recommends the SLOPD return to annual audits and inventory of Property & Evidence to avoid potential issues that can develop quickly. Page 258 of 619 9 Records Unit (See pp. 89-92.) 54. It is recommended the SLOPD establish an accurate tracking system of all Records tasks and use the data to determine workloads and staffing levels. 55. It is recommended the SLOPD fill the current vacancy and also consider the hiring of part- time employees to include a cadet program to focus on front counter customers, requests for police reports, and work related to the release of property. This approach will allow the Records clerk to focus on the reducing backlogs and accomplishing needed data inputs. § § § Page 259 of 619 10 SECTION 2. METHODOLOGY Data Analysis CPSM used numerous sources of data to support our conclusions and recommendations for the San Luis Obispo Police Department. Information was obtained from the FBI Uniform Crime Reporting (UCR) Program, Part I offenses, along with numerous sources of internal information. UCR Part I crimes are defined as murder, rape, robbery, aggravated assault, burglary, lar ceny- theft, and larceny of a motor vehicle. Internal sources included data from the computer-aided dispatch (CAD) system for information on calls for service (CFS). Interviews This study relied extensively on intensive interviews with personnel. On-site and in-person interviews were conducted with all division commanders regarding their operations. Focus Groups A focus group is an unstructured group interview in which the moderator actively encourages discussion among participants. Focus groups generally consist of eight to ten participants and are used to explore issues that are difficult to define. Group discussion permits greater exploration of topics. For the purposes of this study, focus groups were held with a representative cross-section of employees within the department. Document Review CPSM consultants were furnished with numerous reports and summary documents by the San Luis Obispo Police Department. Information on strategic plans, personnel staffing and deployment, monthly and annual reports, operations manuals, intelligence bulletins, evaluations, training records, and performance statistics were reviewed by project team staff. Follow-up phone calls were used to clarify information as needed. Operational/Administrative Observations Over the course of the evaluation period, numerous observations were conducted. These included observations of general patrol; investigations; support services such as records, communications, and property and evidence; and administrative functions. CPSM representatives engaged all facets of department operations from a “participant observation” perspective. Staffing Analysis In virtually all CPSM studies, we are asked to identify appropriate staffing levels. That is the case in this study as well. In this report we will discuss workload, operational and safety conditions, and other factors to be considered in establishing appropriate staffing levels. Staffing recommendations are based upon our comprehensive evaluation of all relevant factors. Page 260 of 619 11 SECTION 3. COMMUNITY AND DEPARTMENT OVERVIEW COMMUNITY The City of San Luis Obispo is the county seat of the County of San Luis Obispo; the city had a population as of 2023 of 48,249. San Luis Obispo also the home to Cal Poly University, a renowned public university. The city’s largest employers are the university and County of San Luis Obispo. The city is characterized by a year-round temperate climate and is known for its weekly farmer’s market and thriving downtown. The city has a total land area of 14.1 square miles. The city operates under a Council/Mayor/Manager form of government. The City Council consists of a Mayor and four council members. All members of council are elected to four-year terms and serve the city at large. The Mayor is elected to a two-year term. Demographics According to 2023 U.S. Census information, the city’s demographic makeup is 79.1 percent White, 17.9 percent Hispanic, 1.3 percent African-American/Black, 0.5 percent Native American, 5.5 percent Asian, and 10.3 percent two or more races. The owner-occupied housing rate is the city is 38.0 percent; 62.0 percent of the residents live in rental housing. The median household income is $65,000 for the City of San Luis Obispo, compared to $90,158 for the County of San Luis Obispo. Persons living in poverty make up 18.0 percent of the city’s population. The median home price in the City of San Luis Obispo is $841,700, compared to $726,700 for the entire county. LAW ENFORCEMENT SERVICES The San Luis Obispo Police Department is the largest municipal law enforcement agency in the County of San Luis Obispo, and provides a range of law enforcement services, excluding custody operations. Uniform Crime Report/Crime Trends While communities differ from one another in population, demographics, geographical landscape, and social-economic distinctions, comparisons to other jurisdictions can be helpful in illustrating how crime rates in the City of San Luis Obispo measure up against those of similarly sized jurisdictions in the state as well as the State of California and the nation overall. The FBI’s Uniform Crime Reporting (UCR) Program assembles data on crime from police departments across the United States; the reports are utilized to measure the extent, fluctuation, and distribution of crime. For reporting purposes, criminal offenses are divided into two categories: Part 1 offenses and Part 2 offenses. For Part 1 offenses, representing the most serious crimes, the UCR index is split into two categories: violent crimes and property crimes. Violent crimes include murder, rape, robbery, and aggravated assault. Property crimes include burglary, larceny, and motor vehicle theft. Crime rates are expressed (indexed) as the number of incidents per 100,000 population to allow for comparison. Page 261 of 619 12 Data acquired by CPSM from the FBI for use in this report is for 20 23, which is the most recent annual information available. As indicated in the following table, in 2023 the San Luis Obispo Police Department reported a UCR Part I violent crime rate of 526 (indexed per 100,000) and a property crime rate of 2,698 (indexed per 100,000). In comparing San Luis Obispo’s data with other California cities, one can see that San Luis Obispo reports a violent crime rate that is higher than many of the other cities, and a property crime rate that is the highest of the comparable cities in the table. San Luis Obispo’s crime rates are somewhat higher compared to the State of California as a whole. TABLE 3-1: Crime Rates, 2022 and 2023 Municipality State 2022 2023 Population Crime Rates Population Crime Rates Violent Property Total Violent Property Total Atascadero CA 30,226 390 1,403 1,793 30,323 214 999 1,214 Goleta CA 32,296 152 1,657 1,808 32,503 172 1,449 1,621 Hollister CA 42,681 323 806 1,129 42,547 343 879 1,222 Lompoc CA 43,654 499 1,936 2,435 43,591 484 1,762 2,246 Paso Robles CA 30,906 317 1,695 2,013 30,792 403 1,598 2,001 Porterville CA 62,653 487 2,086 2,573 62,508 445 2,070 2,515 Santa Barbara CA 85,847 480 2,152 2,631 85,382 611 1,815 2,427 Santa Cruz CA 62,809 712 3,544 4,256 62,929 655 2,390 3,045 Santa Maria CA 109,348 650 2,780 3,430 109,687 617 2,367 2,984 Santa Paula CA 31,118 328 1,102 1,430 31,400 382 847 1,229 Seaside CA 32,390 417 1,216 1,633 30,187 434 831 1,265 San Luis Obispo CA 47,394 563 3,682 4,245 48,249 526 2,628 3,154 California 39,114,785 500 2,343 2,843 39,109,070 511 2,273 2,784 National 332,403,650 380 1,954 2,334 NA Note: National crime statistics are not yet available for 2023. The FBI usually reports these statistics in late September or early October of the following year. We used population estimates from the State of California’s Department of Finance. § § § Page 262 of 619 13 FIGURE 3-1: Reported San Luis Obispo Violent and Property Crime Rates, by Year FIGURE 3-2: Reported San Luis Obispo and State Crime Rates, by Year 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Violent Property 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 San Luis Obispo California Page 263 of 619 14 The following table compares San Luis Obispo’s crime rates to both the state and national rates year by year for the period 2013 through 2022. Again, this data is indexed per 100,000 population. It is provided for illustration purposes only. TABLE 3-2: Reported San Luis Obispo, State, and National Crime Rates, By Year Year San Luis Obispo California National Population Violent Property Total Population Violent Property Total Population Violent Property Total 2014 46,672 514 3,083 3,597 38,970,399 389 2,430 2,819 324,699,246 357 2,464 2,821 2015 47,116 410 3,914 4,323 39,315,550 424 2,605 3,029 327,455,769 368 2,376 2,744 2016 47,774 373 4,345 4,718 39,421,283 443 2,541 2,984 329,308,297 383 2,353 2,736 2017 47,934 371 3,718 4,089 39,536,653 449 2,497 2,946 325,719,178 383 2,362 2,745 2018 47,885 401 3,778 4,179 39,557,045 447 2,380 2,828 327,167,434 369 2,200 2,568 2019 47,735 402 3,641 4,043 39,959,095 434 2,290 2,724 328,239,523 379 2,010 2,489 2020 46,986 441 3,448 3,888 39,538,223 442 2,139 2,581 331,449,281 399 1,958 2,357 2021 47,326 475 3,892 4,368 39,368,613 466 2,178 2,645 332,031,554 396 1,933 2,329 2022 47,394 563 3,682 4,245 39,114,785 500 2,343 2,843 332,403,650 380 1,954 2,334 2023 48,249 526 2,628 3,154 39,109,070 511 2,273 2,784 NA The following table compares San Luis Obispo’s crime clearance rates to the state and national averages. These clearance rates are based on the department’s reporting to the UCR. At the same time, it is difficult to make an apples-to-apples comparison in the data because of the many variables involved, such as relative resources of a jurisdiction to solve crimes. TABLE 3-3: Reported San Luis Obispo, State, and National Crime Clearance Rates, 2022 Crime San Luis Obispo California National Crimes Clearances Rate Crimes Clearances Rate Crimes Clearances Rate Murder Manslaughter 0 0 NA 2,206 1,294 59% 21,797 10,752 49% Rape 38 2 5% 14,346 3,970 28% 132,997 27,856 21% Robbery 40 22 55% 47,669 13,356 28% 215,760 51,930 24% Aggravated Assault 189 96 51% 128,798 60,502 47% 756,601 334,405 44% Burglary 254 25 10% 143,429 14,348 10% 916,970 125,838 14% Larceny 1,372 96 7% 577,733 12,817 2% 4,947,709 633,098 13% Vehicle Theft 119 16 13% 181,815 37,846 21% 953,827 87,140 9% Page 264 of 619 15 TABLE 3-4: Department Authorized Staffing and Actual Levels, 2023 Position 2023 Budgeted 2023 Actual 2023 Vacancies Chief of Police 1 1 0 Deputy Police Chief 2 2 0 Lieutenant 4 4 0 Sergeant 8 8 0 Police Officer 37 33 4 Detectives 9 9 0 Sworn Total 61 57 4 Dispatcher Supervisors 2 2 0 Dispatchers 11 8 3 Records Supervisors 1 0 1 Records Lead 1 1 0 Records Clerk 4 4 0 Community Service Officers 6 6 0 Property and Evidence Lead 1 1 0 Property and Evidence Tech 1 1 0 Senior Admin Analyst 1 1 0 Forensic Evidence Analyst 1 1 0 Training and Hiring Manager 1 1 0 Public Affairs Manager 1 1 0 Crime Analyst 1 0 1 Executive Assistant 1 1 0 Administrative Assistant 1 1 0 Civilian Total 34 29 5 Total Authorized Personnel 95 86 9 Source: SLOPD § § § Page 265 of 619 16 SECTION 4. ADMINISTRATIVE STRATEGIC PLAN Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust an organization's direction in response to a changing environment. It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Effective strategic planning articulates not only where an organization is headed, and the actions needed to make progress, but also how it will know if it is successful. The San Luis Obispo Police Department recently invested considerable time and energy into the development of a five-year plan that serves as a visionary framework for leadership. The department is commended for the development and implementation of the plan . The Strategic Plan has six goals and an implementation plan and timeline. The six goal areas are: ■ Service to the Community ■ Community Engagement ■ Diversity, Equity, and Inclusion ■ Recruitment and Retention ■ Health and Wellness ■ Improve Infrastructure, Equipment, and Technology VISION STATEMENT AND VALUES Vision Statement “A community partnership built on trust, focused on safety, and shared values to ensure the SLO quality of life.” Our Values ■ Life – We believe in the sanctity of life. Our policies, decisions, and actions are guided by least harm approaches to first protect life and reduce the fear of crime. ■ Integrity – We are accountable to our community and ourselves through our professional oath and most importantly our actions. We embrace transparency to build trust and promote credibility in our community. ■ Service – We take pride in providing the highest quality of service to our community, ensuring we treat each person with dignity and equity in the pursuit of justice. ■ Teamwork – We work best when we work together. We support each other through an organizational culture based on humility, respect, and shared responsibility. Page 266 of 619 17 ■ Nurture – We are dedicated to personal and organizational growth by providing a learning culture, equipped to persevere in adversity. We safeguard our future by supporting one another through optimism, strength, and resilience. “We L.I.S.T.N. and give voice to our community through living these shared values which guide every decision and action in service to our community and to one another.” A vision statement and supporting values can provide a common theme around which members of the agency can base their day-to-day public interactions, tactical decision-making, and long-term strategic planning. When they are properly integrated within the organization, vision and value statements can create a sense of unity, direction, and opportunity. Vision and value statements also will provide the foundation for an organization’s strategic planning efforts and can guide budgetary decisions that align and support the long-term strategic plan. POLICY MANUAL Every law enforcement organization should have a comprehensive policy and procedure manual governing the operation of the department and the conduct of its employees. The challenge is keeping that manual up to date with current trends, laws, and best pract ices. If a department does not make timely revisions of its manual, it could lead to operational deficiencies and employee misconduct. SLOPD’s policy manual is provided by Lexipol, a firm that provides a policy service for most law enforcement agencies in California. The benefits of the Lexipol policy service are the regular updates that are provided by Lexipol and the department’s ability to tailor policies to the needs of the department and community. ORGANIZATION COMMUNICATION In virtually all police studies conducted by CPSM, lack of communication is cited as an organizational impediment. That sentiment was expressed in San Luis Obispo Police Department as well. In some cases, the concern raised is justifiable as communication in any organization is challenging and even more so in one that works shifts covering all hours of the day and night throughout the year. In some cases those who express concerns about communication have subjected themselves to selective awareness. In any event, we suggest open, constructive communication up and down the line is vital to any organization. ORGANIZATION COMMAND STRUCTURE Currently, SLOPD is operating with the organizational structure seen in the following figure. Under this structure the majority of the department report to one of two Deputy Chiefs, who in turn report to the Police Chief of Police. Page 267 of 619 18 FIGURE 4-1: Current Organizational Structure § § § Police Department Page 268 of 619 19 SECTION 5: OPERATIONS BUREAU The San Luis Obispo Police Department Operations Bureau provides the community with a full range of police services, including responding to emergencies and calls for service (CFS), performing directed patrol activities, engaging in neighborhood problem -solving, and traffic enforcement. The bureau is comprised of two sections: Patrol and Traffic. Each section is integrally involved in supporting the other. The Operations Bureau is directed by a Deputy Chief who reports directly to the Chief of Police. Two lieutenants are assigned to the Operations Bureau; there are five patrol sergeants and one sergeant who supervises the traffic unit. PATROL DIVISION Uniformed patrol is often seen as the "backbone" of American policing. Officers in this role are the most visible members of the department and receive the largest portion of its resources. Ensuring proper staffing and resource allocation is essential for the department to respond promptly and efficiently to emergency calls and to provide general law enforcement services to the community. The San Luis Obispo Police Department (SLOPD) has dedicated itself to building a solid relationship with its community; this was validated through the perspectives and experiences shared through interviews and focus groups. The members assigned to the patrol division who were interviewed by CPSM staff were professional and enthusiastic about their jobs. They were very proud of the excellent reputation the agency has established with the community. Members were open and honest with their perspectives and com ments and fully understood that the SLOPD was a full-service department that would respond to all calls for service and see them to their conclusion. The SLOPD is highly service-oriented. Essentially, every call for service from the public gets a police response. The agency embraces this approach and considers every request for service from the public essential and deserving of a police response. The patrol division is not segmented into distinct patrol districts. The officers handle calls for service throughout the city based on availability and seniority. According to the SLOPD internal analysis in 2021, patrol handled more than 37,124 calls for service, conducted 5,854 traffic- related stops, and experienced an increase in violent crime. A CPSM analysis showed a lower number of calls for service responded to by field personnel as more than 9,000 calls were adjudicated by dispatchers or through other means. Patrol Division Deployment Patrol is comprised of an authorized complement of two lieutenants, six sergeants, 27 patrol officers, four bicycle detail officers, three traffic officers (motors), two community action team (CAT) officers, and six civilian community service officers (CSO). This personnel complement is responsible for 24/7 policing services in the City of San Luis Obispo. The following table reflects this alignment and the present staffing status by category. These numbers may adjust frequently. Page 269 of 619 20 TABLE 5-1: Operations Bureau Authorized Staffing Levels For Patrol Position Authorized Actual Vacancy Total Lieutenant 2 2 0 2 Sergeant 6 6 0 6 Patrol Officer 27 26 0 27 Traffic Officer 3 2 1 2 Bike Officer 4 3 1 3 CAT Officer 2 1 1 1 Sworn Total 44 40 3 40 CSO 6 6 0 6 Civilian Total 6 6 0 6 Total Authorized Personnel 50 46 0 47 Note: The Sergeant row includes the traffic sergeant position. Supervision In police agencies similar in size and structure to San Luis Obispo, it is common for a lieutenant to serve as the patrol “watch commander.” Lieutenants spend a significant amount of time at the station managing administrative tasks related to patrol shift operations and general administrative duties. They are also responsible for collateral duties such as project research, personnel mentoring and development, performance reviews, administrative reports, and attending both community and department meetings. According to SLOPD the defined role of the lieutenant watch commander is that of a “Station Manager.” Although they spend some time in the field, it is limited. In the absence of a lieutenant, sergeants take on the functional role of watch commander. Sergeants, by contrast, are typically responsible for field supervision and act as additional support for patrol officers during particularly busy periods. They fulfill a crucial role in overseeing and directing field operations around the clock. National best practices show that there needs to be productive field supervision to avoid significant liability for a police agency . In law enforcement agencies similar in size to SLOPD, virtually all sergeants have collateral duties, generally related to their primary assignments. CPSM learned that all sergeants in SLOPD are charged with three or more collateral duties that can remove them from active field supervision for more than two-thirds of their assigned shift. This is problematic, because supervisors play a reactive role in responding to supervisor requests and cannot fully engage in proactive supervision, including responding to occasional calls for service with officers, monitoring the radio frequency to deconflict calls for service assignments, and immediate command and control of tactical incidents. Senior police officer positions in police departments are of considerable value when utilized properly in the absence of supervisors. CPSM learned that senior officers in the SLOPD are simply a pay grade definition, but they have no supervisor training or responsibility. To provide consistent supervision in the field and assist the sergeants, CPSM recommends that a more formal senior officer program be created and those selected attend leadership and in-service supervisor training. These officers can then be employed as a force multiplier and can be utilized to handle minor field issues requiring a supervisor’s perspective. Page 270 of 619 21 Deployment Schedule Personnel work a 12-hour and a 10-hour day, alternate working three and four-day work weeks per their MOU. Generally, Thursday shifts are alternated between teams. This schedule ensures personnel reach 160 work hours in the 28-day cycle. Five teams of officers work day, evening, and one night mid-shift for each day. This ensures some coverage during primary shift changes. The following table reflects this alignment, along with minimum staffing. Actual deployment numbers change frequently. TABLE 5-2: Deployment Schedule / Minimum Staffing Watch Hours Work Days Lt. Sgt. PO Actual (Ofcr) Min. Staffing Team 1 6:45 a.m.- 7:00 p.m. M, T, W, *Th 1 1 6 6 4 Team 2 6:45 a.m.- 7:00 p.m. F, S, S, *Th 1 6 6 4 Team 3 6:45 p.m.- 7:00 a.m. M,T, W, *Th 1 1 6 6 4 Team 4 6:45 p.m.- 7:00 a.m. F, S, S *Th 1 6 6 4 Team 5 4:00 p.m.- 2:00 a.m. W, Th, F, S, S 1 3 3 1 Traffic Day 7:00 a.m.- 5:00 p.m. M, T, W, Th 1 2 1 0 Traffic Mid-Day 9:00 a.m.- 7:00 p.m. T, W, Th, F 1 0 0 Bike Unit Day 7:00 a.m.- 5:00 p.m. M, T, W, Th 2 1 0 Bike Unit Night 5:00 p.m.- 3:00 a.m. W, Th, Sa 2 2 0 Note: * Every other Thursday Lt. hours can vary for administrative obligations. According to the SLOPD, overtime increases staffing levels above the required minimum of four officers on the primary shifts when additional resources are needed to supplement community events such as the weekly community farmers market. Overtime is also offered when minimums cannot be achieved due to absenteeism. Staffing levels are affected by both the number of officers assigned to the patrol function as well as the impact of time off associated with vacations, training, court appearances, FMLA, illness/injury, etc. In general, the combination of these leave factors results in officers being unavailable for a shift on average 25 percent of the time. According to the Police Executive Research Forum, on a typical shift, it is common that 25 percent of the officers assigned will be unavailable for patrol because of another competing responsibility. This can result in forced overtime fatigue, unplanned expenditures, and lower morale if not planned for. For instance, while a patrol deployment may be staffed with a team of four officers on paper, only three may report to work due to various leave factors or responsibilities. Page 271 of 619 22 Minimum Staffing Virtually all agencies establish minimum staffing levels for patrol functions. The primary reasons include ensuring that sufficient resources are available to respond to emergency calls for service, ensuring that sufficient resources are available to provide for the safety of the community and the department’s deployed staff, and ensuring that resources are available to handle the volume of workload common in the community. As such, minimum staffing will vary from agency to agency based on the agency’s size and the nature and volume of the workload. It is often a subjective decision made by the department’s leadership team. The department has established a minimum staffing level of four officers on both the day shift and night shift. Minimum staffing is identified in policy 207. While policy 207 sets the minimum staffing requirement, the Chief has the flexibility to adjust minimum staffing based on exigent workload conditions. The department supplements its deployment by adding up to three additional officers on a night swing-shift and deploying one to two motorcycle traffic officers and a downtown bicycle detail of one to two additional officers. We submit that no regular duties of the motorcycle traffic officers and the bicycle detail should interfere with responses to these types of needs. As such, they should not be included in minimum staffing counts given the limited role they have in terms of calls for service response; they do not significantly impact the workload carried by patrol officers. It is essential to remember that minimum standards are just that—minimums, not optimal. Minimums establish a reasonable number of personnel available to generally ensure community member and officer safety and the ability to respond to emergency calls for service in a timely manner. Minimum staffing numbers do not allow for routine proactive policing, problem-solving, community engagement, and timely response to non-emergency calls. WORKLOAD DEMAND CPSM’s work followed two tracks: (1) a data analysis of workload, primarily related to patrol, and (2) the operational assessment. In the following pages related to patrol, we draw upon the data analysis report to assist in our operational assessment. The data analysis report, in full, can be found following the operational assessment and readers are encouraged to thoroughly review it. The data analysis is rich with information, only a portion of which is included in this segment of the report. For the purposes of our analysis, we used computer-aided dispatch (CAD) records supplied by the department’s dispatch center. These records pertain to the identifiable workload associated with specific units and are the most accurate, verifiable, and comprehensive records available. Although some police administrators suggest that there are national standards for the number of officers per thousand residents that a department should employ, that is not the case. The International Association of Chiefs of Police states that ready-made, universally applicable patrol staffing standards do not exist. Furthermore, ratios such as officers-per-thousand population are inappropriate to use as the basis for staffing decisions. According to Public Management magazine (March 2004), “A key resource is discretionary patrol time, or the time available for officers to make self-initiated stops, advise a victim in how to prevent the next crime, or call property owners, neighbors, or local agencies to report problems or request assistance. Understanding discretionary time, and how it is used, is vital. Yet most police departments do not compile such data effectively. To be sure, this is not easy to do and, in some departments, may require improvements in management information systems.” Page 272 of 619 23 Essentially, “discretionary time” on patrol is the time available each day when officers are not committed to handling calls for service (CFS) and workload demands from the public. It is “discretionary” and intended to be used at the officer’s discretion to address community problems. It should also be available in the event of emergencies. When there is no discretionary time, officers are entirely committed to service demands, do not get the chance to address other community problems that do not arise through 911, and are unavailable in times for serious emergency. The lack of discretionary time indicates a department is understaffed. Conversely, when there is too much discretionary time, officers are idle. This is an indication that the department is overstaffed. Staffing decisions, particularly for patrol, must be based on actual workload. Once the actual workload is determined, the amount of discretionary time is determined, and then staffing decisions can be made consistent with the agency’s policing philosophy and the community’s ability to fund it. The SLOPD is a full-service law enforcement agency, and its philosophy is to address essentially all requests for service in a community policing style. It is necessary to look at workload to understand the impact of this style of policing in the context of communi ty demand. To understand the actual workload (the time required to complete certain activities), it is critical to review the total reported events within the context of how the events originated, such as through directed patrol, administrative tasks, officer-initiated activities, and community member- initiated activities. Analysis of this type allows for identifying activities that are really “calls” from those activities that are some other events. Understanding the difference between the various police department events and the resulting staffing implications is critical to determining deployment needs. This portion of the study looks at the police department’s total deployed hours and compares them to the current time spent providing services. In general, a “Rule of 60” can be applied to evaluate patrol staffing. This rule has two parts. The first part states that 60 percent of the sworn officers in a department should be dedicated to the patrol function (patrol staffing) and the second part states that no more than 60 percent of their time should be committed to calls for service. This commitment of 60 percent of their time is referred to as the Patrol Saturation Index (SI). The Rule of 60 is not a hard-and-fast rule, but rather a starting point for discussion on patrol deployment. Resource allocation decisions must be made from a policy and/or managerial perspective through which costs and benefits of competing demands are considered. The patrol saturation index indicates the percentage of time dedicated by police officers to public demands for service and administrative duties related to their jobs. Effective patrol deployment would exist at amounts where the saturation index was less than 60. This Rule of 60 for patrol deployment does not mean the remaining 40 percent of time is downtime or break time. It reflects the extent that patrol officer time is saturated by calls for service. The time when police personnel are not responding to calls should be committed to management-directed operations. This is a more focused use of time and can include supervised allocation of patrol officer activities toward proactive enforcement, crime prevention, community policing, and community member safety initiatives. It will also provide prepared and available resources in the event of a large-scale emergency. From an organizational standpoint, it is important to have uniformed patrol resources available at all times of the day to deal with issues such as proactive enforcement, community policing, and emergency response. Patrol is generally the most visible and available resource in policing, and the ability to harness this resource is critical for successful operations. Page 273 of 619 24 From an officer’s standpoint, once a certain level of CFS activity is reached, the officer’s focus shifts to a CFS-based reactionary mode. Once a threshold is reached, the patrol officer’s mindset shifts from looking for ways to deal with crime and quality-of-life conditions in the community to continually preparing for the next call for service. After a point of CFS saturation, officers cease proactive policing and engage in a reactionary style of policing. The outlook becomes, “Why act proactively when my actions are only going to be interrupted by a call for service?” Uncommitted time is spent waiting for the next call. The saturation threshold is generally considered to be 60 percent. Rule of 60 – Part 1 The law enforcement (Patrol, DB, Support Services) side of the SLOPD has a total of 61 sworn personnel: 3 Command Staff, 4 Lieutenants, 8 Sergeants, 9 Detectives, and 37 police officers). There are 2 Lieutenants, 6 Sergeants, and 34 officers assigned to patrol; thus, 68 percent of the sworn officers are dedicated to patrol to handle calls for service. This meets the first standard. Rule of 60 – Part 2 The second part of the “Rule of 60” examines workload and discretionary time and suggests that no more than 60 percent of time should be committed to calls for service. In other words, CPSM suggests that no more than 60 percent of available patrol officer time be spent responding to the service demands of the community. The remaining 40 percent of the time is the “discretionary time” for officers to be available to address community problems and be available for serious emergencies. It is CPSM’s contention that patrol staffing is optimally deployed when the SI is in the 60 percent range. A SI greater than 60 percent indicates that the patrol workforce is largely reactive and overburdened with CFS and workload demands. A SI of somewhat less than 60 percent indicates that patrol personnel is optimally staffed. SI levels much lower than 60 percent, however, indicate patrol resources that are underutilized, and signals an opportunity for a reduction in patrol resources or reallocation of police personnel. Departments must be cautious in interpreting the SI too narrowly. For example, one should not conclude that SI can never exceed 60 percent at any time during the day, or that in any given hour no more than 60 percent of any officer’s time be committed to C FS. The SI at 60 percent is intended to be a benchmark to evaluate overall service demands on patrol staffing. When SI levels exceed 60 percent for substantial periods of a given shift, or at isolated and specific times during the day, then decisions should be made to reallocate or realign personnel to reduce the SI to levels below 60. Lastly, this is not a hard-and-fast rule, but a benchmark to be used in evaluating staffing decisions. The 911/dispatch center recorded approximately 23,723 events that were assigned call numbers and which include an adequate record of a responding unit. When measured daily, the department reported an average of 64.8 patrol-related events per day. The data Table 5-3 eliminates events for directed patrol or out-of-service activities rather than specific calls. Other events had fewer than 30 seconds spent on the call (indicating the call had been canceled) or lacked arrival times or other pertinent call information, and these are also excluded. After excluding these categories, the analysis focused on the remaining 23,723 calls for service. The data includes officer-initiated and community-initiated activities, e.g., residents, alarm companies, transfers from other law enforcement agencies, etc. Again, these figures only represent the primary patrol workload. Page 274 of 619 25 TABLE 5-3: Calls per Day, by Category Category No. of Calls Calls per Day Accident 791 2.2 Alarm 1,227 3.4 Animal call 129 0.4 Assist community member 1,695 4.6 Assist other agency 654 1.8 Crime against persons 328 0.9 Crime against property 3,120 8.5 Disturbance 5,206 14.2 Investigation 3,435 9.4 Mental health 35 0.1 Miscellaneous 86 0.2 Suspicious incident 3,330 9.1 Traffic enforcement 775 2.1 Traffic stop 204 0.6 Violation 2,572 7.0 Warrant (or) arrest 136 0.4 Total 23,723 64.8 Note: The focus here is on recorded calls rather than recorded events. We removed 957 events with zero time on scene. Observations: ■ On average, there were 64.8 calls per day, or 2.7 per hour. ■ The top three categories accounted for 65 percent of calls: □ 22 percent of calls were disturbances. □ 15 percent of calls were crimes. □ 14 percent of calls were investigations. □ 14 percent of calls were suspicious incidents. § § § Page 275 of 619 26 FIGURE 5-1: Percentage Calls per Day, by Category Note: The figure combines categories in the following table according to the description in Chart 9-1. § § § Page 276 of 619 27 FIGURE 5-2: Calls per Day, by Initiator and Month TABLE 5-4: Calls per Day, by Initiator and Months Initiator Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Community 60.7 55.6 58.0 61.4 56.8 52.3 54.5 55.8 52.5 54.8 58.5 63.6 Police 6.2 7.4 8.7 6.7 6.9 7.9 8.1 9.1 8.6 7.4 6.7 9.7 Total 66.9 63.0 66.7 68.1 63.8 60.2 62.6 64.9 61.2 62.2 65.3 73.3 Observations: ■ The number of calls per day was the lowest in December. ■ The number of calls per day was highest in June. ■ The months with the most calls had 22 percent more calls than the months with the fewest calls. ■ June had the most police-initiated calls, with 57 percent more than July, which had the fewest. ■ June had the most community-initiated calls, with 22 percent more than December and March, which had the fewest. Page 277 of 619 28 FIGURE 5-3: Calls per Day, by Category and Month Note: The figure combines categories in the following table according to the description in Chart 9-1 § § § Page 278 of 619 29 TABLE 5-5: Calls per Day, by Category and Month Category Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Accident 2.3 1.9 1.8 1.8 2.0 2.2 2.1 2.1 1.8 2.6 2.4 3.0 Alarm 3.8 3.4 3.2 3.2 3.8 3.4 3.3 3.9 3.3 2.5 2.7 3.8 Animal call 0.7 0.3 0.2 0.2 0.3 0.5 0.3 0.3 0.2 0.3 0.4 0.5 Assist community member 4.0 3.9 3.8 6.3 5.3 4.1 5.0 4.0 3.7 4.4 5.2 5.9 Assist other agency 2.0 1.7 2.1 1.8 1.8 1.6 1.8 1.9 1.6 1.7 1.3 2.1 Crime against persons 1.1 0.6 1.1 0.7 0.4 0.9 1.2 1.0 1.1 0.8 1.0 0.8 Crime against property 7.8 8.5 7.8 7.9 8.1 9.4 8.8 8.7 9.0 9.7 7.9 8.7 Disturbance 15.4 13.2 15.9 15.4 12.7 13.0 14.0 14.6 13.6 11.6 15.0 16.2 Investigation 10.0 8.8 9.9 9.5 9.8 8.5 8.8 8.8 8.9 9.2 10.1 10.1 Mental health 0.1 0.1 0.1 0.0 0.1 0.1 0.2 0.1 0.1 0.1 0.0 0.0 Miscellaneous 0.6 0.2 0.2 0.1 0.1 0.1 0.2 0.3 0.3 0.1 0.2 0.4 Suspicious incident 9.6 10.1 10.0 10.1 9.3 7.2 7.2 9.3 7.1 9.6 9.1 10.6 Traffic enforcement 2.0 1.9 2.1 2.6 2.1 1.7 1.6 1.8 1.9 2.4 2.4 2.8 Traffic stop 0.3 0.3 0.4 0.3 0.2 0.5 0.5 0.8 0.7 0.7 0.8 1.1 Violation 6.8 7.8 7.6 8.0 7.2 6.5 7.1 6.7 7.4 6.1 6.3 6.8 Warrant (or) arrest 0.2 0.2 0.4 0.2 0.4 0.5 0.5 0.6 0.4 0.3 0.4 0.6 Total 66.9 63.0 66.7 68.1 63.8 60.2 62.6 64.9 61.2 62.2 65.3 73.3 Note: Calculations were limited to calls rather than events. Observations: ■ The top four categories averaged between 63 and 67 percent of calls throughout the year. □ Disturbance calls averaged between 11.6 and 16.2 calls per day throughout the year. □ Crime calls averaged between 8.5 and 10.5 calls per day throughout the year. □ Investigation calls averaged between 8.5 and 10.1 calls per day throughout the year. □ Suspicious incident calls averaged between 7.1 and 10.6 calls per day throughout the year. ■ Crime calls accounted for 13 to 17 percent of total calls throughout the year. § § § Page 279 of 619 30 FIGURE 5-4: Primary Unit’s Average Occupied Times, by Category and Initiator Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1. § § § Page 280 of 619 31 TABLE 5-6: Primary Unit’s Average Occupied Times, by Category and Initiator Category Community-Initiated Police-Initiated Minutes Calls Minutes Calls Accident 42.9 754 24.6 37 Alarm 13.9 1,224 9.6 3 Animal call 25.0 126 12.5 3 Assist community member 27.8 1,633 17.5 62 Assist other agency 40.5 632 25.0 22 Crime against persons 62.0 304 45.7 24 Crime against property 29.1 2,894 16.1 226 Disturbance 22.8 5,085 24.7 121 Investigation 28.2 3,226 20.1 209 Mental health 54.7 34 17.4 1 Miscellaneous 33.0 47 34.4 39 Suspicious incident 24.1 2,535 17.1 795 Traffic enforcement 21.0 594 30.1 181 Traffic stop 20.5 2 28.8 202 Violation 20.8 1,778 9.9 794 Warrant (or) arrest 82.9 9 41.8 127 Weighted Average/Total Calls 26.3 20,877 18.9 2,846 Note: The information in Figure 5-4 and Table 5-6 is limited to calls and excludes all events that show zero time on-scene. A unit’s occupied time is measured as the time from when the unit was dispatched until the unit becomes available again. The times shown are the average occupied minutes per call for the primary unit, rather than the total occupied minutes for all units assigned to a call. Observations below refer to times shown within the figure rather than the table. Observations: ■ A unit's average time spent on a call ranged from 10 to 39 minutes overall. ■ The longest average times were for police-initiated general noncriminal calls. ■ The average time spent on crime calls was 32 minutes for community-initiated calls and 19 minutes for police-initiated calls. § § § Page 281 of 619 32 FIGURE 5-5: Number of Responding Units, by Initiator and Category Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1. § § § Page 282 of 619 33 TABLE 5-7: Average Number of Responding Units, by Initiator and Category Category Community-Initiated Police-Initiated No. of Units Calls No. of Units Calls Accident 1.9 754 1.5 37 Alarm 2.1 1,224 3.3 3 Animal call 1.4 126 1.3 3 Assist community member 1.4 1,633 1.4 62 Assist other agency 2.2 632 1.8 22 Crime against persons 2.1 304 2.5 24 Crime against property 1.7 2,894 1.4 226 Disturbance 2.1 5,085 2.2 121 Investigation 1.8 3,226 1.3 209 Mental health 2.7 34 2.0 1 Miscellaneous 1.2 47 1.5 39 Suspicious incident 2.0 2,535 1.7 795 Traffic enforcement 1.6 594 1.9 181 Traffic stop 1.0 2 2.2 202 Violation 1.5 1,778 1.2 794 Warrant (or) arrest 2.9 9 2.2 127 Weighted Average/Total Calls 1.9 20,877 1.6 2,846 Note: The information in Figure 5-5 and Table 5-7 is limited to calls and excludes all events that show zero time on-scene. § § § Page 283 of 619 34 FIGURE 5-6: Number of Responding Units, by Category, Community-initiated Calls Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1. § § § Page 284 of 619 35 TABLE 5-8: Number of Responding Units, by Category, Community-initiated Calls Category Responding Units One Two Three or More Accident 396 206 152 Alarm 153 867 204 Animal call 89 33 4 Assist community member 1,191 347 95 Assist other agency 209 250 173 Crime against persons 139 78 87 Disturbance 1,113 2,982 990 Investigation 1,182 1,605 439 Mental health 2 17 15 Miscellaneous 39 5 3 Suspicious incident 796 1,307 432 Traffic enforcement 359 176 59 Traffic stop 2 0 0 Violation 1,039 608 131 Warrant (or) arrest 1 3 5 Total 8,004 9,724 3,149 Observations: ■ The overall mean number of responding units was 1.6 for police-initiated calls and 1.9 for community-initiated calls. ■ The mean number of responding units was as high as 3.3 for alarm calls that were police- initiated. However, there were only three calls of this type, ■ Police-initiated disturbance calls had the second-highest mean number of responding units at 2.2. ■ 38 percent of community-initiated calls involved one responding unit. ■ 47 percent of community-initiated calls involved two responding units. ■ 15 percent of community-initiated calls involved three or more responding units. ■ The largest group of calls with three or more responding units involved disturbances. § § § Page 285 of 619 36 The CPSM data analysis in the second part of this report provides a rich overview of CFS and staffing demands experienced by the SLOPD. The analysis here looks specifically at patrol deployment and how to maximize the department's personnel resources to meet the demands of calls for service while also engaging in proactive policing to combat crime, disorder, and traffic issues in the community. Figures 5-7 through 5-18 represent deployment, workload, and the “saturation” of patrol resources in the SLOPD during the two months (seasons) on which we focused our workload analysis. By “saturation,” we mean the amount of time officers spend on patrol and handling service demands from the community. In other words, how much of the day is “saturated” with workload demands? This “saturation” is the comparison of workload with available personnel over an average day during the months selected. For the entire study CPSM evaluated data from January 4, 2023, through August 31, 2024. For this detailed workload analysis, we used two eight-week sample periods. The first period is from July 7 through August 31, 2023, or summer, the second is from January 4 through February 28, 2024, or winter. The SLOPD’s main patrol force deployed an average of 5.6 officers per hour in summer 2023, and an average of 6.5 police officers per hour during the 24-hour day in winter 2024. Deployed officers spike during shift change, at 7:00an and 7:00pm as both dayshift and nightshift officers are counted towards the number of deployed officers. We considered only those personnel who reported for duty rather than authorized staffing levels and describe the deployment and workload in distinct steps, distinguishing between summer and winter, and between weekdays (Monday through Friday), and weekends (Saturday and Sunday). § § § Page 286 of 619 37 FIGURE 5-7: Deployed Officers, Weekdays, Summer 2023 FIGURE 5-8: Deployed Officers, Weekends, Summer 2023 Page 287 of 619 38 FIGURE 5-9: Deployed Officers, Weekdays, Winter 2024 FIGURE 5-10: Deployed Officers, Weekends, Winter 2024 Page 288 of 619 39 Observations: ■ For Summer (July 7 through August 31, 2023): □ The average deployment was 6.8 units per hour during the week and 5.5 units per hour on the weekend. □ Average deployment varied from 4.3 to 9.1 units per hour on weekdays and 4.0 to 7.3 units per hour on weekends. ■ For Winter (January 4 through February 28, 2024): □ The average deployment was 7.2 units per hour during the week and 6.9 units per hour on the weekend. □ Average deployment varied from 5.0 to 10.5 units per hour on weekdays and 5.3 to 9.6 units per hour on weekends. In the next four figures we examine the allocation of time to workload by category for deployed personnel. The numbers at the left side of the figures represent the number of personnel on duty. Moving right across the figure, staffing is reflected by hour of day over the 24-hour day. For instance, at noon, there are approximately 9 officers on patrol duty. This would include, approximately two traffic and bicycle officers, reflected as Added Patrol (dark green). Of those 9 personnel deployed at noon, approximately 2.5 were committed to a community-generated activity, 2.5 were out of service, 0.5 were involved in directed patrol or on a self-initiated activity, and 3.5 were in added patrol service. Again, these are averages over the eight-week period. § § § Page 289 of 619 40 FIGURE 5-11: Deployment and All Workload, Weekdays, Summer 2023 FIGURE 5-12: Deployment and All Workload, Weekends, Summer 2023 Page 290 of 619 41 FIGURE 5-13: Deployment and All Workload, Weekdays, Winter 2024 FIGURE 5-14: Deployment and All Workload, Weekends, Winter 2024 Note: Figures 5-11 to 5-14 show deployment along with all workloads from community-initiated calls and police-initiated calls, directed patrol work, and out-of-service work. Page 291 of 619 42 Observations: Summer: ■ Community-initiated work: □ Average community-initiated workload was 1.8 units per hour during the week and 1.6 units per hour on weekends. □ This was approximately 26 percent of hourly deployment during the week and 30 percent of hourly deployment on weekends. ■ All work: □ Average workload was 4.3 units per hour during the week and 3.1 units per hour on weekends. □ This was approximately 63 percent of hourly deployment during the week and 57 percent of hourly deployment on weekends. Winter: ■ Community-initiated work: □ Average community-initiated workload was 1.7 units per hour during the week and 1.8 units per hour on weekends. □ This was approximately 24 percent of hourly deployment during the week and 26 percent of hourly deployment on weekends. ■ All work: □ Average workload was 4.2 units per hour during the week and 3.7 units per hour on weekends. □ This was approximately 58 percent of hourly deployment during the week and 54 percent of hourly deployment on weekends. In the following four figures the saturation index is explored. Patrol resources available are denoted by the dashed black line at the top. The 100 percent value indicates the total police officer hours available during the 24-hour period. The number of personnel may vary during the day, consistent with the staffing of the shifts, but at any given hour, the total amount of available personnel will equal 100. The red dashed line fixed at the 60 percent level represents the saturation index (SI). As discussed above in the Rule of 60, Part 2, this is the point at which patrol resources become largely reactive as CFS and workload demands consume a larger and larger portion of available time. The orange line represents the percentage of available resources committed to community-initiated activity, and the green line represents to percentage of available resources committed to all activity (community-initiated and self-initiated). § § § Page 292 of 619 43 FIGURE 5-15: Percentage of Workload, Weekdays, Summer 2023 FIGURE 5-16: Percentage of Workload, Weekends, Summer 2023 Page 293 of 619 44 FIGURE 5-17: Percentage of Workload, Weekdays, Winter 2024 FIGURE 5-18: Percentage of Workload, Weekends, Winter 2024 Page 294 of 619 45 Observations: Summer: ■ Community-initiated work: □ During the week, workload reached a maximum of 44 percent of deployment between 5:00 p.m. and 5:30 p.m. and between 7:15 p.m. and 7:30 p.m. □ On weekends, workload reached a maximum of 47 percent of deployment between 7:15 p.m. and 7:30 p.m. ■ All work: □ During the week, workload reached a maximum of 81 percent of deployment between 7:15 p.m. and 7:30 p.m. □ On weekends, workload reached a maximum of 83 percent of deployment between 7:15 p.m. and 7:30 p.m. Winter: ■ Community-initiated work: □ During the week, workload reached a maximum of 41 percent of deployment between 5:30 p.m. and 5:45 p.m. □ On weekends, workload reached a maximum of 42 percent of deployment between 1:45 p.m. and 2:00 p.m. ■ All work: □ During the week, workload reached a maximum of 74 percent of deployment between 12:15 p.m. and 12:30 p.m. and between 12:45 p.m. and 1:00 p.m. □ On weekends, workload reached a maximum of 72 percent of deployment between 1:30 p.m. and 2:00 p.m. and between 5:30 p.m. and 5:45 p.m. The data reveals that, given present deployment numbers, the SLOPD’s main patrol force is under stress throughout the day during summer and winter, both weekdays and weekends. Daily saturation indexes are in the low- to mid-40s percentage range for community-initiated work; however, the saturation index is in the mid-70s and low-80s percentage range for all work for both summer and winter. Notably, weekdays appear to be most busy between 7:00 a.m. and 2:00 a.m. The need for additional officers during the identified hours would affect the various watches throughout the day. The addition of a mid-day 10-hour shift should be considered to cover the hours that see the highest saturation index. The time periods under observation suggest that SLOPD officers on patrol operate in an almost entirely reactive mode. Patrol Deployment Recommendations: ■ It is recommended that the role of the lieutenant watch commander be evaluated to make it more of a patrol operational role to allow more functional supervision. (Recommendation No. 1.) Page 295 of 619 46 ■ CPSM recommends evaluating and reducing supervisory collateral duties to ensure more proactive field supervision. (Recommendation No. 2.) ■ CPSM recommends that a more formal senior officer program be created and those selected for this role attend leadership and in-service supervisor training. These officers can act as a force multiplier and can be utilized to handle minor field issues requiring a supervisor’s perspective. (Recommendation No. 3.) ■ CPSM recommends that SLOPD Increase minimum staffing levels of patrol shifts by two police officers between the hours of 7:00 a.m. and 2:00 a.m. This can be accomplished by adding personnel to day-watch and a mid-day watch by adding six officers and a patrol supervisor. (Recommendation No. 4.) ■ Examine shift deployment schedules and adjust as necessary to better align available personnel with workload demands. (Recommendation No. 5.) ■ Add a mid-day watch shift and one additional supervisor for the watch on a 4-10 schedule. (Recommendation No. 6.) COMMUNITY SERVICE OFFICERS Community Service Officers (CSOs) are civilian employees who perform limited duties, generally not involving instances where suspects are present or known. Their duties typically include report writing, parking enforcement, traffic control, handling abandoned autos, and evidence collection, among others. The value of CSOs cannot be overstated. They relieve officers from handling a myriad of duties that would otherwise encumber officers’ availability to respond on more serious incidents and/or engage in community policing strategies. Additionally, operational costs associated with CSOs, including hiring, training, equipment, and salaries and benefits, are significantly lower than for sworn police officers. As police agencies evaluate the propriety of utilizing CSOs as part of their workforce, and to what extent, they must consider whether sufficient workload demands exist to warrant their utilization. Where sufficient workload demands exist, they are a cost-effective alternative to sworn police officers, without a compromise in service. According to the Police Executive Research Forum report on Embracing Civilianization, depending on how agencies choose to use them, CSOs have tremendous potential to dramatically reduce the time sworn personnel spend on calls for service, thereby increasing the amount of time officers can engage in proactive enforcement, interact with the community, and solve the crime. The Patrol Division is budgeted for six CSOs. At the time of the site visit, one vacancy existed for a one-year contract position that would increase the CSO positions to seven. Coverage is scheduled seven days per week as staffing allows. Four CSOs are dedicated to the downtown area and two handle citywide CFS. The utilization of the CSOs and their current deployment numbers are appropriate for the City of San Luis Obispo. However, CPSM learned that the CSOs often receive conflicting instructions related to their duties and they are concerned that their duties conflict with department policy; for example, a CSO can be assigned a call for service that by policy would require response by two police officers. CPSM recommends that the CSOs be provided with specific delineated duties. CPSM also recommends the department reevaluate the criteria for deployment and response by CSOs to calls for service so as to meet the community's and the department’s Page 296 of 619 47 needs. CPSM recommends that the response to calls for service by CSOs be in line with their training and in compliance with department policy. Community Service Officers Recommendations: ■ CPSM recommends that the CSOs be provided with specific delineated duties. (Recommendation No. 7.) ■ CPSM recommends the department reevaluate the criteria for deployment and response by CSOs to calls for service so as to meet the community’s and the department’s needs. (Recommendation No. 8.) ■ CPSM recommends that the response to calls for service by CSOs be in line with their training and in compliance with department policy. (Recommendation No. 9.) TRAFFIC UNIT Traffic safety and the efficient flow of transportation should be a focus of all field enforcement teams of any municipal police agency. Accidents that can be prevented can save lives as well as millions of dollars in damages and potential liability. A goal of any law enforcement traffic unit is to eliminate and reduce traffic collisions. This may be achieved through the application of such techniques as geographic/temporal assignment of personnel and equipment and the establishment of preventive patrols to deal with specific categories of unlawful driving behavior The SLOPD Traffic Unit is currently staffed with one sergeant and two police officers’ there is one police officer vacancy. The unit rides police motorcycles (motors) with a primary duty assignment of traffic law enforcement and accident investigations; officers are also used to supplement deployment shortages in patrol. The traffic unit, when fully staffed has two motors working the day shift, generally from 7:00 a.m. to 5:00 p.m., and one motor working 9:00 a.m. to 7:00 p.m. No traffic officers are assigned to work Saturday or Sundays. Traffic enforcement techniques should be based on accident data, enforcement activity records, traffic volume, and traffic conditions. SLOPD should provide enforcement efforts toward violations, not only in proportion to the frequency of their occurrence in accident situations, but in terms of traffic-related needs. The SLOPD should continue to embrace the mission of reducing accidents, reducing injuries, and saving lives through enforcement, education, and road improvements through data collection and collaborating with engineering services in the City of San Luis Obispo. CPSM learned that, due to the vacant crime analysis position, traffic analysis has been limited. Traffic enforcement is being conducted based on local and historical knowledge of the officers. Additionally, because traffic officers are routinely used to supplement shortages in patrol in order to meet staffing minimums or tasked to handle accident reconstruction cases, one to no traffic officers were routinely assigned to work traffic. Page 297 of 619 48 TABLE 5-9: San Luis Obispo Traffic-related Information Type 2020 2021 2022 Total Collisions 288 399 435 Collisions - Pedestrian 19 32 36 Collisions - Bicycle 23 36 35 Total Traffic Cites 2,522 2,408 3,293 Traffic Cites - Pedestrian 287 259 Traffic Cites - Bicycle 157 308 DUI Arrests 114 108 140 Warnings 2,633 2,304 2,172 Source: SLOPD Annual Report and 2022 Addendum CPSM recommends data from the top 10 intersections with the most traffic accidents and top 10 locations for traffic complaints be used to generate a monthly report for the supervisors to review and share with traffic and patrol teams. This will help to ensure traffic stops are occurring where needed to address safety issues. Additionally, the primary collision factors of these accidents should be examined to capture reasons behind such incidents. This could also evolve into disseminating a “Moving Citation of the Month” advisement to patrol to increase awareness and enforcement as needed to mitigate most common causes of accidents. This approach could entail the creation of written traffic safety plans, monthly reports using traffic crash data to identify times/days/locations/causes of traffic crashes, and holding patrol shifts accountable for implementing this plan. Traffic Unit Recommendations: ■ CPSM recommends that the motor vacancy be filled. (Recommendation No. 10.) ■ CPSM recommends that SLOPD continue to embrace the mission philosophy of enforcement, education, and engineering. This will ensure a focused approach to handling traffic incidents and will maximize the traffic unit’s efforts. (Recommendation No. 11.) ■ CPSM recommends that the traffic staffing be used primarily for the traffic mission. (Recommendation No. 12.) ■ CPSM recommends data from the top 10 collision locations and top 10 traffic complaint locations be used to generate a monthly report for supervisors to review and share with field enforcement teams to ensure traffic stops are occurring where needed to address safety issues. (Recommendation No. 13.) DOWNTOWN BICYCLE OFFICERS The bicycle detail is made up of four police officers supervised by a patrol sergeant. At the time of the CPSM site visit, one position was vacant. All bicycle officers are assigned to work the downtown district of San Luis Obispo, When the detail is fully staffed, two bicycle officers work Monday through Thursday from 7:00 a.m. to 5:00 p.m. (currently only one bicycle officer is assigned this shift). The remaining two bicycle officers are assigned to work Wednesday through Saturday, 5:00 p.m. to 3:00 a.m. This is a primary duty assignment that is deployed regularly and at special events. The bicycle patrol officers provide a more mobile alternative to the use of a foot patrol officer. The Page 298 of 619 49 increased versatility of this assignment allows for more rapid response to calls and for the expansion of patrol areas while still enabling the officer to engage in community policing activities. The bicycle detail assists conventional police cruiser units in the downtown business district, in public parks, and in other areas that are not accessible to traditional police cruisers. They are often deployed at the farmer’s market and special town events. The Bicycle Un it is used to encourage community policing partnerships with residents, business owners, students, and tourists who live, work, visit, and study in San Luis Obispo every year. Bicycle officers are deployed on the day shift and night shift in the downtown area for high visibility; however, the number of bicycle patrol units deployed varies depending on the need and availability of the intended reason for deployment. All bicycle officers have completed a state-certified police bicycle training course. According to SLOPD, all bicycle-certified officers are current in their training. CPSM found that the staffing for the intended use of the bicycle detail was appropriate. Downtown Bicycle Officers Recommendation: ■ CPSM recommends that the vacancy in the bicycle detail be filled. (Recommendation No. 14.) COMMUNITY ACTION TEAM The Community Action Team (CAT) identifies issues and crime trends that negatively affect the quality of life for residents, business owners, and visitors in the City of San Luis Obispo. One officer collaborates with a social worker to connect people with services and resources for housi ng, addiction counseling, food insecurity, mental health support, and family reunification. CAT works collaboratively with various organizations, including other city departments, social service agencies, private businesses, and non-profits, to address concerns and needs. During the CPSM site visit, SLOPD was deploying one police officer and one technician and had one vacancy. The deployment and staffing of the CAT was appropriate for the Department. Community Action Team Recommendation: ■ CPSM recommends that the current vacancy be filled. (Recommendation No. 15.) CRIME ANALYSIS UNIT Crime analysis is an essential function within police agencies; effective crime analysis helps support criminal investigations, enhances prosecutorial efforts, and facilitates operational functions. Technological advances have enabled new ways to commit crime and new ways to measure, locate, and visualize it. Crime analysis is a challenging endeavor, demanding extensive time for data collection, classification, and pattern identification. The SLOPD crime analyst position was vacant when this report was written. According to SLOPD, limited crime intelligence is predominantly carried out by sworn personnel in a “self -serve” fashion. Although this method of crime analysis is a stopgap, the vacant analyst position takes sworn personnel away from their primary duty assignments. Additionally, comparative analysis between sworn and professional staff could determine the quantity and quality of data collected. Page 299 of 619 50 Crime Analysis Unit Recommendation: ■ It is recommended that the crime analysis vacancy be filled and continue being a civilian position. (Recommendation No. 16.) § § § Page 300 of 619 51 SECTION 6. ADMINISTRATIVE / INVESTIGATIVE BUREAU The Administrative / Investigative Bureau is commanded by a lieutenant. The Bureau has a wide range of units and responsibilities including detectives, special enforcement team, training and hiring unit, the records section, property and evidence, and internal affairs. The lieutenant reports to the Administrative Deputy Chief. This chapter of the report will focus on the following units and responsibilities: ■ Detectives. ■ Special Enforcement Team (SET). ■ School Resource Officer (SRO). ■ Training and Hiring Unit. ■ Internal Affairs. DETECTIVES Determining functional detective staffing requires an examination of workflow levels, which may provide several operational, administrative, and community -based advantages when performed correctly. An optimum number of detectives must be assigned based on accurate data, performance measures, and case management processes. Outcomes must also improve the culture of the San Luis Obispo Police Department, meet community expectations, and be recognized as a useable and affordable strategy by the City of San Luis Obispo. Under the direction of the Administrative Deputy Chief, the Investigative Division Lieutenant commands all detective operations. One sergeant supervises the five detectives. Two detectives are assigned property crimes (burglary, grand theft, fraud, etc.), while three detectives work crimes against persons (robbery, assault, rape, murder). Property detectives are cross-trained in child abuse and sexual assault investigations, which is an approach found in similar-sized police organizations. All detectives are subject to being on call on a rotating basis. The Investigative Division is unique in that it also includes one School Resource Officer (SRO). The SRO is mainly assigned to the high school but is available for the middle school as well; however, the SRO may be assigned investigative cases involving students. Policy / Standard Operating Procedures (SOPs) The department’s investigative functions are guided by various policies and standard operati ng procedures. These were reviewed by CPSM and found to be comprehensive, with no impact on staffing levels. The SOPs provide step-by-step direction to staff regarding the following: ■ Case assignment. ■ Case management. Page 301 of 619 52 ■ Case file maintenance. ■ Procedures to follow in various investigations. ■ Procedures to follow when conducting interviews/interrogations, etc. Staffing and Vacancy Review Investigative/detective staffing levels are authorized and staffed as shown in the following table. TABLE 6-1: Investigative/Detectives Authorized Staffing Levels, 2024 Position Authorized Actual Vacant Lieutenant 1 1 Sergeant 2 2 Detective (Persons) 3 3 Detectives (Property) 2 2 Detective (SET) 4 2 2 School Resource Officer 1 1 Total Sworn 13 11 2 Source: San Luis Obispo Police Department SLOPD Detectives hold the rank of police officer but are referred to as detectives while assigned to the Investigations Division. Selection for this assignment is based upon the discretion of the department and follows a formal interview process where the candidate’s prior work/initiative, report writing skills, and training are considered. It is noted that the SLOPD detective function is fully staffed with no vacancies, a staffing level seldom achieved by a law enforcement agency; this is an achievement worth noting. Occasionally, SLOPD officers rotate into temporary detective positions due to limited work restrictions based on an injury or other occurrence. As CPSM assesses staffing levels, we will also examine crime data, tempo of work, and associated tasks that require a closer examination for a realistic assessment. As an example, over the past decade, violent crime in the city has increased along with the tempo of calls for service; however, the detective staffing has remained the same over the past decade. In offering staffing recommendations, we will take this history into account. Work Schedule Detective operations are on a 4/10 schedule, generally from 7:30 a.m. to 5:30 p.m. on weekdays. Detectives also serve on-call schedules as agreed upon through Memorandums of Understanding. The work hours do not impact staffing levels and are contemporary. Workload and Case Management Detective case assignments are based on several factors listed in SLOPD policy and practiced within the Investigative Unit. The detective sergeant is responsible for evaluating and assigning cases once the Records Section completes the report merging process into the RMS system. Cases are assigned based on whether the crime is a crime of property or committed against a person. If it is related to burglary, robbery, theft, fraud, or vandalism, the case is assigned to the property crimes detectives. When the crime involves rape, child abuse, homicide, major assault, Page 302 of 619 53 or child pornography, it will be assigned to one of three crimes against persons detectives. Arson cases are unique and assigned to any one of the five detectives depending on several factors at the time of the review. Other factors that impact the triaging of cases include a detective’s current caseload, types of cases, or the size and duration of a major case. Additionally, training, vacation, and other ancillary duties impact a detective’s availability. These factors offer valuable insight for CPSM and are helpful in determining functional staffing levels. In evaluating workload and case management, CPSM applies best practice recommendations offered by organizations such as IACP, PERF, U.S. DOJ, and other law enforcement institutions. IACP offers several recommendations that are provided below as guidance in determining workload and staffing levels: ■ IACP recommends reduced use of paper-based investigative tracking and management and SLOPD has performed well in this objective. ■ IACP recommends higher utilization of records management systems (RMS) and using these systems to their capacity. The SLOPD has attained many best practices with its utilization of its RMS; however, it does not use the clearance rate management system to its full capacity. ■ IACP recommends agencies develop purpose-built case management systems that use searchable digital case folders, analytical tools, alert systems, and real -time visibility for supervisor evaluation. The SLOPD uses Spillman Technologies on most of these platforms and should seek to improve the use of Spillman Technology for case clearance management. The SLOPD’s achievements in several aspects of the IACP recommendations demonstrates positive performance indicators in adopting national best practices. One of the many challenges in determining staffing levels is the use of collateral or ancillary duties to solve organizational challenges and other emerging issues. Often, agencies similar in staffing levels as SLOPD struggle with increasing funding for higher staffing levels, so many times detectives are tasked with a multitude of divisional and organizational responsibilities. CPSM found that the ancillary duties of SLO detectives include multiple responsibilities that exceed most similar-sized agencies CPSM has visited. The range of other duties and responsibilities were gathered for this study and are listed below; they are certain to have an impact on caseloads and the length of the average investigation time. ■ Candidate background investigations. ■ Crime scene evidence collection. ■ Child sexual abuse material (ICAC). ■ Bomb task force. ■ SWAT. ■ IT-related duties. ■ Evaluation of E-Scars (Suspected Child Abuse Reports). ■ Drone team. ■ Peer support. ■ Range master. ■ Mobile field force. Page 303 of 619 54 ■ Sex registrations. ■ Pawn management. ■ Sexual abuse response team. Since these ancillary duties are divided among just five detectives, they may present a high volume of daily tasks unrelated to a detective’s caseload. After our review of the ancillary duties, CPSM recommends that SLOPD executive staff establish an ad-hoc committee to evaluate and recommend how ancillary duties are assigned in order to help reduce collateral workloads for detectives. The detective workload is difficult due to the pace of activity of San Luis Obispo combined with the limited resources to assign to various other duties. Caseload and staffing recommendations begin with understanding the workflow in the department. Generally, the first contact with SLOPD regarding a service request is made through the emergency 911 call center. For San Luis Obispo, that function is conducted by the department. If the dispatcher (call-taker) determines that an officer must be dispatched, the information on the call is entered into the computer- aided dispatch (CAD) system. The CAD system operates on the Spillman Technologies software, which is well-used throughout the United States. Once the CAD entry closes, the call data/record is automatically transferred to a compatible records management system (RMS), commonly the same platform as the CAD system. These robust RMS platforms generally have multiple compatible sub-platforms, including Detective Case Management and Property and Evidence modules. This is designed to seamlessly transfer applicable information between these compatible platforms, including auto-populating relevant data in these sub-platforms. Spillman's case management component assigns and tracks active cases and is utilized well by detectives at a higher average level than most police departments of similar size. The use of the Spillman Technology software and RMS platform is a positive performance indicator for the department and detectives. Law enforcement agencies vary widely in case intake policies and practices relative to detective section functions. Some agencies refer all cases to detectives for review and follow-up investigation, where appropriate. In others, only felony cases are generally referred to detectives, while patrol officers are responsible for investigating most misdemeanor cases and some low-level felony cases. Decisions about the case intake processes are often driven by workload demand and staffing levels in detective units. Currently, the SLOPD utilizes a practice common in similar-sized agencies in assigning certain types of cases with strong leads to patrol officers for investigation. As mentioned, the department has patrol officers investigate crimes and they are often assigned investigations for multiple days and, at times, for lengthier periods. Although this process assists the detectives with their workloads and expands the breadth of the knowledge and skills of patrol officers, it is not without challenges. SLOPD tracks cases assigned to patrol officers on the Spillman case management system; these cases assigned to patrol are reviewed and discussed monthly by the Investigative Division’s lieutenant and sergeant. In our review, CPSM discovered that the Investigative Division does not closely track clearance rates either for detectives or patrol officer-assigned cases. Tracking caseload clearance is strongly suggested by IACP and PERF and serves as an important characteristic in determining performance and caseload balance. It is recommended that the SLOPD develop a process through Spillman Technologies to track clearance rates for all detectives and cases assigned to patrol officers. Tracking clearance rates will provide data regarding caseloads and assist in developing yearly staffing levels in detectives. Table 6-2 shows the department’s overall Page 304 of 619 55 clearance rates for 2022, along with State of California and national rates. Table 6-3 shows just the San Luis Obispo and California clearance rates, as the national rates were not available from the FBI reporting system at the time of this report. One can see that the SLOPD’s robbery and aggravated assaults clearance rates are higher than state and national levels, which is likely reflective of the work by SLOPD detectives. These outcomes are positive achievements and an example of excellence in policing by the department. In Table 6-4, one can see the SLOPD’s clearance rates are higher in all categories except for rape as compared to California. The clearance rates are inclusive of all SLOPD police efforts, and not just for detectives. Again, however, these figures point to an excellent performance outcome. TABLE 6-2: Reported SLO, California, and National Crime Clearance rates, 2022 Crime San Luis Obispo California National Crimes Clearances Rate Crimes Clearances Rate Crimes Clearances Rate Murder Manslaughter 0 0 NA 2,206 1,294 59% 21,797 10,752 49% Rape 38 2 5% 14,346 3,970 28% 132,997 27,856 21% Robbery 40 22 55% 47,669 13,356 28% 215,760 51,930 24% Aggravated Assault 189 96 51% 128,798 60,502 47% 756,601 334,405 44% Burglary 254 25 10% 143,429 14,348 10% 916,970 125,838 14% Larceny 1,372 96 7% 577,733 12,817 2% 4,947,709 633,098 13% Vehicle Theft 119 16 13% 181,815 37,846 21% 953,827 87,140 9% Source: FBI UCR National Reporting TABLE 6-3: Reported SLO and California Clearance Rate, 2023 Crime San Luis Obispo California Crimes Clearances Rate Crimes Clearances Rate Murder Manslaughter 0 0 NA 1,892 1,166 62% Rape 32 4 13% 13,723 3,685 27% Robbery 44 29 66% 49,177 13,943 28% Aggravated Assault 178 102 57% 135,046 61,055 45% Burglary 181 32 18% 132,574 13,168 10% Larceny 997 125 13% 560,414 11,042 6% Vehicle Theft 90 19 21% 195,853 45,464 8% Source: SLOPD & California Department of Justice Workload Demand To this point, we have discussed staffing, work schedules, and case intake procedures. Here, we will examine how the Investigative Division is positioned to manage workload demand. As previously noted, not all criminal investigations are assigned to a detective. Some are handled in their entirety by patrol officers, handled by the SRO, or closed without further investigation following a review of solvability factors. Major cases reflected in the following table are limited to those assigned to detectives. Page 305 of 619 56 There are no absolute standards to determine an appropriate caseload for a detective. Some of the options include the following contrasting industry standard recommendations. ■ The International Association of Chiefs of Police (IACP) suggests a detective caseload between 120 and 180 cases per year (10 to 15 per month) is manageable. Based on the current data, SLOPD Detectives are below this mark but would likely have higher totals if all investigations were assigned to detectives. It is not uncommon for police agencies to assign selected violent and serious crimes for assignment while others are handled by Patrol. ■ Other IACP research recommends one detective for every 300 Part I crimes. This metric would suggest that SLOPD needs 5 detectives based on the 2023 Part I crime total of 1,466, the number it has now. ■ A comprehensive 2007 analysis of Florida police departments conducted by the “End Violence Against Women International” (EVAWI) found the average number of cases to be between 72 and 96 per year (excluding homicide and sex crimes). For SLOPD detectives, the number of violent and serious crimes in 2023 per detective was at the low end of this average. ■ Further, a more realistic report by IACP found that the average detective spent less than 60 percent of their time on investigations and nearly 40 percent of their time on other related administrative, operational, and collateral duties as required. In San Luis Obispo, these duties may include community engagement, training, and collateral assignments such as SWAT, peer support, drone operations, and other duties. ■ Based on the detectives’ collateral duties, it can be estimated that the average detective spends less than 60 percent of time on investigations, and, likely nearly 50 percent on other related duties and responsibilities as listed earlier in this segment. To achieve the 60/40 investigative threshold vs. “other tasks” balance would require SLOPD to reduce the number of collateral duties or add additional staffing to the detective cadre to increase concentrated time on investigations. The following table provides data that the number of cases assigned to detectives is increasing as of 2023. While considering the highest year caseload (2023), each of the five detectives manages a caseload of approximately 60 cases per year, considered to be manageable before the auxiliary assignments and collateral duties are included into a detective’s daily schedule. TABLE 6-4: Case Assignments Per Detective, 2021–2023 Unit 2023 Total 2023 Cases per Detective 2022 Total 2022 Cases per Detective 2021 Total 2021 Cases per Detective Person Crimes 229/3 76.3 129/3 43 146/3 48.6 Property Crime 72/2 36 50/2 25 74/2 37 All Cases 301 60 179/5 35.8 220 44 Source: San Luis Obispo Police Department. The School Resource Officer does not log or track school incidents on CAD/RMS Equally, an example of expanding community tasks impacting SLO resources can be measured from the most recent strategic plan, indicating growing needs related to community resources, unsheltered population, and CFS related to a higher population. It also demonstrates the growing workload for all personnel as special projects are established to confront emerging trends. Page 306 of 619 57 FBI UCR/NIBRS Crime Reporting The Federal Bureau of Investigation annually produces a Uniform Crime Report (UCR) / National Incident -Based Reporting System (NIBRS) report that provides comprehensive crime and other law enforcement data for agencies nationwide. The states supply the FBI with data after each collect and processes the data received from local agencies. SLO reports such data to the California Department of Justice (Cal DOJ). As we reported on crime rates throughout this report, the data reflects what the FBI UCR/NIBRS published. This data is important for SLOPD leadership to evaluate and determine staffing needs based on emerging issues. The following table shows the indexed rate of crime in San Lusi Obispo over the ten-year period of 2014 to 2023. Since 2016, the property crime rate has seen a downward trend; however, the rate of violent crime has trended upward. This trend in the rate of violent crime has increased investigative caseloads and associated work. For typical police agencies, this trend in violent crime would require additional resources. This is especially the case because of the growing investigative needs related to searching through social media, cell phone data, and technical data platforms. TABLE 6-5: Reported SLO, California, and National Crime Rates, by Year Year San Luis Obispo California National Population Violent Property Total Population Violent Property Total Population Violent Property Total 2014 46,672 514 3,083 3,597 38,970,399 389 2,430 2,819 324,699,246 357 2,464 2,821 2015 47,116 410 3,914 4,323 39,315,550 424 2,605 3,029 327,455,769 368 2,376 2,744 2016 47,774 373 4,345 4,718 39,421,283 443 2,541 2,984 329,308,297 383 2,353 2,736 2017 47,934 371 3,718 4,089 39,536,653 449 2,497 2,946 325,719,178 383 2,362 2,745 2018 47,885 401 3,778 4,179 39,557,045 447 2,380 2,828 327,167,434 369 2,200 2,568 2019 47,735 402 3,641 4,043 39,959,095 434 2,290 2,724 328,239,523 379 2,010 2,489 2020 46,986 441 3,448 3,888 39,538,223 442 2,139 2,581 331,449,281 399 1,958 2,357 2021 47,326 475 3,892 4,368 39,368,613 466 2,178 2,645 332,031,554 396 1,933 2,329 2022 47,394 563 3,682 4,245 39,114,785 500 2,343 2,843 332,403,650 380 1,954 2,334 2023 48,249 526 2,628 3,154 39,109,070 511 2,273 2,784 NA Note: National crime statistics are not yet available for 2023. § § § Page 307 of 619 58 Crime Scene & Forensics Investigations In today's policing environment, forensic evidence, especially trace and biological evidence, is critical in solving crimes and successfully prosecuting offenders. Crime scene technicians must have extensive training, experience, skill, and commitment to master this art. Each is vital to this effort. SLOPD previously had a crime scene technician (civilian) on staff in the early 2000s, but that role was reclassified to a Property and Evidence Technician . The department has approached this challenge with innovation and established a collateral team of four patrol officers for each work shift who have been trained in basic crime scene investigations. The assignment is an innovative approach for law enforcement agencies with limited resources and budgets. SLOPD constructed this auxiliary assignment as a three-year assignments for patrol officers. It has the added benefit of advancing investigative skills. In addition to the patrol personnel, the department’s detective cadre can also conduct basic crime scene management duties. The nature and seriousness of the offense will dictate the degree to which these processes are required and SLOPD’s use of a call-out team as a collateral assignment has functioned well with limitations. The limitations include homicide, sexual crimes, and other serious incidents; thus, the department maximizes its mutual aid agreement with the County Sheriff’s Office for advanced crime scene investigations. Although no specific data is maintained, it is estimated the crime scene Investigator teams respond to approximately 30 incidents per year. Computer Forensic Responsibilities The SLOPD utilizes one civilian forensic computer technician who provides technical investigative consultations on investigations and as well conducts forensic assessments on cell phones, computers, gaming devices, tablets, and other devices. The workload of this position is always constant and produces over 60 supplemental narratives per year as well as the daily technical guidance for search warrants and other work. It is recommended that SLOPD develop a succession plan for this position to avoid a vacancy in this position. A temporary vacancy in this position would impact many complicated investigations as well as daily guidance for detectives and patrol personnel. The work related to crime scene and computer forensic investigations involve time-consuming tasks that, in major cases such as homicide investigations, kidnappings, sexual assaults, etc., can take many hours and, in some cases, weeks to complete. Dedicated forensic specialists, not generalists with multiple other responsibilities (e.g., patrol officers and detectives), are vital to this effort. As mentioned, extensive training and experience are required to master these tasks. There are no benchmarks or national standards to estimate the percent of time to achieve these responsibilities for every task and investigation. What is known is that the work by the CSI unit and the computer forensics specialist is time-consuming and adds countless hours to each investigation and should be considered for this staffing report. Community Challenges Based on economic reports and other city-wide data, San Luis Obispo's population has experienced growth; tourism plays a significant role in the city’s economy. In 2022, San Luis Obispo County (recognizing that the City of San Luis Obispo is a statewide destination location) welcomed 7.47 million visitors to the entire county. The 2013 San Luis Obispo Economic Report provided several emerging issues that are challenging the city regarding economic growth and social issues. Housing was an emerging topic in 2013 and which now is having a significant impact on city and policing resources to Page 308 of 619 59 manage the growing unhoused population that has emerged into 2024. Over the years, the average authorized (budgeted) sworn staffing level has been maintained at about 60 to 61 personnel. The average number of assigned detectives averaged about five officers over the past decade (according to the department’s annual reports). A key data point is that the calls for service and contacts with those living without permanent shelter totals about 6,700 engagements. This number is critical for the SLOPD and likely has impacted the number of case investigations for detectives and other associated tasks. The unsheltered population has required the department to develop special units, such as the Community Action Team, and other innovative strategies to reduce and manage the population while offering contemporary outreach services with local non -profit partnerships and organizations. However, over the past year, the police department has responded to numerous complaints regarding the increase in transient camp occupancies and locations, including building structures in parks and other critical locations. The SLOPD evaluated the calls for service related to the unsheltered population during 2022 (to include contacts as suspects, victims, or witnesses), and these contacts, as noted, decreased from the prior years but still totaled about 6,700 interactions. The number of engagements between the unsheltered and detective investigations is unknown, but based on an examination of CFS and detective interviews it is estimated to incumber about 30 percent of all investigative cases. CPSM also recognizes that in 2021, the police department encountered its largest increase in calls for service in over ten years, and the highest totals on record. While 2022 and 2023 have seen a slight decrease in call volume, the overall increase of over 29 percent since 2009 represents a likely increase in the number of cases assigned to detectives. CPSM Staffing Recommendation Based on the findings and best practice approaches, CPSM recommends the increase of two detectives to raise the staffing from five detectives to seven. Adding two detectives may only provide limited operational enhancements and will require the support of other CPSM recommendations in this report. Additional detectives can provide the following positive outcomes. ■ Reduce violent crime detective workloads, allowing more focus, time, and attention on each case and other investigative responsibilities. ■ Provide more thorough investigations and potentially higher clearance rates. ■ Additional detectives can improve the goal of reaching 60 percent of time spent on investigative time and less than 40 percent of time on collateral responsibilities. It is very likely that department detectives now spend less than 60 percent of their time on investigations. ■ Added detectives will allow personnel to work collaboratively on complex cases and share expertise, leading to better outcomes and the ability to address emerging crime trends and allocate resources more effectively. ■ Additional detectives will also support and mentor less experienced detectives, fostering professional development within the department and improving the overall culture of a learning organization. The goal of providing two additional detectives is to improve the effectiveness and productivity of the detective section, leading to a safer community and increased public trust in the San Luis Obispo Police Department. Page 309 of 619 60 Based on the findings of the detective workload and staffing assessment, CPSM found that the Investigative Division would immediately benefit from two additional full-time detectives to off- set the 41 percent increase in the city’s violent crime rate since 2016 as well as reduce the workload of ancillary duties under the 60/40 principle. Detective Recommendations: ■ Based on the findings of the detective workload and staffing assessment, CPSM found that the Investigative Division would immediately benefit from two additional full-time detectives. (Recommendation No. 17.) ■ CPSM recommends that SLOPD executive staff establish an ad-hoc committee to recommend an approach to assigning ancillary duties to better define appropriate staffing levels throughout the organization. (Recommendation No. 18.) ■ It is recommended that the department develop a process through Spillman Technologies to track clearance rates for all detectives and cases assigned to patrol officers. (Recommendation No. 19.) ■ It is recommended that the department develop a succession plan for the computer forensic position to avoid a vacancy in this position. A temporary vacancy in this position would impact many complicated investigations as well as the daily guidance provided for detective and patrol personnel. (Recommendation No. 20.) SCHOOL RESOURCE OFFICER (SRO) SRO programs play an invaluable role in providing a safe school environment, shaping young people’s relationships with police, and establishing and maintaining productive relationships with school officials. Recognizing the importance of an SRO program, the San Luis Obispo Police Department works in conjunction with the San Luis Coastal Unified School District, which represents several area cities with a total of 7,500 students. The County School District has long maintained an SRO program with shared responsibilities between Morro Bay, SLOPD, and the County Sheriff. Most deployment time of SLOPD’s SRO is expended at San Luis Obispo High School, which has approximately 1,600 high school students and 800 middle school students. 2022 enrollment is expected to grow and return to pre-pandemic levels, according to the King Consulting report. This one SRO works Tuesday through Friday from 7:00 a.m. to 5:00 p.m.; the SRO serves as the liaison with other SROs in SLO County. Workload As we begin our discussion on workload, it is essential to point out that, unlike Patrol, where computer-aided dispatch (CAD) captures much of an officer’s time on assigned activities, this is not the case for an SRO. SROs serve as mentors for students, resources for families and school staff, while providing classroom instruction, and are responsible for law enforcement-related duties at the schools. Few of these activities lend themselves to being captured by CAD and rarely result in initiating a documented case file. CPSM found that the SRO was assigned approximately 60 cases over the current school year for various school-related investigations (determined by CFS case numbers). However, these cases are not assigned to the SRO or tracked much like detective caseloads. It was also determined Page 310 of 619 61 that an unknown number of investigations or calls for service are not tracked. For staffing and deployment purposes, CPSM recommends the SRO track all cases and CFS via the CAD system and maintain a handwritten log that can easily be transferred to the RMS system for tracking purposes. Importantly, and as we mentioned previously, the SRO is also responsible for investigations of crimes occurring on school campuses and cases involving children where, based upon their duties as an SRO, they are uniquely positioned to conduct a more thorough investigation. The SRO may also be called upon to assist detectives and Patrol in investigations involving school- related incidents or those not necessarily related to school but involving a student, even where the SRO is not the primary case investigator. This is an excellent use of the SRO as they are best positioned to seek cooperation from school staff, students involved in criminal activities, or witnesses. The primary goal of the SRO is to develop positive relationships with students and help with any issues at school or home. The SRO is also involved in reviewing safety plans and assisting in creating special projects or guidance with special school events. During the summer months, the SRO is assigned to the high school as more than 1,000 students attend in the summer. The officer is stationed at SLO High School and available to assist at all school sites, including the nine local schools. The SRO helps in other functions by attending school assemblies, assisting in the classroom, conducting outreach, and providing guidance to school staff on public safety matters. SLOPD's use of the SRO is consistent with national standards, and the workload and responsibilities are also consistent with current standards as prescribed by the National Association of School Resource Officers (NASRO). The national standard, as recommended by NASRO, is one school resource officer per 1,000 students, Based on this recommendation the San Luis Obispo Police Department should consider the addition of one SRO as the total number of students is approximately 2,400 students. If adding one SRO is not feasible, CPSM recommends adding one patrol officer to the authorized budget and utilizing this officer as a part -time officer at the middle school during the school year, allowing the full-time SRO to remain full-time at the high school. This recommendation is based on standard areas of responsibilities that are also maintained in San Luis Obispo, as listed below: ■ Student contacts. ■ Parent contacts. ■ Law-related education. ■ Accidents. ■ Drug charges. ■ On-campus crime. ■ Reports of weapons. ■ School disturbance. As would be expected, most incidents fall first to student contacts and then parent contacts. Even at the high school, the annual numbers of arrests, drug charges, and school disturbances are nominal. Page 311 of 619 62 CPSM Staffing Recommendations SRO programs play an invaluable role in shaping young people ’s relationships with police and establishing and maintaining productive relationships with school officials. The City of San Luis Obispo, the school district, and the SLO Police Department are commended for their commitment to this program and the community's children. As such, CPSM recommends one additional SRO based on national benchmarks relative to student populations with an understanding this recommendation requires collaboration with school district executive leadership. SRO Recommendations: ■ CPSM recommends one additional SRO to meet the NASRO national standards of one SRO per 1,000 students, as San Luis Obispo has surpassed 2,000 students. (Recommendation No. 21.) ■ If adding one SRO is not feasible, CPSM recommends adding one police officer to the authorized budget and utilizing this officer as a part-time officer at the middle school during the school year, allowing the full-time SRO to remain full-time at the high school. (Recommendation No. 22.) ■ Regarding future staffing and development considerations, CPSM recommends that the SRO track all cases and CFS via the CAD system and a handwritten log that can be transferred to the RMS system for better tracking. (Recommendation No. 23.) SPECIAL ENFORCEMENT TEAM (SET) The Special Enforcement Team is a specialized unit of operations within the Administrative/Investigative Division under the direct command of the Investigative Unit lieutenant. SET has an authorized budget of three detectives and one police sergeant. Generally, SET will operate in a plain-clothes undercover capacity, focusing on crime activity and narcotics enforcement. SET regularly assists the department in other areas of special operations, such as with Patrol or investigative Division and regional efforts. Staffing & Workhours The SET work schedule often changes based on operational needs, crime trends, search for criminal fugitives, and ongoing criminal activity. The unit is authorized with three officers and one sergeant but often may be staffed with two officers depending on vacancies and patrol needs. SET is focused on the following areas of responsibility: ■ Major investigations ■ Human trafficking ■ Narcotic crimes ■ Gun trends ■ Overdoes cases ■ As a resource for covert operations Page 312 of 619 63 Workload/Unit Responsibilities The SET’s responsibilities and work standards are well defined in the SLOPD’s procedure manual, and proper accountabilities and oversight are built into the operational guidelines to include an extended list of operational expectations. Specialized operations units such as SET are not defined by any national recommendation, benchmark, or suggested authorized staffing levels. Instead, determining the appropriate staffing levels include the following challenges. ■ Necessity to augment Patrol or investigative resources. ■ Defined unit mission and organizational responsibility. ■ Well-defined policy/procedures/training. ■ Community interaction to define crime trends and reduce victimization. ■ Proper management and accountability. In our review, CSPM found that the department’s leadership has accounted for the need and deployment of SET. The unit was tasked to respond to regional crime trends, ongoing criminal activity, and other public safety challenges impacting the San Luis Obispo community. After several years of inactivity due to short staffing in patrol, SET was reactivated as a functional unit of operations earlier this year. In assessing SET’s staffing and workload, CPSM reviewed nearly 40 cases and noted extraordinary investigative efforts in seizing large quantities of narcotics, fentanyl, drug monies, and dangerous weapons. This unit was also instrumental in arresting violent suspects, wanted sex crime registrants, and ongoing property crime rings. The unit has demonstrated its ability to focus on regional crime that impacts the City of San Luis Obispo by working with local police agencies in the county, state parole, and FBI Task Force. Noteworthy outcomes include the seizure of more than 16 pounds of fentanyl, 34 pounds of methamphetamine, 13,000 controlled substance pills, and many other dangerous substances. SET evaluates and investigates drug overdose incidents to determine if the circumstance of these tragic events provides investigative “leads” for potential arrests. SLO leadership has accounted for SET’s community effectiveness and successes in reducing tragedies (avoiding potential overdoses) and reducing violence (through arrests and seizure of weapons). Based on the activity level and SET’s deployment strategy, it is recommended that SET continue to operate at its current staffing level. Traditional metrics in law enforcement are centered around tasks or activities but seldom measured in a greater feeling of safety, lowered risk of crime, less disorder, and disruption of open-air drug markets. It is evident by our assessment that SET has achieved a high level of performance in making the city a safer place to live. It would benefit the department to prioritize the filling of the current SET vacancy as staffing allows. SET Recommendation: ■ CPSM recommends that the SET vacancy be filled as soon as staffing allows. (Recommendation No. 24.) Page 313 of 619 64 TRAINING AND HIRING UNIT The Training/Hiring Manager is a civilian employee who reports directly to the Administrative Deputy Chief. This role involves two distinct but interconnected responsibilities: overseeing the training of department staff and managing the recruitment, hiring, and retention of department staff. The Training/Hiring Manager works closely with the Administrative/Investigations lieutenant, day watch lieutenant, night watch lieutenant, and one sergeant with other management responsibilities. The Training Unit staffing includes one training manager with various responsibilities and auxiliary duties representing all the required operational requirements and obligations as prescribed by law and the Peace Officer Standards and Training (POST). Overview Training is one of the most important functions in a police department. Practical training is critical in providing essential information and minimizing risk and liability. The outcome of practical training can be measured in part by a high level of proactive policing and low level of community member complaints, low numbers of claims or lawsuits, high community member satisfaction with the police, well-written and investigated reports, safe driving records, and appropriate implementation and documentation of use-of-force incidents. All aspects of training within SLOPD are handled by the training manager and the Administrative lieutenant. The duties of the training manager are to coordinate all training in the department based upon demand and required mandates and to ensure officers and staff meet compliance requirements set by POST. The purpose of the training unit policy is to administer a training program that will provide for the professional growth and continued development of SLOPD personnel, ensuring the department’s personnel possess the knowledge and skills necessary to provide a professional level of service that meets the needs of the community. Workload This assessment reviewed the operations of the Training/Hiring Unit and its internal structure and activities; however, the focus of this review is to evaluate if staffing levels are appropriate. CPSM could not determine objective workloads or conduct regional, state, or national comparisons regarding the Training Unit’s workload, which is not unusual for training units. However, CPSM conducted its assessment based on universal national, state, and local training regulations balanced with organizational mandates and current challenges facing the department. While it is common to have one training manager assigned to these duties, the tempo of departmental and community needs are greater than agencies of similar size, placing more responsibilities on the training/hiring unit to establish ongoing professional development. The Hiring and Training Manager is responsible for all departmental hiring, promotions, and unique assignment selections, coordinating the background process, and onboarding for all positions within the police department in coordination with other personnel and ranks. As one example, the training manager spends a high percentage of time on hiring to include the following processes: Recruitment/Hiring ■ Coordinating with Human Resources and creating job requisitions. ■ Reviewing applications for content and disqualifiers. ■ Organizing and implementing any required job-related testing. Page 314 of 619 65 ■ Selecting the top candidates, organizing, and attending the interview process. ■ Coordinating the background process for selected applicants. ■ At times, the Training Manager will also conduct background investigations. Based on CPSM's review of dozens of police organizations around the United States since 2021, the hiring pace at the SLOPD exceeds national averages. During the 2021–2023 period, the department hired 23 police officers and 21 professional (civilian) staff The department’s near-zero vacancy rate and hiring pace surpasses those of other police organizations in the region. This achievement results from multiple facets within the department; however, hiring tracking, processing, and other related duties fall directly on the training unit personnel and its leadership. Training The Hiring and Training Manager ensures all officer recruits, laterally-hired officers, and communication technician-dispatchers complete and successfully pass all mandated job requirements before hiring as set forth by the State of California or Department policy. The Hiring and Training Manager is responsible for coordinating and executing the onboarding process for all departmental hires. The Hiring and Training Manager ensures all employees within the department acquire and maintain certifications and training required for their position and manages POST certifications as set forth by the State of California or department policy. Training management is an ongoing process that requires the department to maintain state mandates related to California POST commission requirements, including: ■ Meeting the Department requirement that all field personnel and dispatchers have expanded CIT training by 2025 ■ Meeting the statewide need for consistent peace officer selection standards by developing and updating job-related selection standards. ■ Assuring California peace officers have access to appropriate training to acquire the skills, knowledge, attitudes, and behaviors consistent with the requirements and expectations of professional competence associated with the job at each career and experience stage. ■ Fostering and facilitating healthy and productive organizational environments in which officers work by providing leadership development programs and offering management counseling services. CPSM found that the department has achieved nearly 100 percent of training mandates related to the Perishable Skills Program (PSP) and Continuing Professional Training (CPT) requirements. CPSM has found many California law enforcement agencies are behind on these mandates, demonstrating another example of excellence in policing by the San Luis Obispo Police Department. SLOPD has prioritized 40 hours of Crisis Intervention Training for all field personnel and dispatchers and is on track to achieve this milestone in 2025. CPSM does note that one training manager dedicated full-time to the CA POST training mandates and other important ancillary duties is a heavy load to maintain every year. Administrative Training Duties In a review of the Training Unit’s functions, we found the manager is responsible for many administrative training-related functions, such as; Page 315 of 619 66 ■ Conducting reviews on all backgrounds to ensure California POST compliance and working with POST during annual POST audits. ■ Managing travel arrangements and course registration for employees who are attending training. ■ Managing and implementing Lexipol policy updates and daily training bulletins in Lexipol. ■ Purchasing and tracking department-issued equipment. ■ Working with community stakeholders for recruitment and marketing opportunities. ■ Scheduling ride-alongs; frequently communicates with community members interested in department employment. ■ Responding to and communicating with other law enforcement agencies when inquiring about applicants. CPSM Staffing Recommendations CPSM concluded that the Training Unit is operating beyond 100 percent of capacity as the daily duties, long-term responsibilities, and state regulations require ongoing development plans and specific types of training for sworn and professional staff. CPSM recommends that department leadership develop an approach to assign a part-time individual to assist with the regular tasks and responsibilities. CPSM recommends the department evaluate the addition of an administrative sergeant to assist the training manager with recruitment and hiring tasks and responsibilities in order to support the current workload and associated tasks. It would also benefit the unit to continue automating the tracking of training hours, courses, and other tasks to reduce daily work. The current use of the Oracle workflow software to submit, track, and approve department training is an excellent example of managing annual training requests. CPSM recommends that the department utilize a third-party background investigation firm as its primary resource for background investigations in order to reduce the auxiliary workload for detectives and patrol personnel currently performing these tasks. The department should refer to CA POST Training Bulletin NO. 2024-08 for guidance and legal restrictions. The SLOPD should also continue to invest in software to help track Training Unit responsibilities and reduce the training manager’s workload. Training & Hiring Unit Recommendations: ■ CPSM recommends the department develop an approach to assign a part-time individual to assist with the regular tasks. (Recommendation No. 25.) ■ CPSM recommends SLO evaluate the use of an administrative sergeant to assist the training manager with recruitment and hiring tasks and responsibilities in order to support the current workload and associated tasks. (Recommendation No. 26.) ■ CPSM recommends that the department utilize a third-party background investigation firm as its primary resource for background investigations in order to reduce the auxiliary workload for detectives and patrol personnel currently performing these tasks. The department should refer to CA POST Training Bulletin NO. 2024-08 for guidance and legal restrictions. (Recommendation No. 27.) ■ The SLOPD should continue to invest in software to help track Training Unit responsibilities and reduce the training manager’s workload. (Recommendation No. 28.) Page 316 of 619 67 INTERNAL AFFAIRS Ensuring a department has the public’s trust is vital to the law enforcement mission, and this trust rests on departmental responsiveness to community needs and expectations. The department must receive commendations and complaints with equal professional interest and courtesy and give both appropriate supervisory and management attention in order to foster public confidence and to promote constructive communication. In fact, the San Luis Obispo Police Department’s Personnel Complaint policy states “It is imperative that the Police Department operate in a degree of transparency and is responsive to complaints alleging employee misconduct and external concerns regarding the operation of the agency.” The San Luis Obispo Police Department will accept and document all complaints alleging employee agency conduct for the following reasons: ■ To ensure that complaints alleging employee or agency misconduct are accepted and investigated in a consistent and reasonable manner to uncover the truth of the allegations. ■ To identify areas of misunderstanding by the complaining community member. ■ To identify employees whose attitude, behavior, and/or performance is in need of correction and supervisory intervention. ■ To protect agency employees and the department from erroneous complaints. ■ To identify department policies, training, and/or practices in need of reevaluation, clarification, and/or correction. Staffing and Policy Internal Affairs is carried out within the Administrative Bureau by the Administrative and Investigations lieutenant. The department’s policy regarding the handling of community member complaints is outlined in Policy 1019 – Personnel Complaints of the department’s policy manual. The policy was last revised in November 2023. Complaints The department has defined a complaint as “any allegation of misconduct or improper job performance that, if true, would constitute a violation of department policy or of federal, state, or local law, policy, or rule…” A complaint can be made in any of the following ways: ■ The aggrieved person. ■ Third party. ■ Anonymous. ■ Agency employee. ■ Notice of civil claim. Complaints can be made via the department’s website, in person, by telephone, by letter, or by e-mail. The department’s website clearly explains how to file a complaint. Page 317 of 619 68 Complaint Process All complaints are referred to a supervisor who may suggest appropriate remedies to resolve minor incidents; however, community members are not discouraged from filing a complaint. The supervisor has the authority to handle the matter with discretion and make the appropriate resolution without a formal complaint. Many community members only want to make their issue known to the department, be listened to, and be confident their incident will be handled appropriately. Although this does come with some risk that supervisors may dismiss or minimize complaints, if the supervisors are appropriately trained this practice can produce effective and efficient resolutions to incidents. At the same time, when these minor incidents are handled informally, if they are not properly documented then employee misconduct can be missed. It is imperative that some type of documentation occurs when incidents are informally handled. All informal complaints handled by supervisors are reported to the Patrol lieutenant. Since the department recently purchased the Frontline program, the sergeants will be required to enter into Frontline the information regarding any informal complaints that are received and handled. When supervisors become aware of a person desiring to make a complaint against an SLOPD employee the supervisor is to gather all relevant information. This may consist of a recorded interview with the complainant, a completed community member complaint form, and responding to the location of the incident to: ■ Determine the identity of persons involved, witnesses, and other police personnel and employees. ■ Ensure that proper evidence is collected and/or documented. ■ Ensure that all reasonable documentation and physical evidence is maintained. This includes police reports, communications/dispatch information, MDT transmissions, medical documentation, and video recording of any portion of the police involvement. ■ Ensure that all necessary medical treatment is provided and documentation is preserved. ■ Review all body-worn camera footage All Investigations, including those of a serious nature, are conducted by the Administrative lieutenant. In order for the department to develop the capabilities of the sergeants in the organization, CPSM recommends that the patrol supervisors complete the entire investigation for personnel on their patrol teams. For more egregious allegations of policy violations, CPSM recommends the SLOPD add an Administrative sergeant to assist the Administrative lieutenant with Internal Affairs and personnel investigations. The department has not set, by policy, a time frame for completing investigations, but tries to complete them in a reasonable time frame. That is dependent upon the nature of the complaint, the investigator’s case load, and the priority of the investigation. Most agencies studied by CPSM have established timelines for completion of community member complaints, usually 30 to 45 days; however, extensions can be granted if necessary. CPSM recommends adding to the department’s policy that SLOPD will strive to complete all community member investigations within 30 to 45 days unless an extension is necessary. Complaint Investigations Whether the investigation is conducted by the Administrative lieutenant or the Patrol sergeant, the investigator is to conduct a fully documented and confidential investigation Page 318 of 619 69 All complaint data in the following table was provided by the department and reflect the total number of community member/internal complaints for 2022, 2023, and 2024 (partial year). TABLE 6-6: Community member/Internal Complaint Investigation Adjudications, 2022-2024 Year Total Exonerated Not Sustained Unfounded Sustained 2022 15 1 0 6 6 2023 15 2 0 10 3 2024 7 1 0 6 0 Source: San Luis Obispo Police Department Tracking and Managing of Complaints Data regarding administrative investigations and public complaints is valuable as a risk management tool to identify training needs, performance deficiencies, or patterns of misconduct. The department currently uses the Central Square RMS for the tracking and managing of complaints and investigations. Investigations and com plaints are logged into the system. It was learned that within several months the department will be implementing additional tracking and managing software from Frontline Public Safety Solutions. That software will provide a much more efficient platform for the tracking and managing of community member complaints as well as use of force incidents. The department is to be commended for moving ahead with this tracking platform for better tracking complaints and uses of force. Adjudication of Complaints The person adjudicating the complaint will make a recommendation for the disposition findings for each allegation using the following classifications based on the burden of proof of a preponderance of the evidence: Sustained: There was a preponderance of evidence to prove the allegation. Not Sustained: There was not sufficient evidence to either prove or disprove the allegation. Exonerated: The actions of the employee were consistent with the law and agency policies, rules, regulations, and practices. Unfounded: The allegation did not occur. Information Only: The allegation was minor in nature and the complainant was satisfied with the department’s response. Those complaint dispositions are most commonly used by almost all departments studied by CPSM and are the norm in the law enforcement profession. When the complaint investigation has been completed it is then reviewed by the Deputy Chief, and the Chief of Police. Training The Administrative lieutenant has attended POST-approved I/A investigation training. If patrol supervisors are to handle internal investigations, they should receive the same training and attend a class on the handling of complaint investigations. Page 319 of 619 70 Internal Affairs Recommendations: ■ CPSM recommends the department add an Administrative sergeant to assist the Administrative lieutenant with Internal Affairs and personnel investigations or the use a third- party investigator to ensure the impartiality and timeliness of the investigation. (Recommendation No. 29.) ■ CPSM recommends the department strive to complete misconduct investigations in 45 calendar days and service complaint investigations in 30 days, if possible, unless an extension is necessary. These time frames should be included in department policy. (Recommendation No. 30.) ■ CPSM recommends that the patrol supervisors complete entire investigations as appropriate. (Recommendation No. 31.) ■ Patrol supervisors should attend internal affairs training if they are handling complaint investigations. (Recommendation No. 32.) § § § Page 320 of 619 71 SECTION 7. SUPPORT SERVICES FUNCTIONS FLEET Fleet management for the San Luis Obispo Police Department is the responsibility of the Administrative Deputy Chief. The Deputy Chief coordinates the purchasing and upfitting of the vehicles in addition to his other responsibilities. A CSO coordinates the servicing and repairs. All maintenance and repairs of the department’s fleet are handled by the city mechanics. This includes body panel replacement, wherein some older vehicles are kept for replacement parts. However, any major body work or warranty work is sent out to the respective dealership depending upon the make of the vehicle. SLOPD’s fleet consists of the following vehicles: ■ 17 marked units assigned to patrol, which include Ford Explorers and F150 trucks. Seven of the vehicles have in excess of 100,000 miles. ■ 1 crime scene unit van ■ 1 arrestee transport van ■ 2 field service tech vehicles ■ 3 marked supervisor vehicles ■ 9 detective vehicles of varying make and model ■ 5 command staff vehicles ■ 6 police motorcycles ■ 3 enclosed trailers for various uses At the current time, the department has 17 vehicles available for patrol officers to drive during their shifts. It was learned that patrol vehicles are not assigned to officers during their shift; officers select a vehicle to drive each day. Although there is no study that defines the optimum vehicles-per-officer ratio, what is widely used within the industry is that for every 2.5 to 3 officers in patrol, there should be at least one vehicle. At SLOPD, there are 36 officers in patrol and 17 vehicles available for officers to drive. Although SLOPD is at about the right number of patrol vehicles per the number of officers, it has no vehicles that can be used for spares when a vehicle requires maintenance or repair. Considering that, CPSM recommends the department increase the number of patrol vehicles in its patrol fleet by four to allow for spare vehicles and to accommodate the recommended new officer positions in patrol. Purchase of Vehicles The City of San Luis Obispo has a fleet replacement fund that the is used for the purchase of future vehicles. Having a fleet replacement fund is an excellent way to ensure that monies are available to purchase replacement vehicles when they have exhausted their life expectancy. Page 321 of 619 72 Vehicles are purchased by staff at the vehicle shop, depending on what’s currently available. In some instances police personnel will request a certain vehicle only to be told that the requested vehicle is not available. In the past, the city has been able to obtain an adequate number of desired vehicles for its fleet; however, in the last few years because of supply chain issues and a transition to hybrid vehicles there have been difficulties getting the necessary vehicles in a timely manner. As a result, several vehicles used in patrol for emergency driving have or had in excess of 130,000 miles. It was learned that the department has been waiting more than a year to get replacement vehicles for those set to come off-line. The use of hybrid patrol vehicles has contributed to the delay in vehicle acquisition. CPSM recommends that department and procurement personnel identify strategies that allow the department to have greater influence in the selection of and timely acquisition of police vehicles to include purchasing non-hybrid vehicles. Vehicle Retention Most departments studied by CPSM keep their patrol vehicles for 5 years or 100,000 miles, or sometimes even longer if maintenance costs are reasonable. Detective and command-level vehicles will usually be kept for 7 years and 150,000 miles because those vehicles are used differently and are not subject to the stressors that patrol operation can put on a vehicle. The SLOPD is presently replacing patrol vehicles that have in excess of 130,000 miles. CPSM recommends that patrol vehicles be replaced or transferred to non-patrol functions in the department or city after logging 100,000 miles. Maintenance Records All tracking of maintenance and repairs of the department’s vehicles is handled by the city’s shop; the city uses fleet management system software. CPSM recommends that the city purchase a fleet management system that is shared with a designee at the police department to more effectively track maintenance and repairs for police vehicles. Vehicle Equipment Each patrol vehicle is equipped as follows: ■ Emergency lights and siren. ■ Police radios and associated equipment to operate the lights and siren . ■ Other standard equipment such as cones, flares, and rola-tape. ■ A mount for a patrol rifle and a separate mount for a 40mm impact weapon. Cleaning of Vehicles Law enforcement officers have a special responsibility to keep their vehicles clean, partly because so many people regularly enter and exit the patrol vehicles. Patrol cars are often shared among officers, and with each new shift different people may occupy the back seat, including some for whom hygiene has become a low priority. A clean patrol c ar makes for a more pleasant environment for the officers and helps the police department maintain a positive image within the community. But keeping the vehicles clean also protects the officers, their colleagues, and their loved ones from dangers that spread from person to person: viruses, bacteria, mites, bed bugs, and other visible and less visible threats. CPSM recommends the department purchase a portable disinfecting system that can be used periodically to disinfect Page 322 of 619 73 the vehicles from bacteria and viruses. Electrostatic systems offer the most extensive cleaning and can also be used for jail cells and other workspaces indoors. Assigning of Vehicles The department has no formal process of assigning the patrol vehicles to the officers . Officers select a vehicle to drive at the beginning of their shift and inform the sergeant. CPSM has found that this is a common practice in agencies of SLOPD’s size. One of the challenges of this system is ensuring that vehicles are driven equally, and that mileage stays consistent with the year of the vehicle and that newer vehicles are not over-driven. CPSM recommends the department develop a methodology that ensures vehicles are consistently driven. Fleet Recommendations: ■ CPSM recommends the department increase the number of patrol vehicles in its fleet by four to allow for spare vehicles and to accommodate the recommended new officer positions in patrol. (Recommendation No. 33.) ■ CPSM recommends that department and procurement personnel identify strategies that allow the department to have greater influence in the selection of and timely acquisition of police vehicles to include purchasing non-hybrid vehicles. (Recommendation No. 34.) ■ CPSM recommends that patrol vehicles be replaced or transferred to non-patrol functions in the department or city after logging 100,000 miles. (Recommendation No. 35.) ■ CPSM recommends that the City fleet management system be shared with a designee at the police department to more effectively track maintenance and repairs for police vehicles. (Recommendation No. 36.) ■ CPSM recommends the department purchase a portable disinfecting system that can be used to disinfect the vehicle from bacteria and viruses. (Recommendation No. 37.) ■ CPSM recommends the department develop a methodology that ensures vehicles are consistently driven. (Recommendation No. 38.) FACILITY The department’s main police facility is located at 1042 Walnut St. The police building was completed more than 50 years ago and the city had planned to raze and rebuild it. The city recently purchased a secondary building across Santa Rosa Street at 1106 Walnut St and also occupies a home adjacent to the main police department lot at 1016 Walnut. The 1106 building was intended to serve as the police facility during the construction of a new building at 1042. Due to rising construction costs, the previous plan was placed on hold and now the 1106 building will house Administration, Investigations, and other non-patrol services. The Traffic Unit works out of a older home that is in a state of disrepair. CPSM recommends the City move the Traffic Unit into the 1042 building. CPSM toured both facilities during the site visit. The 1106 Walnut building was undergoing improvements. The planned layout and improvements look promising for the future workspace of that building. On the other hand, the 1042 building needs refurbishment in all areas. Professional work environments contribute to professional work. Understandably, since the city Page 323 of 619 74 planned to raze the building and reconstruct a new facility, the city did not invest in its repair and maintenance. While there are no exigent repairs needed, the 1042 building needs new carpet, updated lighting and ceiling tiles, new lockers, and other general updates. The building has a back-up generator for power outages, which is serviced and tested annually. CPSM recommends the city prioritize the updating of the 1042 Walnut building to provide a professional, esthetically appealing and safe environment for police employees. Police Station Lobby The lobby and front desk areas of most police departments are two of the most important areas of the police facility. It is where community members come to conduct business and where they may be met by officers to conduct that business. In today’s climate, as unfortunate as it may be, those areas must offer safety and security for those employees who must interact with the public. The business windows of the lobby where the Records Clerk works and greets the public are not bullet resistant. Parking A major concern voiced by employees of most police departments studied by CPSM is the lack of a secure parking lot for the police vehicles, and more importantly, a secure parking lot for their personal vehicles. During our site visit, it was observed that the department parking lot has insufficient space for secure parking of police and personal vehicles of police employees. Additionally, the secured parking serves as a secure storage for vehicles involved in traffic collisions. CPSM recommends the Department move the evidence vehicles to an off-site location to free parking spaces and limit the vicarious trauma of staff seeing the vehicles on daily basis. Workout Facility Studies have shown that officers who are physically fit are more confident about their ability to handle the job, make better decisions about which level of force is appropriate to a situation, and helps them relax and suffer less stress. The majority of departments assessed by CPSM have seen the importance of providing some type of workout area for their employees, and San Luis Obispo PD is no different. The department provides a workout area for employees. Locker Rooms The department has locker room facilities for male and female personnel. At the current time, there are a sufficient number of lockers for personnel; however, organizational growth will require the men’s locker room to be slightly reconfigured to accommodate new lockers. Facility Security Unfortunately, in today’s environment, police facilities are suffering from threats being made, and have suffered fatal consequences without proper security measures in place. It is important to examine the threat characteristics and facility vulnerabilities to negate threat effectiveness. The Records window does not have bullet-resistant glass where staff can interact with the public; however, staff remotely unlock the front door to allow guests inside the police facility. CPSM recommends the installation of bullet resistant glass at the Records window and bullet resistant material below the glass. The main police facility is equipped with card readers to gain entry, along with surveillance cameras inside and outside the facility, which are all maintained by city staff. The cameras are Page 324 of 619 75 not monitored, but at any computer station in the building the camera program can be signed into and reviewed. Camera video is retained for approximately two years. The main facility has a short wall on one side where people can access the building. CPSM recommends the City strengthen the fence on the Santa Rosa side of the building to discourage access to the patio area of the building. Facility Recommendation: ■ CPSM recommends the City move the Traffic Unit into the 1042 building. (Recommendation No. 39.) ■ CPSM recommends the city prioritize the updating of the 1042 Walnut building to provide a professional, esthetically appealing and safe environment for police employees. (Recommendation No. 40) ■ CPSM recommends the Department move the evidence vehicles to an off-site location to free parking spaces and limit the vicarious trauma of staff seeing the vehicles on daily basis. (Recommendation No. 41.) ■ CPSM recommends the City strengthen the fence on the Santa Rosa side of the building to discourage access to the patio area of the building. (Recommendation No. 42.) ■ CPSM recommends the installation of bullet resistant glass at the Records window and bullet resistant material below the glass. (Recommendation No. 43.) COMMUNICATIONS CENTER The dispatch/communications function is a vital component of an effective police department and fire department. 911/dispatch operators serve in two primary rolls: (1) Answering 911 and non-emergency telephone calls, and (2) radio dispatching calls for service. The SLOPD Communications Center serves as the Public Safety Answering Point (PSAP) for all of San Luis Obispo City to include law enforcement/fire/EMS calls for service. As such, all communications center personnel must be cross-trained in law enforcement, fire, and EMS disciplines. The dispatcher is often the first point of contact for a community member seeking assistance, and 911 operators play a significant role in setting the tone for the community’s attitude toward the agency. The efficiency with which they collect information from callers and relay that information to responding personnel significantly impacts the safety of community members, officers, and fire/EMS personnel alike. Because of the complexities of the position, the dispatchers must remain highly trained. The San Luis Obispo 911 Emergency Communications Center is a division within the San Luis Obispo Police Department that is responsible for answering both emergency and non - emergency calls for service in the city. The center also dispatches calls for service (CFS) for the San Luis Obispo Fire Department, which also serves Cal Poly University for fire- and EMS-related calls. The center is staffed with civilian personnel working together as 911 call takers and law enforcement/fire/EMS dispatchers. The division is managed by a police lieutenant who reports directly to the Administrative Deputy Police Chief. Previously the Communications Center was managed by a civilian Communications Commander with many years of experience working in communications and served as a dispatcher when needed due to staffing issues. Page 325 of 619 76 A Spillman computer-aided dispatch (CAD) system is used by the department. The CAD is a dispatch platform that captures, manages, and prioritizes mission-critical data to enable rapid decisions in situations where every second counts. The department has considered another CAD system; however, there are no plans to change platforms at this time. Should the department consider changing CAD providers, CPSM recommends it give strong consideration to a platform that integrates other agencies since the communications center is the backup center for the County of San Luis Obispo. Facility The 911 Center is located at the Fire Administration campus. The campus was constructed facility 15 years ago and has room for expansion if needed. The center is located a spacious room that houses six workstations with two or three typically in use. The workstations are situated in three rows of two, all facing the same direction; dispatchers commonly sit next to one another. The current seating configuration is most effective when only two dispatchers are working and seated in the same row; however, it is less effective if they are seated in different rows. CPSM has found that the benefits of direct eye contact and the ability to listen to the nuances of voice inflection help dispatchers to identify crisis-related calls and expedite dispatching. CPSM recommends evaluating the configuration of the workstations and turning stations towards each other or another design to facilitate non-verbal communication. Near the central room is a break room and various offices to include a two-station office for supervisors that also has full dispatch capability. Each workstation is sit/stand enabled; however, staff mentioned the furniture is showing signs of wear and the stand-up feature does not function at each station. CPSM recommends ensuring the ergonomic features of the furniture are functioning to limit strain on personnel throughout an extended shift. Center Staffing/Scheduling The center’s communications lieutenant is supported by two dispatch supervisors and 11 dispatchers. The dispatch supervisors also cover for dispatcher vacancies during their shifts. Over the last two years, the 911 center has struggled with hiring and retention of employees. At one point, the center fell to a low of eight dispatchers and the two supervisors. In many agencies, dispatch supervisors frequently and appropriately perform some routine dispatch and call-taker duties, especially during peak hours. However, over the past two years SLOPD supervisors have often had to work as dispatchers their entire shift because of the shortage of staffing. Having both responsibilities (dispatch/supervisor) can come at the peril of the supervisors failing to perform their supervisorial roles. When the 911 Center becomes fully deployed (staffed and trained), each shift will have two dispatchers assigned to it and two relief dispatches to cover for pre-planned vacancies. At that time, CPSM recommends the department prioritize the responsibilities of the dispatch supervisors to that of accountability and supervision instead of covering dispatch shifts. The position of 911/dispatch operator is challenging and stressful duty. Virtually every agency studied by CPSM has reported that finding qualified applicants who can complete the rigorous training program required to perform these duties is a struggle. At the current time, the unit is fully staffed, but not fully trained. The department has three dispatchers in training and has over hired for one position. Over hiring is a promising practice since it takes 12 to 18 months to hire and train new personnel. Page 326 of 619 77 There are two primary duties in dispatch centers, (1) radio dispatch, and (2) answering 911 emergency and general telephone calls. Best practices for a city of this size and call volume, call for (1) a dispatcher who is responsible for all radio communication between field units of police, fire, and EMS without telephone answering responsibilities, (2) a dispatcher acting as a call taker and who also conducts record checks, without dispatch responsibilities. Currently in the SLOPD 911 center, one dispatcher handles all police dispatching and the other handles incoming 911 calls, dispatches for the fire department, and provides emergency medical dispatch or instructions to provide medical care for sick or injured parties until medical personnel arrive on-scene. While the designation of work is different for the SLOPD than what is seen in other agencies, it is functional for the department and its service to the community. In today’s environment, most 911 calls come in from cell phones instead of land -line phones. The SLOPD 911 Center is also the primary PSAP for calls on US 101 since the center dispatches the fire department, which has primary jurisdiction for collisions on the freeway. Collisions make up the highest volume of 911 calls for freeway-related incidents. CPSM recommends the department study the frequency of instances when the dispatcher is unable to answer a phone call or perform other emergency-related work while being committed to emergency medical dispatching responsibilities. As well, CPSM recommends the department increase dispatch staffing by two dispatchers to relieve the supervisors of their dispatching responsibilities and to bolster staffing during peak call periods. While public service agencies cannot staff for a worst-case scenario, CPSM recognizes the likelihood of multiple 911 calls for multiple events occurring simultaneously during peak call periods and recommends that the 911 center move towards implementing the model of one dispatcher handling dispatching responsibilities and the other dispatcher handling call -taking responsibilities. Communication Center Schedule Many agencies studied by CPSM have begun implementing modified work schedules in their communication centers, much like patrol divisions of departments. Most have opted to implement either a straight 12-hour shift schedule, or some variant of the 12-hour shift schedule. At the current time, the Communications Center is operating on a modified 3/12-hour shift schedule with an eight-hour day every other week. The center is moving to a team-based schedule similar to the Operations Division. This shift schedule was a collaborative effort between the dispatchers, supervisors, and the dispatch lieutenant. Dispatching of Calls The timeliness of response is one of the highest indicators of community satisfaction of police services. Those requiring the police may only call for assistance during a crisis or traumatic event and an officer’s response will shape the resident’s view of the police for years to come. The first impression of the police department occurs with the dispatcher and response time. In reviewing the response time of dispatch, CPSM analyzed the response times to various types of calls, separating the duration into dispatch processing and travel time, to determine whether response times varied by call type. Response time is measured as the difference between when a call is received and when the first unit arrives on scene. This is further divided into dispatch processing and travel time. Dispatch processing is the time between when a call is received and when the first unit is dispatched. Travel time is the remaining time until the first unit arrives on the scene. Page 327 of 619 78 The discussion of response times begins with reviewing statistics that include all calls combined, starting with 3,611 calls in summer and 3,549 calls in winter. The analysis is limited to community- initiated calls, which amounted to 3,227 calls in the summer and 3,069 calls in the winter. In addition, calls lacking a recorded arriving unit and calls outside San Luis Obispo were removed, leaving 2,854 calls in summer and 2,709 calls in winter for analysis. The entire year began with 23,723 calls and resulted in an analysis of 18,398 community-initiated calls after similar exclusions. The initial analysis does not distinguish calls based on priority; instead, it examines the difference in response to all calls by time of day and compares winter and summer periods , concluding with a brief analysis of response time for high-priority calls alone. The following table identifies the 90th percentile for response time, broken down into three columns that define the time from the initial call to dispatch, dispatch to arrival, and total response time. TABLE 7-1: 90th Percentiles for Response Time Components, by Category Category Minutes in Summer Minutes in Winter Dispatch Travel Response Dispatch Travel Response Accident 15.4 16.3 26.1 10.3 17.5 26.4 Alarm 10.8 13.9 22.2 7.0 11.6 18.1 Animal call 11.1 20.0 30.4 9.5 15.5 18.8 Assist community member 16.7 18.2 30.2 19.9 20.9 35.0 Assist other agency 16.4 12.4 29.8 20.9 11.9 33.0 Crime against persons 16.9 31.5 47.3 13.5 14.3 24.4 Crime against property 23.6 22.5 42.7 18.5 21.9 35.3 Disturbance 13.8 15.7 28.4 13.1 14.1 25.3 Investigation 16.9 17.8 34.7 12.8 17.2 28.5 Mental health 10.6 8.3 17.9 36.0 10.8 43.7 Miscellaneous 11.2 29.8 38.6 13.9 27.4 36.6 Suspicious incident 12.7 15.1 26.0 12.9 13.9 27.9 Traffic enforcement 13.4 18.6 25.9 10.7 16.5 25.6 Violation 14.9 19.4 36.2 13.2 24.1 34.0 Total Average 16.6 17.4 32.9 13.8 17.1 28.5 Note: A 90th percentile value of 32.9 minutes means that 90 percent of all calls are responded to in fewer than 32.9 minutes. For this reason, the columns for dispatch processing and travel time may not be equal to the total response time. The following figure shows that the average response time peaks during shift change. Overall response time is relatively consistent during the 24-hour day for both summer and winter months. Since the city is also home to a university, CPSM reviewed data while school was in session and found the results were similar. The reader can see the response times peak at shift change; they remain elevated during the daytime hours before dropping off in the late evening and early morning hours. The dispatch delay around shift change is common in agencies of similar size to SLO and is a function of briefing and ensuring shift supervisors are aware of pending calls. The consistent uptick in response times throughout the day indicates the higher call volume that originates in the dispatch center. Similar to recommending additional staffing for patrol to handle a higher level of calls during het peak hours, CPSM recommends adding two dispatchers to cover the peak period from 7:00 a.m. to 7:00 p.m. Page 328 of 619 79 FIGURE 7-1: Average Response Time and Dispatch Processing, by Hour of Day, Summer 2023 and Winter 2024 Observations: ■ Average response times varied significantly by the hour of the day. ■ In summer, the longest response times were between 6:00 a.m. and 7:00 a.m., with an average of 23.2 minutes. ■ In summer, the shortest response times were between 1:00 a.m. and 2:00 a.m., with an average of 8.7 minutes. ■ In winter, the longest response times were between 6:00 p.m. and 7:00 p.m., with an average of 19.8 minutes. ■ In winter, the shortest response times were between 4:00 a.m. and 6:00 a.m., with an average of 10.2 minutes. ■ In summer, the average response time was between 11 minutes and 17 minutes. ■ In summer, the average response time was as short as 11 minutes (for alarms) and as long as 18 minutes (for crimes). ■ In winter, the average response time was between 9 minutes and 17 minutes. ■ In winter, the average response time was as short as 9 minutes (for alarms) and as long as 17 minutes (for crimes and general noncriminal calls). ■ In summer, the 90th percentile value for response time was as short as 22 minutes (for alarms) and as long as 44 minutes (for crimes). Page 329 of 619 80 ■ In winter, the 90th percentile value for response time was as short as 18 minutes (for alarms) and as long as 35 minutes (for assists). During our review of the data, CPSM learned that the SLOPD follows a unique methodology for dispatching calls that is not commonly seen in other agencies. The SLOPD does not have specific beat or geographic designations where officers are assigned as a primary officer for calls. Instead, the SLOPD uses a subjective methodology where the least senior officer is assigned the first call and then subsequent calls are assigned in the order of seniority with the most senior officer receiving the last call. Dispatchers address issues of equity related to call volume by keeping track of how many calls each officer has received. A seniority-based system of assigning calls versus a geographic system is fraught with challenges that can lead to delays in calls being dispatched and inequities in call assignment. CPSM recommends the SLOPD abandon the current methodology for assigning calls and move to a traditional beat designation; it should use vehicle location technology to assign the closest available unit until a beat system is implemented. A beat system will allow officers to become more familiar with specific areas of the community, thus enhancing community policing efforts. One potential drawback of the beat system occurs when the beat officer is busy on another call. Some agencies will delay assigning a lower priority call until the beat officer is available, resulting in a delayed response. CPSM recommends that the GPS of the patrol vehicles be used to dispatch the closest available unit to calls if the designated beat officer is unavailable. CPSM is recommending a four-beat system after analyzing the volume of calls and amount of time spent on calls throughout San Luis Obispo. CPSM used the neighborhood policing areas and census blocks to recommend the beat structure. Creating four beats aligns with the current stated minimum staffing of four officers. Should the city increase staffing of the police department in order to deploy six officers, the department could reevaluate the four-beat system or add the two officers as rover positions to respond as a second officer or to respond to calls in the beats where the primary officer is otherwise unavailable. This recommendation is a starting point for the department. Based on the department’s more intimate knowledge of geography and community needs the recommended beat boundaries may change; however, the structure we are recommending has the most equitable distribution of workload. TABLE 7-2: Recommended Beat Design for Equitable Workload Beat Calls Work Hours A 4,172 3,447 B 4,680 3,836 C 3,945 3,528 D 3,345 3,320 The map in the following page figure illustrates the four recommended beats with Beat A shown in purple, Beat B in orange, Beat C in yellow and Beat D in blue. § § § Page 330 of 619 81 FIGURE 7-2: Recommended Beat Alignment Training All new dispatchers must successfully complete an in-house training program in addition to being sent to an off-site location to attend the state’s three-week dispatch certification course within one-year of appointment. The center’s training program follows the standards set forth by the POST and is designed specifically for the purpose of training and career development of all their employees. Page 331 of 619 82 The department has certified dispatch trainers. At the current time, both dispatch supervisors are training the new personnel. Obviously, during times when staffing is short, exceptions must be made; however, CPSM recommends the dispatch supervisors not be used for training. When dispatch supervisors are training, they are not acting in their supervisory role of providing oversight and leadership for their teams. Due to the staffing shortages over the last 18 months in the 911 center, dispatchers have attended limited continued professional training. CPSM recommends that when the center is fully staffed, professional training again be made available to the center’s employees. High-priority Calls All police departments prioritize calls for service based upon the seriousness of the call. While definitions of a high-priority call may vary from agency to agency, such calls should include those involving life safety and in-progress crimes. For such calls, community members expect and demand that their police department be adequately staffed and prepared to respond in a timely fashion. While the data report contains considerable information concerning response times to all priorities of calls for service and should be reviewed in its entirety, here we will focus on the highest priority of calls for service. The department assigns Priority “*” and 1 as the highest priority types of calls. The following table shows average response times by priority, in minutes. Here again, we will be focusing on Priority * and 1 calls, but provide the additional priority information for reference. As well, we isolated injury accidents based upon call type “Accident (Sig 1).” Note that in the table the Dispatch Processing Period is that time from receipt of a call until a unit is assigned and dispatched. The Travel Time is that period from the time that the officer is dispatched to the call until the time at which they arrive at the scene, and Response Time combines these numbers. Calls represents the total number of such calls. TABLE 7-3: Average and 90th Percentile Response Times, by Priority Priority Minutes Calls 90th Percentile Response Time, Minutes Dispatch Travel Response * 1.8 5.1 6.8 66 11.8 1 5.7 5.5 11.2 527 24.3 2 4.3 6.0 10.4 2,051 19.0 3 6.4 7.7 14.1 6,719 27.6 4 7.6 9.1 16.6 8,384 34.8 5 8.4 10.5 19.0 651 44.3 Total 6.7 8.2 14.9 18,398 30.6 Injury accident 2.4 4.4 6.8 123 10.5 Note: The total average is weighted according to the number of calls within each priority level. While every call is important to those involved, high-priority calls are generally life safety calls. A review of the data showed that Priority 2 calls were dispatched sooner than Priority 1 (4.3 minutes for Priority 2 and 5.7 for Priority 1). The Dispatch Processing Period for a Priority 1 call (5.7 minutes) should be between 1 and 1.5 minutes. The Travel Time (5.5 minutes) should be approximately 4 minutes, and the total Response time (at present, 11.2 minutes) should be closer to 5 minutes. Page 332 of 619 83 CPSM believes that 911 dispatchers intuitively know what calls are not emergency calls and therefore, even though listed as a Priority 1 call in CAD, the dispatchers may hold some calls and dispatch them as a non-emergency call. A review of injury collisions shows the department’s response is more closely aligned with the industry goals cited above. (Dispatch Delay of 2.4 minutes, Travel Time of 4.4 minutes, Total Response of 6.8 minutes). Reviewing injury collisions points to a likely explanation for this discrepancy as the data set for Priority 1 calls includes calls that are not Priority 1 calls. CPSM recommends SLOPD undertake a review of the reason for the delay in dispatching Priority 1 calls, particularly the definition of call types, and implement effective changes to protocols to reduce the dispatch delay. CPSM recommends the department continue to monitor response times to high-priority calls to ensure changes to practice have their intended result. FIGURE 7-3: Average Response and Dispatch Processing Times for High-priority Calls, by Hour Observations: ■ High-priority calls had an average response time of 10.8 minutes, lower than the overall average of 14.9 minutes for all calls. ■ Average dispatch processing was 5.3 minutes for high-priority calls, compared to 6.7 minutes overall. ■ For high-priority calls, the longest response times were between 3:00 a.m. and 5:00 a.m., with an average of 16.4 minutes. Page 333 of 619 84 ■ For high-priority calls, the shortest response times were between 11:00 p.m. and 1:00 a.m., with an average of 7.1 minutes. ■ Average response time for injury accidents was 6.8 minutes, with a dispatch processing of 2.4 minutes. Quality Assurance Periodic review of random tape-recorded calls handled by each 911dispatcher or call taker is important to ensure quality control and helps to identify training and/or performance issues. A well-developed quality assurance protocol assures that there is an objective measuring of performance of the communications officer through random case review in a consistent and standardized manner. Monitoring communication calls for service can also assist in identifying troublesome areas that specific employees may have and provides an opportunity to correct that individual employee’s deficiencies. There is currently no quality assurance conducted at SLOPD to include the auditing of medical calls. There are four principal objectives of a credible quality assurance program: ■ Ensure that employees understand their duties. ■ Measure and evaluate employee compliance relevant to their duties. ■ Thoroughly review the effects of compliance, evaluating effectiveness, accuracy , and safety. ■ Make the necessary changes and assure subsequent improvements in compliance through continuing education and feedback to both the employee and director. CPSM recommends that SLOPD develop and implement a quality assurance program and ensure that audits are being conducted of emergency medical dispatch calls. There are software programs that can assist as well as successful programs in other agencies that could be a model for the SLOPD. Communications Summary SLOPD’s 911 Center has struggled over the last year due to a staffing shortage that caused employees to work a great deal of overtime just to meet operational needs. The dispatch personnel are to be commended for their commitment to ensuring the needs of the department are met and the 911 Center is staffed. The Center is also to be commended for training those new employees to bring staffing back to manageable staffing numbers. Communications Center Recommendations: ■ CPSM recommends adding two dispatchers to cover the peak call periods from 7:00 a.m. to 7:00 p.m. (Recommendation No. 44.) ■ CPSM recommends the SLOPD abandon the current methodology for assigning calls and move to a traditional beat designation; it should use vehicle location technology to assign the closest available unit until a beat system is implemented. (Recommendation No. 45.) ■ CPSM recommends that the GPS of the patrol vehicles be used to dispatch the closest available unit to calls if the designated beat officer is unavailable. (Recommendation No. 46.) Page 334 of 619 85 ■ CPSM recommends the SLOPD undertake a review of the reason for the delay in dispatching Priority 1 calls, particularly the definition of call types, and implement effective changes to protocols to reduce the dispatch delay. CPSM recommends the department continue to monitor response times to high-priority calls to ensure changes to practice have their intended result. (Recommendation No. 47.) ■ CPSM recommends that SLOPD develop and implement a quality assurance program and ensure that audits are being conducted of emergency medical dispatch calls. There are software programs that can assist as well as successful programs in other agencies that could be a model for SLOPD. (Recommendation No. 48.) PROPERTY AND EVIDENCE SECTION The Property and Evidence (P&E) Section is part of the Administrative/Investigative Bureau and is directly managed by the Investigative lieutenant. Staff consists of two Property and Evidence Technicians, a staffing level that represents all the required operational requirements and obligations as prescribed by law and the California Commission on Peace Officer Standards and Training (CAPOST). The policies governing the property and evidence functions are in the department’s policy manual. They are primarily general, applying to the handling and collecting of evidence in the field. The P&E Section provides specific department property and evidence manuals for procedures inside the property rooms. The staff work 10-hour shifts Monday through Thursday and Tuesday through Friday. P&E is open for public walk-ins (via the Records Section) to retrieve property on Mondays and Fridays during business hours from 8:00 a.m. to 4:00 p.m. Overview Two professional associations prominently serve this field: the California Association for Property and Evidence (CAPE) and the International Association of Property and Evidence (IAPE). Both provide valuable training and technical support. IAPE’s website features links to sample policies and procedures. To the department’s credit, the staff has attended IAPE training and knows best practices. P&E Section personnel are members of CAPE; they should participate in yearly CAPE training related to their responsibilities in order to continue their professional development. CPSM found that the P&E staff are using the RMS to a high degree and are adding to their capacity by implementing the "File On Q" "evidence platform, which is commonly used throughout the country. The software will help SLOPD enhance P&E activity reports and provide digital and physical audits as well as other reports such as discovery, lab runs, destruction/purging, property intake, and custodial activities. The decision to use the evidence software is an example of proactive decision-making by SLOPD leadership in preparing for the future. SLOPD’s Property and Evidence staff duties include: ■ Intake, recording, and storing all property booked by police employees. ■ Safeguarding property. ■ Releasing evidence to detectives for court. Page 335 of 619 86 ■ Releasing property to the public. ■ Compliance with state law and policy regarding disposition and purging of property. ■ Transportation of drugs and narcotics to the local crime lab. ■ Tracking and auditing of all items in all four property rooms. Storage and Security During our site visit of all storage locations used to store property and evidence for the department, it was apparent that SLOPD exceeds industry standards for handling property and evidence. The evidence was well organized, no random items were left on counters, nor did we observe disorganized areas of the property rooms. All storage locations were secure; three of the storage rooms that are used to store guns, narcotics, monies, or other type of evidence items were alarmed with industry standard security features. One of the storage locations is a secure container off-site at a city-owned facility and which is checked regularly by the P&E staff. The property rooms had strong security with digital codes required for entry; however, no automatic video recording activation exists for any of the property rooms. Video recordings are an industry standard recommendation. CPSM found that the intake, storage, and processing of money, drugs, and monies are well tracked and organized. Currency is regularly deposited, and guns are purged as needed. CPSM also found that the department utilizes the standards of the International Property and Evidence Association in its P & E daily operations, technology usage, and office space organization. These are all positive aspects of an industry-standard property and evidence room. CPSM was provided a walk-through of the evidence and property areas. We were able to visualize the workflow, from how an officer stores equipment in lockers to the use of the RMS/evidence module system to track all activity. The activity workflow overview included how officers handle evidence for court hearings to how the case file system functions. Many of the processes undertaken by the P&E Section often meet and occasionally exceed national standards in processing and managing property and evidence. As already mentioned, one area of improvement needed for the property and evidence room is the implementation of a video recording system for higher security. Prior to CPSM’s visit, the department had initiated a discussion on implementing such a system. CPSM recommends that the SLOPD install a video recording system for all property rooms as soon as practical. Our research of monthly tracking methods, reports, and audits shows that the department’s P&E function exceeds most expectations through documenting inventory, auditing, and purging activity. The reporting and regular reviews of P&E activity includes reviews by the Investigative lieutenant and the Deputy Chief. The P&E Section conducts regular purging projects, with the last destruction occurring in June 2023. The next property and gun destruction date is scheduled for fall 2024. CPSM recommends that the SLOPD return to an annual inventory audit to avoid potential issues when destruction dates are missed. CPSM found that the department meets industry standards in the following areas of property management: ■ Modern controls. ■ Alarm systems. Page 336 of 619 87 ■ Modern shelving systems that are designed to maximize space. ■ Management software. ■ Property and evidence-specific policies and procedures. ■ Separate secure areas for money, guns, and drugs. ■ Management of multiple property rooms and the internal evidence locker system. The P&E Section incorporates the following technology systems, many of which are considered best practice utilizations: ■ CJIS. ■ CLETS. ■ Laserfiche. ■ WatchGuard. ■ Dataworks Plus. ■ InTime. ■ Oracle. ■ Mital. ■ Nice. ■ Inform. ■ VoicePrint. ■ Motorola Solutions. ■ Spillman Flex. The P&E Section utilizes the Spillman technologies RMS to research case history, data collection, and for other research purposes. It is apparent the department uses the RMS component to its fullest capacity to manage the property and evidence inventory rooms. Workload The workload associated with intaking, processing, inventorying, and purging items includes an assortment of responsibilities that the P& E Section appears to be managing well. CPSM found the number of evidence Items booked decreased by 8 percent from 7,136 in 2021 to 6,562 in 2022, but which expanded in 2023. CPSM found that the level of intake activity is higher than most police organizations of similar size and may be attributed to the unsheltered population with which the department engages on a daily basis. The following table offers data for intake and disposal of items for 2021 through 2023. The increase in the number of yearly inventoried items is the result of pending court cases and abandoned items related to the unsheltered population. TABLE 7-4: SLOPD Property and Evidence Intake and Disposal, 2021–2023 2021 2022 2023 Total Page 337 of 619 88 Processed into Inventory 7,136 6,562 7,142 20,840 Disposed out of Inventory 5,591 2,046 883 8,520 Total Inventory 1,545 4,516 6,259 12,320 Source: San Luis Obispo Police Department CPSM obtained various data points to examine workload, listed below, which demonstrate the increasing workload and technical aspect of the Property & Evidence specialists. The review and categorization by the technicians of body-worn camera video and in-car video in a constantly growing part of their workload. For 2021, 2022, 2023, and 2024 the technicians handled the following video recordings: ■ WatchGuard BWV items increased from 58,999 in 2021 to 70,096 in 2022 (19 percent increase). ■ Total video recordings in 2023 reached 68,457. ■ 2024 total videos through August reached 57,746, an average of 7,218 per month. This would put the technicians on a pace to handle 86,600 recordings for the year. Other examples of the increasing work involved in the review and categorization of digital video are: ■ In 2022, discovery orders (mainly related to BWV) increased by 17.5 percent to 784 for the year. ■ WatchGuard Video/Cases processed as evidence decreased from 1,380 in 2021 to 968 in 2022 (30 percent decrease), possibly due to lower staffing levels. As full staffing levels are reached, the level of digital video and related tasks can be expected to increase. P&E personnel must review all BWV and in-car video in order to store each video into proper case files. About 10 percent to 20 percent of all videos are not assigned to digital case folders for various reasons. On average, one Watchguard case includes about 10 to 15 body-worn camera and in-car video items that must be reviewed and individually processed into the evidence portal. The Property and Evidence Technicians code and categorize all WatchGuard videos to ensure each case includes all video related to officers involved in case investigations. The process can require up to 15 to 20 minutes to review and categorize each video. The number of digital case files related to all body-worn cameras and in-car cameras are: ■ 2021: 1,380 WatchGuard video cases. ■ 2022: 968 WatchGuard videos. ■ 2023: 814 WatchGuard videos. ■ 2024: 533 WatchGuard videos (as of 09/01/24). The number of items processed into the Property & Evidence Section includes all digital evidence, which has significantly risen in the last five years. As an example, in 2021, of the 7,136 items processed into evidence, 4,200 were digital items. BWVs and in-car videos have become vital technology within law enforcement. They have tremendous value in recording contacts between officers and the public. However, the technology requires constant management and upgrading of equipment and servers, and the use of this technology does not come without its challenges. One such challenge of the use of this technology is storage of images and meeting demands for the release of the images captured. These are not small issues. Agencies that have chosen to utilize body-worn cameras have found that evidence storage and meeting public Page 338 of 619 89 record requests have led to substantial additional costs, often including the need to hire additional staff to meet these demands. SLOPD will undoubtedly face similar challenges and will need to consider an increase in staffing in the future. CPSM recommends the department evaluate the use of Motorola’s Video-Manager EL software product to administer and process all BWV and in-car digital video. The use of software to auto-populate and classify video can reduce the time P&E technicians expend in reviewing and categorizing videos for digital case folders. CPSM Staffing Recommendation In closing, CPSM found that the current staffing of the Property and Evidence Section is sufficient to operate the current operations and administrative functions. However, the department should continue to monitor the ongoing efforts of managing responsibilities related to video storage as the number of videos grows. The SLOPD should also continue to invest in formal and conference training for P&E personnel so they can stay up-to-date on new laws, industry standards, and innovations. P&E Recommendations: ■ CPSM recommends that SLOPD leadership continue to monitor the workflow and volume of tasks related to digital videos and consider staffing increases as needed. (Recommendation No. 51.) ■ CPSM recommends the department develop a solution to implement a video recording system for all the property room locations. (Recommendation No. 52.) ■ CPSM recommends that the department return to annual audits and inventory to avoid potential issues that can develop quickly. (Recommendation No. 53.) RECORDS SECTION The Records Section is part of the Administrative/Investigative Bureau and is directly managed by the Investigative lieutenant. The Records staffing levels are listed below and represent all the required operational requirements and obligations as prescribed by law and the Peace Officer Standards and Training (POST); TABLE 7-5: Records Section Staffing Position Authorized Actual Vacant Records Supervisor 1 0 1 Records Lead Clerk 1 1 0 Records Clerks 4 4 0 Total 6 5 1 Source: San Luis Obispo Police Department Records personnel conduct traditional data entry, record administrative filings, process police reports, and provide the public with accident reports, services related to towed or impounded vehicles, background requests, clearance letters for past criminal offenses, and informal and formal discovery requests. Page 339 of 619 90 The Section’s work schedule is Monday through Thursday, 7:30 a.m. to 5:30 p.m. Public access hours are Monday through Thursday, 8:00 a.m. to 5:00 p.m. Overview Contrary to the common belief that functions performed in law enforcement records units are as simple as filing reports and providing copies as needed, the Records staff have an exhaustive list of duties to perform. Some of these daily duties include the following: ■ Reviewing and processing citations and incident reports. ■ Conducting criminal history checks. ■ Answering telephone calls related to the record operations. ■ Handling walk-in customers at the front desk. ■ Organizing and maintaining reports in various databases. ■ Maintaining records on incarcerated individuals. ■ Responding to document, video, and/or photographic image requests from the public, and law enforcement/criminal justice community. ■ Maintaining information on local wanted/missing persons and property in local, state, and federal databases. ■ Monitoring and responding to requests received through the agency's central email box. ■ Receiving and distributing incoming and outgoing mail; purging records as directed by the records retention schedule. ■ Preparing statistical reports including those for the State of California and the FBI. ■ Responding to requests for the release of various documents/tapes/ photographs as required under the Public Records Act (PRA). ■ Performing records checks and validation for entries into the National Crime Information Center (NCIC) database. Workload Demand Staff is cross-trained in all areas. The vacant supervisor position elevated the lead clerk to an acting position and a frontline clerk was moved to the acting lead position. This one vacancy has impacted the current workload and level of duties for all Records personnel. It has placed a higher demand on existing staff to complete many of the work duties to avoid backlogs of processing and managing daily tasks. The most time-consuming task for Records personnel is processing the thousands of police reports and citations that are submitted yearly. At the time of CPSM's visit, the staff was backlogged by nearly 300 reports, requiring the supervisor to coordinate the assignment of extra hours and staffing to ensure the backlog is corrected. In interviews with Records clerks, it was agreed that the Spillman Technology RMS software was meeting the needs of the organization, and no serious issues were reported that would impact workloads, processing, or staffing levels. In terms of workload and daily tasks, Records could not estimate the number of daily phones calls coming into Records. Front counter visits are believed to be 10 to 15 per day. These totals, Page 340 of 619 91 along with other tasks where yearly totals are not tracked, would increase he tracked workload significantly over the course of a year. IACP estimates that the average Records clerk should accomplish 20 to 50 tasks per day. The SLOPD Record Section would likely be on the higher side of the tasks performed if all workload data was tracked. The following table helps to illustrate the tracked and untracked daily tasks that collectively make up the workload totals for Records clerks. It is only when all tasks and yearly totals are accounted for that an accurate assessment of staffing can be developed. TABLE 7-6: Record Section Yearly Task Totals 2021 2022 2023 2024 Public Phone Calls* 1,690 Front Counter Visits PRAs 52 70 78 Court Discovery 780 510 Report Processing 6,558 6,250 6,220 4,055 Public Requests for Reports 680 Citations 4,802 3,786 4,802 2,985 NCIC/CJIS Entries 510 Arrest Processing 1,346 1,536 2,136 1,498 Warrants 239 392 380 341 Traffic Collision Rpt. 1,020 Sex Registry 85 Available Totals 12,997 12,034 14,396 13,374 Source: SLOPD's Records Section, Records does not track all categories listed above When officers arrest suspects who remain in custody, the Records staff is responsible for reviewing the reports for correct data entry and preparing cases for detectives to file with prosecutors. This involves retrieving copies of booking and rap sheets, assembling copies, and collating police reports into case packages, ready for detectives to pick up the next business day. All police records section administrators are required to manage the retention, archiving, release, and destruction of an agency’s public records. The Records coordinator reported that a backlog of records is awaiting purging. State law requires the purging of certain public documents, including police records. This is always a challenge when balanced with the current backlog of inputting reports and other types of data. CPSM Staffing Recommendation It is recommended that SLOPD fill the current vacancy and as well consider the hiring of part- time employees to include a cadet program. Additional part-time employees could focus on public counter visits for police reports and work related to the release of property. This approach will allow the Records clerks to focus on the reducing backlogs and data inputs. An increase in Records staffing has the potential to provide the following effectiveness and efficiency opportunities: Page 341 of 619 92 ■ Improve the efficiency and accuracy of record-keeping processes. ■ Data entry, filing, and retrieval can be completed more promptly, reducing backlogs and ensuring that information and special data reports are accessible. ■ Additional Records staff will provide better public counter coverage while enhancing internal and external services, such as increased staffing and the ability to address issues quickly. ■ Increased Records staffing levels will allow for higher compliance with legal and regulatory requirements related to record-keeping. ■ More personnel dedicated to managing records can help ensure that all documentation is properly maintained, updated, and stored under applicable California laws and SLO police standards. Overall, the addition of personnel would enable Records to address critical tasks and achieve top priority goals and objectives. This can increase work satisfaction and public confidence with improved operational efficiency, better service delivery, and enhanced compliance. The SLOPD is currently struggling with the following challenges: ■ Police report and other data report backlogs. ■ One vacancy with other positions in acting positions at the lead and supervisor level. Records Recommendations: ■ It is recommended that SLOPD establish accurate tracking of all Records tasks and use the data to determine workloads and staffing levels. (Recommendation No. 54.) ■ It is recommended that SLOPD fill the current vacancy and consider the hiring of part-time employees to include a cadet program to focus on front counter customer s, requests for police reports, and work related to the release of property. This approach will allow the Records clerk to focus on the reducing backlogs and data input. (Recommendation No. 53.) § § § Page 342 of 619 93 SECTION 8. SUMMARY Throughout this report we have endeavored to provide the reader with insight into the staffing of the San Luis Obispo Police Department. CPSM recognizes that the recommendations, especially those involving added personnel, come at a cost. Please be assured that these recommendations were not made lightly, but with significant consideration regarding the operational necessity associated with each position. We further recognize that implementing many of these recommendations, should the City of San Luis Obispo choose to do so, will take considerable time and resources. We would encourage the department leadership to work with city leadership to identify those that are most critical and develop and plan with a timeline for the others. As well, we would make ourselves available to consult as necessary and appropriate. Additionally, a comprehensive data analysis report will follow. While the more pertinent aspects of that analysis are embedded in the operational assessment, readers are encouraged to review the data analysis report in its entirety. § § § Page 343 of 619 94 SECTION 9. DATA ANALYSIS This data analysis report on police patrol operations for the San Luis Obispo Police Department focuses on three main areas: workload, deployment, and response times. These three areas are related almost exclusively to patrol operations, which constitute a significant portion of the police department’s personnel and financial commitment. All information in this report was developed using data from the department’s computer-aided dispatch (CAD) system. CPSM collected data for a one-year period of July 1, 2023, through June 30, 2024. The majority of the first section of the report, concluding with Table 10-9, uses call data for one year. For the detailed workload analysis, we used two eight-week sample periods. The first period is from July 7 through August 31, 2023, or summer, and the second period is from January 4 through February 28, 2024, or winter. WORKLOAD ANALYSIS When CPSM analyzes a set of dispatch records, we go through a series of steps: ■ We first process the data to improve accuracy. For example, we remove duplicate patrol units recorded on a single event as well as records that do not indicate an actual activity. We also remove incomplete data, as found in situations where there is not enough time information to evaluate the record. ■ At this point, we have a series of records that we call “events.” We identify these events in three ways: □ We distinguish between patrol and nonpatrol units. □ We assign a category to each event based on its description. □ We indicate whether the call is “zero time on scene” (i.e., patrol units spent less than 30 seconds on scene), “police-initiated,” or “community-initiated.” ■ We then remove all records that do not involve a patrol unit to get the total number of patrol- related events. ■ At important points during our analysis, we focus on a smaller group of events designed to represent actual calls for service. This excludes events with no officer time spent on scene and directed patrol activities. In this way, we first identify a total number of records, then limit ourselves to patrol events, and finally focus on calls for service. As with similar cases around the country, we encountered several issues when analyzing San Luis Obispo’s dispatch data. We made assumptions and decisions to address these issues. ■ 957 events (about 4 percent) involved patrol units spending zero time on scene. ■ The computer-aided dispatch (CAD) system used approximately 101 different event descriptions, which we condensed into 16 categories for our tables and 9 categories for our Page 344 of 619 95 figures (shown in Chart 9-1). Table 9-20 in the appendix shows how each call description was categorized. Between July 1, 2023, and June 30, 2024, the communications center recorded approximately 24,680 events that were assigned call numbers, which included an adequate record of a responding patrol unit as either the primary or secondary unit. When measured daily, the department reported an average of 67.4 patrol-related events per day, approximately 4 percent of which (2.6 per day) had fewer than 30 seconds spent on the call. In the following pages, we show two types of data: activity and workload. The activity levels are measured by the average number of calls per day, broken down by the type and origin of the calls, and categorized by the nature of the calls (crime, traffic, etc.). Workloads are measured in average work hours per day. CHART 9-1: Event Descriptions for Tables and Figures Table Category Figure Category Alarm Alarm Assist community member Assist Assist other agency Crime against persons Crime Crime against property Disturbance Disturbance Animal call General noncriminal Mental health Miscellaneous Warrant (or) arrest Investigation Investigation Suspicious incident Suspicious incident Accident Traffic Traffic enforcement Traffic stop Violation Violation Page 345 of 619 96 FIGURE 9-1: Percentage Events per Day, by Initiator Note: Percentages are based on a total of 24,680 events. TABLE 9-1: Events per Day, by Initiator Initiator No. of Events Events per Day Community-initiated 20,877 57.0 Police-initiated 2,846 7.8 Zero on scene 957 2.6 Total 24,680 67.4 Observations: ■ 4 percent of the events had zero time on scene. ■ 12 percent of all events were police-initiated. ■ 85 percent of all events were community-initiated. ■ There was an average of 67 events per day, or 2.8 per hour. Page 346 of 619 97 FIGURE 9-2: Percentage Events per Day, by Category Note: The figure combines categories in the following table according to the description in Chart 9-1. Page 347 of 619 98 TABLE 9-2: Events per Day, by Category Category No. of Events Events per Day Accident 832 2.3 Alarm 1,262 3.4 Animal call 134 0.4 Assist community member 1,778 4.9 Assist other agency 685 1.9 Crime against persons 337 0.9 Crime against property 3,208 8.8 Disturbance 5,348 14.6 Investigation 3,562 9.7 Mental health 35 0.1 Miscellaneous 89 0.2 Suspicious incident 3,450 9.4 Traffic enforcement 849 2.3 Traffic stop 212 0.6 Violation 2,762 7.5 Warrant (or) arrest 137 0.4 Total 24,680 67.4 Note: Observations below refer to events shown within the figure rather than the table. Observations: ■ The top four categories accounted for 64 percent of events: □ 22 percent of events were disturbances. □ 14 percent of events were investigations. □ 14 percent of events were crimes. □ 14 percent of events were suspicious incidents. Page 348 of 619 99 FIGURE 9-3: Percentage Calls per Day, by Category Note: The figure combines categories in the following table according to the description in Chart 9-1. Page 349 of 619 100 TABLE 9-3: Calls per Day, by Category Category No. of Calls Calls per Day Accident 791 2.2 Alarm 1,227 3.4 Animal call 129 0.4 Assist community member 1,695 4.6 Assist other agency 654 1.8 Crime against persons 328 0.9 Crime against property 3,120 8.5 Disturbance 5,206 14.2 Investigation 3,435 9.4 Mental health 35 0.1 Miscellaneous 86 0.2 Suspicious incident 3,330 9.1 Traffic enforcement 775 2.1 Traffic stop 204 0.6 Violation 2,572 7.0 Warrant (or) arrest 136 0.4 Total 23,723 64.8 Note: The focus here is on recorded calls rather than recorded events. We removed 957 events with zero time on scene. Observations: ■ On average, there were 64.8 calls per day, or 2.7 per hour. ■ The top three categories accounted for 65 percent of calls: □ 22 percent of calls were disturbances. □ 15 percent of calls were crimes. □ 14 percent of calls were investigations. □ 14 percent of calls were suspicious incidents. Page 350 of 619 101 FIGURE 9-4: Calls per Day, by Initiator and Month TABLE 9-4: Calls per Day, by Initiator and Months Initiator Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Community 60.7 55.6 58.0 61.4 56.8 52.3 54.5 55.8 52.5 54.8 58.5 63.6 Police 6.2 7.4 8.7 6.7 6.9 7.9 8.1 9.1 8.6 7.4 6.7 9.7 Total 66.9 63.0 66.7 68.1 63.8 60.2 62.6 64.9 61.2 62.2 65.3 73.3 Observations: ■ The number of calls per day was the lowest in December. ■ The number of calls per day was highest in June. ■ The months with the most calls had 22 percent more calls than the months with the fewest calls. ■ June had the most police-initiated calls, with 57 percent more than July, which had the fewest. ■ June had the most community-initiated calls, with 22 percent more than December and March, which had the fewest. Page 351 of 619 102 FIGURE 9-5: Calls per Day, by Category and Month Note: The figure combines categories in the following table according to the description in Chart 9-1. Page 352 of 619 103 TABLE 9-5: Calls per Day, by Category and Month Category Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Accident 2.3 1.9 1.8 1.8 2.0 2.2 2.1 2.1 1.8 2.6 2.4 3.0 Alarm 3.8 3.4 3.2 3.2 3.8 3.4 3.3 3.9 3.3 2.5 2.7 3.8 Animal call 0.7 0.3 0.2 0.2 0.3 0.5 0.3 0.3 0.2 0.3 0.4 0.5 Assist community member 4.0 3.9 3.8 6.3 5.3 4.1 5.0 4.0 3.7 4.4 5.2 5.9 Assist other agency 2.0 1.7 2.1 1.8 1.8 1.6 1.8 1.9 1.6 1.7 1.3 2.1 Crime against persons 1.1 0.6 1.1 0.7 0.4 0.9 1.2 1.0 1.1 0.8 1.0 0.8 Crime against property 7.8 8.5 7.8 7.9 8.1 9.4 8.8 8.7 9.0 9.7 7.9 8.7 Disturbance 15.4 13.2 15.9 15.4 12.7 13.0 14.0 14.6 13.6 11.6 15.0 16.2 Investigation 10.0 8.8 9.9 9.5 9.8 8.5 8.8 8.8 8.9 9.2 10.1 10.1 Mental health 0.1 0.1 0.1 0.0 0.1 0.1 0.2 0.1 0.1 0.1 0.0 0.0 Miscellaneous 0.6 0.2 0.2 0.1 0.1 0.1 0.2 0.3 0.3 0.1 0.2 0.4 Suspicious incident 9.6 10.1 10.0 10.1 9.3 7.2 7.2 9.3 7.1 9.6 9.1 10.6 Traffic enforcement 2.0 1.9 2.1 2.6 2.1 1.7 1.6 1.8 1.9 2.4 2.4 2.8 Traffic stop 0.3 0.3 0.4 0.3 0.2 0.5 0.5 0.8 0.7 0.7 0.8 1.1 Violation 6.8 7.8 7.6 8.0 7.2 6.5 7.1 6.7 7.4 6.1 6.3 6.8 Warrant (or) arrest 0.2 0.2 0.4 0.2 0.4 0.5 0.5 0.6 0.4 0.3 0.4 0.6 Total 66.9 63.0 66.7 68.1 63.8 60.2 62.6 64.9 61.2 62.2 65.3 73.3 Note: Calculations were limited to calls rather than events. Observations: ■ The top four categories averaged between 63 and 67 percent of calls throughout the year. □ Disturbance calls averaged between 11.6 and 16.2 calls per day throughout the year. □ Crime calls averaged between 8.5 and 10.5 calls per day throughout the year. □ Investigation calls averaged between 8.5 and 10.1 calls per day throughout the year. □ Suspicious incident calls averaged between 7.1 and 10.6 calls per day throughout the year. ■ Crime calls accounted for 13 to 17 percent of total calls throughout the year. Page 353 of 619 104 FIGURE 9-6: Primary Unit’s Average Occupied Times, by Category and Initiator Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1. Page 354 of 619 105 TABLE 9-6: Primary Unit’s Average Occupied Times, by Category and Initiator Category Community-Initiated Police-Initiated Minutes Calls Minutes Calls Accident 42.9 754 24.6 37 Alarm 13.9 1,224 9.6 3 Animal call 25.0 126 12.5 3 Assist community member 27.8 1,633 17.5 62 Assist other agency 40.5 632 25.0 22 Crime against persons 62.0 304 45.7 24 Crime against property 29.1 2,894 16.1 226 Disturbance 22.8 5,085 24.7 121 Investigation 28.2 3,226 20.1 209 Mental health 54.7 34 17.4 1 Miscellaneous 33.0 47 34.4 39 Suspicious incident 24.1 2,535 17.1 795 Traffic enforcement 21.0 594 30.1 181 Traffic stop 20.5 2 28.8 202 Violation 20.8 1,778 9.9 794 Warrant (or) arrest 82.9 9 41.8 127 Weighted Average/Total Calls 26.3 20,877 18.9 2,846 Note: The information in Figure 9-6 and Table 9-6 is limited to calls and excludes all events that show zero time on-scene. A unit’s occupied time is measured as the time from when the unit was dispatched until the unit becomes available again. The times shown are the average occupied minutes per call for the primary unit, rather than the total occupied minutes for all units assigned to a call. Observations below refer to times shown within the figure rather than the table. Observations: ■ A unit's average time spent on a call ranged from 10 to 39 minutes overall. ■ The longest average times were for police-initiated general noncriminal calls. ■ The average time spent on crime calls was 32 minutes for community-initiated calls and 19 minutes for police-initiated calls. Page 355 of 619 106 FIGURE 9-7: Number of Responding Units, by Initiator and Category Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1. Page 356 of 619 107 TABLE 9-7: Average Number of Responding Units, by Initiator and Category Category Community-Initiated Police-Initiated No. of Units Calls No. of Units Calls Accident 1.9 754 1.5 37 Alarm 2.1 1,224 3.3 3 Animal call 1.4 126 1.3 3 Assist community member 1.4 1,633 1.4 62 Assist other agency 2.2 632 1.8 22 Crime against persons 2.1 304 2.5 24 Crime against property 1.7 2,894 1.4 226 Disturbance 2.1 5,085 2.2 121 Investigation 1.8 3,226 1.3 209 Mental health 2.7 34 2.0 1 Miscellaneous 1.2 47 1.5 39 Suspicious incident 2.0 2,535 1.7 795 Traffic enforcement 1.6 594 1.9 181 Traffic stop 1.0 2 2.2 202 Violation 1.5 1,778 1.2 794 Warrant (or) arrest 2.9 9 2.2 127 Weighted Average/Total Calls 1.9 20,877 1.6 2,846 Note: The information in Figure 9-7 and Table 9-7 is limited to calls and excludes all events that show zero time on-scene. Observations refer to the number of responding units shown within the figure rather than the table. Page 357 of 619 108 FIGURE 9-8: Number of Responding Units, by Category, Community-initiated Calls Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1. Page 358 of 619 109 TABLE 9-8: Number of Responding Units, by Category, Community-initiated Calls Category Responding Units One Two Three or More Accident 396 206 152 Alarm 153 867 204 Animal call 89 33 4 Assist community member 1,191 347 95 Assist other agency 209 250 173 Crime against persons 139 78 87 Crime against property 1,294 1,240 360 Disturbance 1,113 2,982 990 Investigation 1,182 1,605 439 Mental health 2 17 15 Miscellaneous 39 5 3 Suspicious incident 796 1,307 432 Traffic enforcement 359 176 59 Traffic stop 2 0 0 Violation 1,039 608 131 Warrant (or) arrest 1 3 5 Total 8,004 9,724 3,149 Observations: ■ The overall mean number of responding units was 1.6 for police-initiated calls and 1.9 for community-initiated calls. ■ The mean number of responding units was as high as 3.3 for alarm calls that were police- initiated. At the same time, there were only 3 calls of this type, ■ Police-initiated disturbance calls had the second-highest mean number of 2.2 responding units. ■ 38 percent of community-initiated calls involved one responding unit. ■ 47 percent of community-initiated calls involved two responding units. ■ 15 percent of community-initiated calls involved three or more responding units. ■ The largest group of calls with three or more responding units involved disturbances. Page 359 of 619 110 FIGURE 9-9: Percentage Calls and Work Hours, by Area Note: The “other” category includes calls at headquarters, in miscellaneous areas, and calls missing area information. Miscellaneous areas include calls located in PC, California Polytechnic State University, and LZ0. Page 360 of 619 111 TABLE 9-9: Calls and Work Hours by Area, per Day Area Per Day Square Miles Calls Work Hours 1 4.8 3.3 1.58 2 7.1 5.0 0.54 3 2.1 1.4 0.38 4 0.3 0.3 0.36 5 12.9 7.0 0.31 6 8.6 5.4 0.66 7 4.3 3.6 1.87 8 3.3 2.8 2.23 9 4.0 3.1 0.46 10 4.6 3.3 1.63 11 2.6 1.9 0.58 12 2.4 2.0 0.89 13 6.0 4.8 2.12 Other-HQ 1.5 0.7 NA Other-Miscellaneous 0.2 0.3 NA Other-Unknown 0.1 0.1 NA Subtotal Other 1.9 1.1 NA Total 64.8 45.1 13.59 Observations: ■ Area 5 had the largest number of calls and workload, accounting for 20 percent of total calls and approximately 16 percent of the total workload. ■ Excluding calls in other areas, an even distribution would allot 4.8 calls and 3.4 work hours per area. Page 361 of 619 112 FIGURE 9-10: Percentage Calls and Work Hours, by Category, Summer 2023 Page 362 of 619 113 TABLE 9-10: Calls and Work Hours per Day, by Category, Summer 2023 Category Per Day Calls Work Hours Accident 2.2 2.4 Alarm 3.7 1.6 Animal call 0.4 0.2 Assist community member 4.0 2.7 Assist other agency 1.9 2.4 Crime against persons 0.8 1.4 Crime against property 8.0 5.4 Disturbance 13.9 9.2 Investigation 9.3 6.4 Mental health 0.1 0.2 Miscellaneous 0.4 0.3 Suspicious incident 9.7 7.1 Traffic enforcement 1.9 1.7 Traffic stop 0.3 0.3 Violation 7.5 3.0 Warrant (or) arrest 0.2 0.4 Total 64.5 44.6 Note: Workload calculations focused on calls rather than events. Observations, Summer: ■ The average number of calls per day was higher in summer than in winter. ■ Total calls averaged 64 per day, or 2.7 per hour. ■ The total workload averaged 45 hours per day, meaning that on average 1.9 units per hour were busy responding to calls. ■ Disturbance calls constituted 22 percent of calls and 21 percent of the workload. ■ Crime calls constituted 14 percent of calls and 15 percent of the workload. ■ Investigation calls constituted 14 percent of calls and 14 percent of the workload. ■ Suspicious incident calls constituted 15 percent of calls and 16 percent of the workload. ■ These top four categories constituted 65 percent of calls and 66 percent of the workload. Page 363 of 619 114 FIGURE 9-11: Percentage Calls and Work Hours, by Category, Winter 2024 Page 364 of 619 115 TABLE 9-11: Calls and Work Hours per Day, by Category, Winter 2024 Category Per Day Calls Work Hours Accident 2.1 3.2 Alarm 3.6 1.5 Animal call 0.3 0.1 Assist community member 4.3 2.5 Assist other agency 1.9 2.5 Crime against persons 1.1 1.9 Crime against property 8.8 6.0 Disturbance 14.1 11.0 Investigation 8.8 6.4 Mental health 0.1 0.2 Miscellaneous 0.3 0.2 Suspicious incident 8.2 5.0 Traffic enforcement 1.8 1.5 Traffic stop 0.6 0.5 Violation 6.9 2.5 Warrant (or) arrest 0.5 0.7 Total 63.4 45.7 Note: Workload calculations focused on calls rather than events. Observations, Winter: ■ The average daily workload was higher in winter than in summer. ■ Total calls averaged 63 per day, or 2.6 per hour. ■ The total workload averaged 46 hours per day, meaning that on average 1.9 units per hour were busy responding to calls. ■ Disturbance calls constituted 22 percent of calls and 24 percent of the workload. ■ Crime calls constituted 16 percent of calls and 17 percent of the workload. ■ Investigation calls constituted 14 percent of calls and 14 percent of the workload. ■ Suspicious incident calls constituted 13 percent of calls and 11 percent of the workload. ■ These top four categories constituted 65 percent of calls and 66 percent of the workload. Page 365 of 619 116 OUT-OF-SERVICE ACTIVITIES In the period from July 1, 2023, through June 30, 2024, the dispatch center also recorded out-of- service activities that lacked incident numbers. We focused on those activities that involved a patrol unit. We also limited our analysis to out-of-service activities that occurred during shifts where the same patrol unit was also responding to calls for service. There were a few problems with the data provided and we made assumptions and decisions to address these issues: ■ We excluded activities that lasted less than 30 seconds. These are irrelevant and contribute little to the overall workload. ■ After these exclusions, 39,068 activities remained. These activities had an average duration of 29.1 minutes. In this section, we report out-of-service activities and workload by descriptions. In the next section, we include these activities in the overall workload when comparing the total workload against available personnel in summer and winter. Page 366 of 619 117 TABLE 9-12: Activities and Occupied Times by Description Status Code Description Occupied Time Count 1110 Report writing 48.6 7,646 16 At the traffic division office 61.6 597 19 Briefing 38.4 1,960 Court/evidence 33.0 198 Equipment maintenance 21.8 492 Follow up 28.3 202 Report writing 35.8 219 RIPA 41.3 137 Training 50.7 207 Miscellaneous 38.7 2,351 BCKP Backup 6.8 1,401 BUSY 11-24 (Abandoned vehicle) 34.5 233 Court/evidence 52.7 321 Equipment maintenance 33.4 142 Follow up 19.7 376 Fuel 8.0 476 Meeting 67.4 135 Miscellaneous 36.5 3,144 JAIL Jail 55.5 1,102 OVIOL On-view violation 6.9 1,640 PC Positive contact 21.6 105 SE Special enforcement 16.4 6,918 TS Traffic stop 5.5 5,331 Miscellaneous Miscellaneous 78.6 97 Administrative - Weighted Average/Total Activities 28.8 35,430 19 Break 18.7 970 Meal break 31.2 710 BUSY Break 16.3 186 CODE7 Meal break 41.5 1,772 Personal - Weighted Average/Total Activities 32.1 3,638 Weighted Average/Total Activities 29.1 39,068 Observations: ■ The most common out-of-service activity was for report writing. ■ Except for the miscellaneous category, the activities with the longest average times were for meetings. Page 367 of 619 118 FIGURE 9-12: Activities per Day, by Month TABLE 9-13: Activities and Workload per Day, by Month Month Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Administrative 94.2 94.7 91.7 89.0 88.7 86.1 85.3 95.6 91.5 92.8 119.5 133.2 Personal 8.8 8.8 9.5 10.8 10.4 7.8 10.0 10.7 11.0 8.9 10.8 11.9 Total 103.0 103.5 101.3 99.8 99.1 93.9 95.2 106.2 102.5 101.7 130.3 145.1 Observations: ■ The number of activities per day was the lowest in January. ■ The number of activities per day was highest in June. Page 368 of 619 119 FIGURE 9-13: Activities per Day, by Day of Week TABLE 9-14: Activities per Day, by Day of Week Day of Week Administrative Personal Activities per Day Sunday 79.1 7.0 86.1 Monday 80.6 8.9 89.6 Tuesday 96.1 10.1 106.1 Wednesday 106.7 11.2 117.9 Thursday 116.6 12.6 129.2 Friday 101.7 10.5 112.2 Saturday 97.2 9.3 106.5 Weekly Average 96.8 9.9 106.7 Observations: ■ The number of out-of-service activities per day was lowest on Sundays. ■ The number of out-of-service activities per day was highest on Thursdays. Page 369 of 619 120 FIGURE 9-14: Activities per Day, by Hour of Day Page 370 of 619 121 TABLE 9-15: Activities per Hour, by Hour of Day Hour Personal Administrative Total 0 0.29 4.56 4.85 1 0.28 3.78 4.06 2 0.33 2.46 2.79 3 0.10 2.14 2.24 4 0.07 1.70 1.77 5 0.04 1.12 1.16 6 0.01 2.09 2.10 7 0.15 3.57 3.72 8 0.20 4.38 4.59 9 0.28 4.29 4.57 10 0.24 4.61 4.85 11 0.67 4.83 5.50 12 1.33 4.38 5.70 13 1.04 4.41 5.45 14 0.79 4.65 5.44 15 0.59 4.60 5.19 16 0.61 5.23 5.84 17 0.33 4.02 4.34 18 0.10 6.39 6.49 19 0.50 3.00 3.50 20 0.73 4.58 5.31 21 0.55 4.72 5.27 22 0.41 5.86 6.27 23 0.30 5.45 5.75 Hourly Average 0.41 4.03 4.45 Observations: ■ The number of activities per hour was lowest between 5:00 a.m. and 6:00 a.m. ■ The number of activities per hour was highest between 6:00 p.m. and 7:00 p.m. Page 371 of 619 122 DEPLOYMENT For this study, we examined deployment information for eight weeks in summer (July 7 through August 31, 2023) and eight weeks in winter (January 4 through February 28, 2024). The department’s main patrol force consists of patrol officers and patrol sergeants, operating on 12.25-hour shifts starting at 6:45 a.m. and 6 :45 p.m. The department’s main patrol force deployed an average of 5.6 officers per hour during the 24-hour day in summer 2023 and an average of 6.5 officers per hour in winter 2024. When additional traffic units are included, the department averaged 6.4 units per hour during the 24-hour day in summer 2023 and 7.1 units per hour during the 24-hour day in winter 2024. In this section, we describe the deployment and workload in distinct steps, distinguishing between summer and winter and between weekdays (Monday through Friday) and weekends (Saturday and Sunday): ■ First, we focus on patrol deployment alone. ■ Next, we compare “all” workload, which includes community-initiated calls, police-initiated calls, directed patrol activities, and out-of-service activities. ■ Finally, we compare the workload against deployment by percentage. Comments follow each set of four figures, with separate discussions for summer and winter. Page 372 of 619 123 FIGURE 9-15: Deployed Officers, Weekdays, Summer 2023 FIGURE 9-16: Deployed Officers, Weekends, Summer 2023 Page 373 of 619 124 FIGURE 9-17: Deployed Officers, Weekdays, Winter 2024 FIGURE 9-18: Deployed Officers, Weekends, Winter 2024 Page 374 of 619 125 Observations: ■ For Summer (July 7 through August 31, 2023): □ The average deployment was 6.8 units per hour during the week and 5.5 units per hour on the weekend. □ Average deployment varied from 4.3 to 9.1 units per hour on weekdays and 4.0 to 7.3 units per hour on weekends. ■ For Winter (January 4 through February 28, 2024): □ The average deployment was 7.2 units per hour during the week and 6.9 units per hour on the weekend. □ Average deployment varied from 5.0 to 10.5 units per hour on weekdays and 5.3 to 9.6 units per hour on weekends. Page 375 of 619 126 FIGURE 9-19: Deployment and All Workload, Weekdays, Summer 2023 FIGURE 9-20: Deployment and All Workload, Weekends, Summer 2023 Page 376 of 619 127 FIGURE 9-21: Deployment and All Workload, Weekdays, Winter 2024 FIGURE 9-22: Deployment and All Workload, Weekends, Winter 2024 Note: Figures 9-19 to 9-22 show deployment along with all workloads from community-initiated calls and police-initiated calls, directed patrol work, and out-of-service work. Page 377 of 619 128 Observations: Summer: ■ Community-initiated work: □ Average community-initiated workload was 1.8 units per hour during the week and 1.6 units per hour on weekends. □ This was approximately 26 percent of hourly deployment during the week and 30 percent of hourly deployment on weekends. ■ All work: □ Average workload was 4.3 units per hour during the week and 3.1 units per hour on weekends. □ This was approximately 63 percent of hourly deployment during the week and 57 percent of hourly deployment on weekends. Winter: ■ Community-initiated work: □ Average community-initiated workload was 1.7 units per hour during the week and 1.8 units per hour on weekends. □ This was approximately 24 percent of hourly deployment during the week and 26 percent of hourly deployment on weekends. ■ All work: □ Average workload was 4.2 units per hour during the week and 3.7 units per hour on weekends. □ This was approximately 58 percent of hourly deployment during the week and 54 percent of hourly deployment on weekends. Page 378 of 619 129 FIGURE 9-23: Percentage of Workload, Weekdays, Summer 2023 FIGURE 9-24: Percentage of Workload, Weekends, Summer 2023 Page 379 of 619 130 FIGURE 9-25: Percentage of Workload, Weekdays, Winter 2024 FIGURE 9-26: Percentage of Workload, Weekends, Winter 2024 Page 380 of 619 131 Observations: Summer: ■ Community-initiated work: □ During the week, workload reached a maximum of 44 percent of deployment between 5:00 p.m. and 5:30 p.m. and between 7:15 p.m. and 7:30 p.m. □ On weekends, workload reached a maximum of 47 percent of deployment between 7:15 p.m. and 7:30 p.m. ■ All work: □ During the week, workload reached a maximum of 81 percent of deployment between 7:15 p.m. and 7:30 p.m. □ On weekends, workload reached a maximum of 83 percent of deployment between 7:15 p.m. and 7:30 p.m. Winter: ■ Community-initiated work: □ During the week, workload reached a maximum of 41 percent of deployment between 5:30 p.m. and 5:45 p.m. □ On weekends, workload reached a maximum of 42 percent of deployment between 1:45 p.m. and 2:00 p.m. ■ All work: □ During the week, workload reached a maximum of 74 percent of deployment between 12:15 p.m. and 12:30 p.m. and between 12:45 p.m. and 1:00 p.m. □ On weekends, workload reached a maximum of 72 percent of deployment between 1:30 p.m. and 2:00 p.m. and between 5:30 p.m. and 5:45 p.m. Page 381 of 619 132 RESPONSE TIMES We analyzed the response times to various types of calls, separating the duration into dispatch processing and travel time, to determine whether response times varied by call type. Response time is measured as the difference between when a call is received and when the first unit arrives on-scene. This is further divided into dispatch processing and travel time. Dispatch processing is the time between when a call is received and when the first unit is dispatched. Travel time is the remaining time until the first unit arrives on-scene. We begin the discussion with statistics that include all calls combined. We started with calls for 3,611 in summer and 3,549 calls in winter. We limited our analysis to community-initiated calls, which amounted to 3,227 calls in the summer and 3,069 calls in the winter. In addition, we removed the calls lacking a recorded arriving unit and calls outside San Luis Obispo. We were left with 2,854 calls in summer and 2,709 calls in winter for our analysis. For the entire year, we began with 23,723 calls and limited our analysis to 20,877 community-initiated calls. With similar exclusions, we were left with 18,398 calls. Our initial analysis does not distinguish calls based on priority; instead, it examines the difference in response to all calls by time of day and compares winter and summer periods. We then present a brief analysis of response time for high-priority calls alone. Page 382 of 619 133 All Calls This section looks at all calls without considering their priorities. In addition to examining the differences in response times by both time of day and season (summer vs. winter), we show differences in response times by category. FIGURE 9-27: Average Response Time and Dispatch Processing, by Hour of Day, Summer 2023 and Winter 2024 Observations: ■ Average response times varied significantly by the hour of the day. ■ In summer, the longest response times were between 6:00 a.m. and 7:00 a.m., with an average of 23.2 minutes. ■ In summer, the shortest response times were between 1:00 a.m. and 2:00 a.m., with an average of 8.7 minutes. ■ In winter, the longest response times were between 6:00 p.m. and 7:00 p.m., with an average of 19.8 minutes. ■ In winter, the shortest response times were between 4:00 a.m. and 6:00 a.m., with an average of 10.2 minutes. Page 383 of 619 134 FIGURE 9-28: Average Response Time by Category, Summer 2023 FIGURE 9-29: Average Response Time by Category, Winter 2024 Page 384 of 619 135 TABLE 9-16: Average Response Time Components, by Category Category Summer Winter Minutes Count Minutes Count Dispatch Travel Response Dispatch Travel Response Accident 5.8 8.5 14.3 104 4.4 8.5 12.9 103 Alarm 4.8 6.4 11.3 178 3.4 6.0 9.4 179 Animal call 6.1 10.7 16.8 23 4.9 9.9 14.8 13 Assist community member 8.3 8.3 16.6 158 7.7 9.0 16.7 164 Assist other agency 7.1 6.5 13.6 84 7.7 6.8 14.5 76 Crime against persons 6.8 9.1 15.9 40 7.1 7.6 14.7 52 Crime against property 9.1 9.6 18.7 390 7.5 9.9 17.4 397 Disturbance 6.0 7.5 13.5 709 5.6 7.3 12.9 712 Investigation 7.7 8.9 16.6 434 6.6 8.4 15.0 406 Mental health 4.6 5.6 10.2 7 12.9 7.5 20.4 5 Miscellaneous 5.8 13.8 19.5 8 6.7 11.5 18.3 10 Suspicious incident 6.3 7.5 13.8 387 6.3 7.3 13.7 328 Traffic enforcement 6.2 8.6 14.8 72 5.2 8.1 13.3 60 Violation 7.1 9.7 16.8 260 6.1 10.8 16.9 204 Total Average 6.9 8.3 15.2 2,854 6.2 8.2 14.4 2,709 Note: The total average is weighted according to the number of calls per category. Observations: ■ In summer, the average response time was between 11 minutes and 17 minutes. ■ In summer, the average response time was as short as 11 minutes (for alarms) and as long as 18 minutes (for crimes). ■ In winter, the average response time was between 9 minutes and 17 minutes. ■ In winter, the average response time was as short as 9 minutes (for alarms) and as long as 17 minutes (for crimes and general noncriminal calls). ■ The average response time for crimes was 18 minutes in summer and 17 minutes in winter. Page 385 of 619 136 TABLE 9-17: 90th Percentiles for Response Time Components, by Category Category Minutes in Summer Minutes in Winter Dispatch Travel Response Dispatch Travel Response Accident 15.4 16.3 26.1 10.3 17.5 26.4 Alarm 10.8 13.9 22.2 7.0 11.6 18.1 Animal call 11.1 20.0 30.4 9.5 15.5 18.8 Assist community member 16.7 18.2 30.2 19.9 20.9 35.0 Assist other agency 16.4 12.4 29.8 20.9 11.9 33.0 Crime against persons 16.9 31.5 47.3 13.5 14.3 24.4 Crime against property 23.6 22.5 42.7 18.5 21.9 35.3 Disturbance 13.8 15.7 28.4 13.1 14.1 25.3 Investigation 16.9 17.8 34.7 12.8 17.2 28.5 Mental health 10.6 8.3 17.9 36.0 10.8 43.7 Miscellaneous 11.2 29.8 38.6 13.9 27.4 36.6 Suspicious incident 12.7 15.1 26.0 12.9 13.9 27.9 Traffic enforcement 13.4 18.6 25.9 10.7 16.5 25.6 Violation 14.9 19.4 36.2 13.2 24.1 34.0 Total Average 16.6 17.4 32.9 13.8 17.1 28.5 Note: A 90th percentile value of 32.9 minutes means that 90 percent of all calls are responded to in fewer than 32.9 minutes. For this reason, the columns for dispatch processing and travel time may not be equal to the total response time. Observations: ■ In summer, the 90th percentile value for response time was as short as 22 minutes (for alarms) and as long as 44 minutes (for crimes). ■ In winter, the 90th percentile value for response time was as short as 18 minutes (for alarms) and as long as 35 minutes (for assists). Page 386 of 619 137 FIGURE 9-30: Average Response Time Components, by Area Page 387 of 619 138 TABLE 9-18: Average Response Time Components, by Area Area Minutes Calls Sq. Miles Dispatch Travel Response 1 6.7 9.0 15.7 1,535 1.58 2 6.7 7.1 13.8 2,062 0.54 3 7.0 7.4 14.4 675 0.38 4 6.5 8.7 15.2 109 0.36 5 6.1 6.9 13.1 3,356 0.31 6 6.6 7.4 14.0 2,331 0.66 7 7.5 9.7 17.2 1,397 1.87 8 7.0 9.5 16.5 1,082 2.23 9 7.0 8.6 15.6 1,133 0.46 10 6.6 8.6 15.2 1,358 1.63 11 7.3 10.1 17.5 810 0.58 12 7.0 9.7 16.8 761 0.89 13 6.8 8.1 14.9 1,756 2.12 Unknown 7.4 8.7 16.1 33 NA Total 6.7 8.2 14.9 18,398 13.59 Observations: ■ Area 5 had the shortest average dispatch time of 6.1 minutes. ■ Area 5 had the shortest average response time of 13.1 minutes. ■ Area 11 had the longest average response time of 17.5 minutes. Page 388 of 619 139 High-Priority Calls The department assigned priorities to calls with priority “*” and “1” as the highest priority. The following table shows average response times by priority. In addition, we identified injury accidents based on the call descriptions, “COLL EXTRICATIO” and “COLL INJ,” to see if these provided an alternate measure for emergency calls. TABLE 9-19: Average and 90th Percentile Response Times, by Priority Priority Minutes Calls 90th Percentile Response Time, Minutes Dispatch Travel Response * 1.8 5.1 6.8 66 11.8 1 5.7 5.5 11.2 527 24.3 2 4.3 6.0 10.4 2,051 19.0 3 6.4 7.7 14.1 6,719 27.6 4 7.6 9.1 16.6 8,384 34.8 5 8.4 10.5 19.0 651 44.3 Total 6.7 8.2 14.9 18,398 30.6 Injury accident 2.4 4.4 6.8 123 10.5 Note: The total average is weighted according to the number of calls within each priority level. FIGURE 9-31: Average Response Times and Dispatch Processing for High-priority Calls, by Hour Page 389 of 619 140 Observations: ■ High-priority calls had an average response time of 10.8 minutes, lower than the overall average of 14.9 minutes for all calls. ■ Average dispatch processing was 5.3 minutes for high-priority calls, compared to 6.7 minutes overall. ■ For high-priority calls, the longest response times were between 3:00 a.m. and 5:00 a.m., with an average of 16.4 minutes. ■ For high-priority calls, the shortest response times were between 11:00 p.m. and 1:00 a.m., with an average of 7.1 minutes. ■ Average response time for injury accidents was 6.8 minutes, with a dispatch processing of 2.4 minutes. Page 390 of 619 141 APPENDIX A: CALL TYPE CLASSIFICATION Call descriptions for the department’s calls for service from July 1, 2023, to June 30, 2024, were classified into the following categories. TABLE 9-20: Call Type, by Category Call Type Description Table Category Figure Category ALARM AUDIBLE Alarm Alarm ALARM FIRE ALARM SILENT ALARM WATERFLOW ASSIST REQ Assist community member Assist KEEP THE PEACE PUBLIC ASSIST ASSIST O FIRE Assist other agency ASSIST O POLICE FIRE ELECTRICAL FIRE FLAMES FIRE ILL BURN FIRE LG TRASH FIRE RPTED OUT FIRE SM TRASH FIRE STRUCTURE FIRE VEHICLE FIRE WILDLAND FIRE WILDLAND L GAS OUTSIDE HAZMAT SMALL LEAKING HYDRANT MEDICAL MEDICAL ARREST MEDICAL SPECIAL PUBLIC WORKS SMOKE CHECK OUT CRIME AGAINST PERSONS* Crime against persons Crime ARSON Crime against property ATTEMPT THEFT BURG COM BURG RES BURG VEHICLE CONTROLLED NARC EMBEZZLEMENT FRAUD Page 391 of 619 142 Call Type Description Table Category Figure Category GRAFFITI PROPERTY DAMAGE PROWLER THEFT THEFT-VEHICLE TRESPASSING VANDALISM VANDALISM IP COMMUNITY MEMBER DISPUTE Disturbance Disturbance DISORDERLY FIREWORKS JUVENILE PROB LOITERING NOISE 2ND RESP NOISE OTHER NOISE PARTY NOISE POLICE PROTEST ANIMAL PROBLEM Animal call General noncriminal MENTAL ASSIST Mental health MENTAL SUBJ SUICIDE ATTEMPT COMMUNICATIONS Miscellaneous INFORMATION TOWED VEHICLE WARRANT Warrant (or) arrest 9-1-1 ABANDON Investigation Investigation ABAND VEHICLE ATTEMPT-LOCATE CUSTODIAL INT. DECEASED SUBJ ELECTRICAL HAZ FOUND PROPERTY IN PROGRESS LOST PROPERTY MISSING PERSON PROBATION SEARC RECOVERED VEH WELFARE CHECK SUSPICIOUS Suspicious incident Suspicious incident COLL EXTRICATIO Accident Traffic COLL FREEWAY Page 392 of 619 143 Call Type Description Table Category Figure Category COLL HIT AND RU COLL INJ COLL NON INJ COLL PED/BIKE DUI Traffic enforcement TRAFFIC HAZARD TRAFFIC OFFENSE TRAFFIC STOP Traffic stop ALCOHOL OFFENSE Violation Violation LITTERING MC-ALCOHOL MC-CAMPING MC-LOITERING MC-PANHANDLING MC-SLEEPING MC-SMOKING MC-SOLICITING MUNI CODE VIOL PARKING PROBLEM PARTY REG POSTING VEHS PROBATION VIOL WEAPON OFFENSE Note: * The “crime against persons” category includes the following original call descriptions: “assault in progress (assault ip),” “assault,” “bomb threat,” “carjacking,” “child abuse,” “domestic violence in progress (domestic vio ip),” “domestic violence (domestic viol),” “elder abuse/neglect (elder abuse/neg),” “homicide,” “kidnapping,” “robbery in progress (robbery ip),” “robbery,” “resisting,” “sex offense,” and “threatening.” Page 393 of 619 144 APPENDIX B: UNIFORM CRIME REPORT INFORMATION This section presents information obtained from Uniform Crime Reports (UCR) collected by the Federal Bureau of Investigation (FBI) and the California Department of Justice’s Open Justice Data Portal. The tables and figures include the most recent information that is publicly available at the national level. This includes crime reports for 2014 through 2023, along with clearance rates for 2022 and 2023. Crime rates are expressed as incidents per 100,000 population. TABLE 9-21: Reported Crime Rates in 2022 and 2023, by City Municipality State 2022 2023 Population Crime Rates Population Crime Rates Violent Property Total Violent Property Total Atascadero CA 30,226 390 1,403 1,793 30,323 214 999 1,214 Goleta CA 32,296 152 1,657 1,808 32,503 172 1,449 1,621 Hollister CA 42,681 323 806 1,129 42,547 343 879 1,222 Lompoc CA 43,654 499 1,936 2,435 43,591 484 1,762 2,246 Paso Robles CA 30,906 317 1,695 2,013 30,792 403 1,598 2,001 Porterville CA 62,653 487 2,086 2,573 62,508 445 2,070 2,515 Santa Barbara CA 85,847 480 2,152 2,631 85,382 611 1,815 2,427 Santa Cruz CA 62,809 712 3,544 4,256 62,929 655 2,390 3,045 Santa Maria CA 109,348 650 2,780 3,430 109,687 617 2,367 2,984 Santa Paula CA 31,118 328 1,102 1,430 31,400 382 847 1,229 Seaside CA 32,390 417 1,216 1,633 30,187 434 831 1,265 San Luis Obispo CA 47,394 563 3,682 4,245 48,249 526 2,628 3,154 California 39,114,785 500 2,343 2,843 39,109,070 511 2,273 2,784 National 332,403,650 380 1,954 2,334 NA Note: National crime statistics are not yet available for 2023. The FBI usually reports these statistics in late September or early October of the following year. We used population estimates from the State of California’s Department of Finance. Page 394 of 619 145 FIGURE 9-32: Reported San Luis Obispo Violent and Property Crime Rates, by Year FIGURE 9-33: Reported San Luis Obispo and California Crime Rates, by Year 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Violent Property 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 San Luis Obispo California Page 395 of 619 146 TABLE 9-22: Reported San Luis Obispo, California, and National Crime Rates, by Year Year San Luis Obispo California National Population Violent Property Total Population Violent Property Total Population Violent Property Total 2014 46,672 514 3,083 3,597 38,970,399 389 2,430 2,819 324,699,246 357 2,464 2,821 2015 47,116 410 3,914 4,323 39,315,550 424 2,605 3,029 327,455,769 368 2,376 2,744 2016 47,774 373 4,345 4,718 39,421,283 443 2,541 2,984 329,308,297 383 2,353 2,736 2017 47,934 371 3,718 4,089 39,536,653 449 2,497 2,946 325,719,178 383 2,362 2,745 2018 47,885 401 3,778 4,179 39,557,045 447 2,380 2,828 327,167,434 369 2,200 2,568 2019 47,735 402 3,641 4,043 39,959,095 434 2,290 2,724 328,239,523 379 2,010 2,489 2020 46,986 441 3,448 3,888 39,538,223 442 2,139 2,581 331,449,281 399 1,958 2,357 2021 47,326 475 3,892 4,368 39,368,613 466 2,178 2,645 332,031,554 396 1,933 2,329 2022 47,394 563 3,682 4,245 39,114,785 500 2,343 2,843 332,403,650 380 1,954 2,334 2023 48,249 526 2,628 3,154 39,109,070 511 2,273 2,784 NA Note: National crime statistics are not yet available for 2023. Page 396 of 619 147 TABLE 9-23: Reported San Luis Obispo, California, and National Crime Clearance Rates, 2022 Crime San Luis Obispo California National Crimes Clearances Rate Crimes Clearances Rate Crimes Clearances Rate Murder Manslaughter 0 0 NA 2,206 1,294 59% 21,797 10,752 49% Rape 38 2 5% 14,346 3,970 28% 132,997 27,856 21% Robbery 40 22 55% 47,669 13,356 28% 215,760 51,930 24% Aggravated Assault 189 96 51% 128,798 60,502 47% 756,601 334,405 44% Burglary 254 25 10% 143,429 14,348 10% 916,970 125,838 14% Larceny 1,372 96 7% 577,733 12,817 2% 4,947,709 633,098 13% Vehicle Theft 119 16 13% 181,815 37,846 21% 953,827 87,140 9% TABLE 9-24: Reported San Luis Obispo and California Crime Clearance Rates, 2023 Crime San Luis Obispo California Crimes Clearances Rate Crimes Clearances Rate Murder Manslaughter 0 0 NA 1,892 1,166 62% Rape 32 4 13% 13,723 3,685 27% Robbery 44 29 66% 49,177 13,943 28% Aggravated Assault 178 102 57% 135,046 61,055 45% Burglary 181 32 18% 132,574 13,168 10% Larceny 997 125 13% 560,414 11,042 6% Vehicle Theft 90 19 21% 195,853 45,464 8% Note: National crimes and clearances are not yet available for 2023. Page 397 of 619 148 APPENDIX C: CALLS EXCLUDED FROM THE STUDY According to records obtained from the CAD system, the San Luis Obispo Police Department was associated with 34,658 calls from July 1, 2023, through June 30, 2024. 24,680 events were recorded with at least one patrol unit. In other words, 9,978 calls were excluded from our analysis. ■ 86 calls had no unit assigned. ■ 9,863 calls were responded to by the department’s non-patrol units. ■ 29 calls had recorded patrol units but lacked adequate unit statuses or timestamps. TABLE 9-25: All Excluded Calls Summary of Calls Excluded Count Percentage No dispatched units 86 1% Only nonpatrol units responded 9,863 99% Inaccurate unit time stamps 29 0% Total 9,978 100% The following table shows the descriptions of these calls without units. TABLE 9-26: Calls Without Units, By Description Call Type Description Count Cumulative Percentage Parking Problem 35 41% 9-1-1 ABANDON 14 57% Towed Vehicle 8 66% ABAND VEHICLE 5 72% Welfare Check 5 78% Alarm Audible 3 81% Suspicious 3 85% Other* 13 100% Total 86 100% Note: *These 13 calls include an additional 11 different call descriptions. Within this group, the most frequent type accounts for less than 1 percent of the total 86 calls. Page 398 of 619 149 9,863 calls were handled by nonpatrol units only. The following table summarizes the most frequent call descriptions. Table 9-28 focuses on the types of nonpatrol units that responded to these calls. TABLE 9-27: Calls with Only Nonpatrol Units, By Description Call Type Description Count Cumulative Percentage 9-1-1 ABANDON 3,903 40% ABAND VEHICLE 1,023 50% Towed Vehicle 633 56% Noise Party 596 62% Traffic Offense 465 67% Assist Req 388 71% Information 303 74% Public Works 283 77% Suspicious 226 79% Parking Problem 207 81% Welfare Check 143 83% Alarm Audible 140 84% COLL NON INJ 138 86% Disorderly 125 87% Trespassing 117 88% Loitering 93 89% Traffic Hazard 81 90% Other* 999 100% Total 9,863 100% Note: *These 999 calls include an additional 67 different call descriptions. Within this group, the most frequent type accounts for less than 1 percent of the total 9,863 calls. Page 399 of 619 150 The 9,863 calls with a responding nonpatrol unit included 10,155 responding units (responses). The following table summarizes the responding units grouped by unit type. The column “unit count” indicates the number of distinct units of each type included in this count. TABLE 9-28: Calls with Only Nonpatrol Units, By Unit Type Unit Type Responses Unit Count Percent Dispatcher 6,928 12 68% Chaplain 702 2 75% Metro Bicycle Officer 659 3 82% Dispatcher Supervisor 571 2 87% Motor Officer 446 3 92% CANCEL 222 1 94% Captain 204 1 96% Detective 125 5 97% Mislabeled Unit ID 74 4 98% Non-Patrol Sergeant 63 2 98% School Resource Officer 59 1 99% Trainee 59 2 100% Narcotics Officer 22 1 100% Lieutenant 19 3 100% Chief 2 1 100% Total 10,155 43 100% END Page 400 of 619 The City of San Luis Obispo is committed to including disabled persons in all of our services, programs and activities. Telecommunications Device for the Deaf (805) 781-7410. Notice Requesting Proposals for a Police Staffing Assessment The City of San Luis Obispo is requesting proposals for professional consulting services to work with the Police Department to perform a comprehensive staffing assessment. All firms interested in receiving further correspondence regarding this Request for Proposals (RFP) will be required to complete a free registration using BidSync (https://www.bidsync.com/bidsync-app- web/vendor/register/Login.xhtml). All proposals must be received via BidSync by the Department of Finance at or before February 26, 2024 at 3 pm. The preferred method for bid submission is electronic via BidSync. However, if you wish to submit a paper copy, please submit it in a sealed envelope to the Department of Finance, City of San Luis Obispo, 990 Palm Street, San Luis Obispo, CA, 93401. Project packages and additional information may be obtained at the City’s BidSync website at www.BidSync.com. Please contact Brian Amoroso, Deputy Chief, at bamoroso@slocity.org with any questions. For technical help with BidSync please contact BidSync tech support at 800-990-9339. Page 401 of 619 TABLE OF CONTENTS A. INTRODUCTION ......................................................................................................................................... 2 B. SCOPE OF WORK ....................................................................................................................................... 2 C. PROJECT SCHEDULE .................................................................................................................................. 3 D. GENERAL TERMS AND CONDITIONS ........................................................................................................ 3 E. SPECIAL TERMS AND CONDITIONS............................................................................................................ 4 F. PROPOSAL CONTENT ................................................................................................................................. 7 H. EXHIBIT A : FORM OF AGREEMENT ........................................................................................................ 15 Page 402 of 619 2 A.INTRODUCTION The San Luis Obispo Police Department has 95 full time employees (61 sworn positions and 34 civilian positions) and serves a community of approximately 47,000 residents. San Luis Obispo is the County seat and is also home to Cal Poly University. The day-time population increases to an estimated 90,000 due to tourism and individuals that work in the city but live outside of the city limits. The San Luis Obispo Police Department is seeking proposals for a qualified consultant, with expertise in law enforcement operations, to conduct a comprehensive staffing assessment. The department provides the highest quality of service in partnership with our community to reduce the effects of crime through enhanced Community Policing strategies. The staffing study will assess the effectiveness of Police Department operations with regard to resources and identify the appropriate level of staffing needed to respond efficiently to emergencies, investigate crime, provide critical emergency response, and proactively reduce crime. In addition, the assessment will also consider future growth impacts and the level of service that will be required to provide ongoing effective police services to the community. B.SCOPE OF WORK Key components of the staffing assessment must include: 1.Assess current sworn and professional (civilian) staff levels. Evaluate the adequacy of staffing levels for current workload and meeting the Police Department’s goals without limiting or reducing levels of service or requiring excessive overtime work. Consider existing schedules, time for training, professional development, legal mandates, time off, lost time from illness, injuries, and attrition. 2.Provide a structured and defensible methodology for Police Department staff to use in projecting future staffing needs. 3.Recommend 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, investigation and forensic crime scene evidence collection, crime suppression, and other services currently offered by the Police Department. 4.Analyze the impact on staffing levels and calls for service resulting from current and future City plans for economic development, future annexations and new housing developments. 5.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. The San Luis Obispo Police Department staff will help provide historical data from the agency’s computer systems and other City sources. 6.Use a compilation of community-oriented policing, predictive policing, and data driven policing strategies. Assess efficiencies of calls for service. Assess community-policing efforts as an on-going strategy; leverage the performance and evaluative processes in place, verifying the current effectiveness and efficiencies of the agency. Page 403 of 619 3 7.Conduct interviews with stakeholders, including, City management and Police Department staff, to assess goals, expectations, and perceived workload levels. May be required to solicit additional public input from other sources as well. The final work product will be a formal report and presentation to the City Council during a regular meeting with key policy questions and options clearly identified. C. PROJECT SCHEDULE Preliminary Schedule Tasks January 17, 2024 •Release RFP February 15, 2024 •Proposals due via BidSync February 19, 2024 •Internal Proposal Reviews February 26, 2024 •Award Contract & Project Implementation D. GENERAL TERMS AND CONDITIONS PROPOSAL REQUIREMENTS 1.Requirement to Meet All Provisions. Each individual or firm submitting a proposal (bidder) shall meet all the terms, and conditions of the Request for Proposals (RFP) project package. By virtue of its proposal submittal, the bidder acknowledges agreement with and acceptance of all provisions of the RFP specifications. 2.Proposal Submittal. Each proposal must be submitted on the form(s) provided in the specifications and accompanied by any other required submittals or supplemental materials. Proposal documents shall be submitted electronically via BidSync. However, if you can’t submit electronic please send your bid copy in a sealed envelope to the Department of Finance, City of San Luis Obispo, 990 Palm Street, San Luis Obispo, CA, 93401. To guard against premature opening, the proposal should be clearly labeled with the proposal title, project number, name of bidder, and date and time of proposal opening. No FAX submittals will be accepted. 3.Insurance Certificate. Each proposal must include a certificate of insurance showing: a.The insurance carrier and its A.M. Best rating. b.Scope of coverage and limits. c.Deductibles and self-insured retention. The purpose of this submittal is to generally assess the adequacy of the bidder’s insurance coverage during proposal evaluation; as discussed under paragraph 12 below, endorsements are not required until contract award. The City’s insurance requirements are detailed in Section E. 4.Proposal Quotes and Unit Price Extension. The extension of unit prices for the quantities indicated and the lump sum prices quoted by the bidder must be entered in figures in the spaces provided on the Proposal Submittal Form(s). Any lump sum bid shall be stated in figures. The Proposal Submittal Form(s) must be totally completed. If the unit price and the total amount stated by any bidder for Page 404 of 619 4 any item are not in agreement, the unit price alone will be considered as representing the bidder’s intention and the proposal total will be corrected to conform to the specified unit price. 5.Proposal Withdrawal and Opening. A bidder may withdraw its proposal, without prejudice prior to the time specified for the proposal opening, by submitting a written request to the Director of Finance for its withdrawal, in which event the proposal will be returned to the bidder unopened. No proposal received after the time specified or at any place other than that stated in the “Notice Inviting Bids/Requesting Proposals” will be considered. All proposals will be opened and declared publicly. Bidders or their representatives are invited to be present at the opening of the proposals. 6.Submittal of One Proposal Only. No individual or business entity of any kind shall be allowed to make or file, or to be interested as the primary submitter in more than one proposal, except an alternative proposal when specifically requested; however, an individual or business entity that has submitted a sub-proposal to a bidder submitting a proposal, or who has quoted prices on materials to such bidder, is not thereby disqualified from submitting a sub-proposal or from quoting prices to other bidders submitting proposals. 7.Communications. All timely requests for information submitted in writing will receive a written response from the City. Telephone communications with City staff are not encouraged but will be permitted. However, any such oral communication shall not be binding on the City. CONTRACT AWARD AND EXECUTION 8.Proposal Retention and Award. The City reserves the right to retain all proposals for a period of 60 days for examination and comparison. The City also reserves the right to waive non -substantial irregularities in any proposal, to reject any or all proposals, to reject or delete one part of a proposal and accept the other, except to the extent that proposals are qualified by specific limitations. See the “special terms and conditions” in Section C of these specifications for proposal evaluation and contract award criteria. 9.Competency and Responsibility of Bidder. The City reserves full discretion to determine the competence and responsibility, professionally and/or financially, of bidders. Bidders will provide, in a timely manner, all information that the City deems necessary to make such a decision. 10.Contract Requirement. The bidder to whom award is made (Contractor) shall execute a written contract with the City within ten (10) calendar days after notice of the award. The contract shall be made in the form adopted by the City and incorporated in these specifications. CONTRACT PERFORMANCE 11.The City’s contract terms and conditions that [Contractor/Consultant] will be expected to execute and be bound by are attached hereto as Exhibit A. E.SPECIAL TERMS AND CONDITIONS 1.Contract Award. Subject to the reservations set forth in Paragraph 9 of Section B (General Terms and Conditions) of these specifications, the contract will be awarded to the lowest responsible, Page 405 of 619 5 responsive proposer. 2.Sales Tax Reimbursement. For sales occurring within the City of San Luis Obispo, the City receives sales tax revenues. Therefore, for bids from retail firms located in the City at the time of proposal closing for which sales tax is allocated to the City, 1% of the taxable amount of the bid will be deducted from the proposal by the City in calculating and determining the lowest responsible, responsive proposer. 3.Labor Actions. In the event that the successful proposer is experiencing a labor action at the time of contract award (or if its suppliers or subcontractors are experiencing such a labor action), the City reserves the right to declare said proposer is no longer the lowest responsible, responsive proposer and to accept the next acceptable low proposal from a proposer that is not experiencing a labor action, and to declare it to be the lowest responsible, responsive proposer. 4.Failure to Accept Contract. The following will occur if the proposer to whom the award is made (Contractor) fails to enter into the contract: the award will be annulled; any bid security will be forfeited in accordance with the special terms and conditions if a proposer's bond or security is required; and an award may be made to the next lowest responsible, responsive proposer who shall fulfill every stipulation as if it were the party to whom the first award was made. 5.Contract Term. The supplies or services identified in this specification will be used by the City for the term of the contract. The prices quoted for these items must be valid for the entire period indicated above unless otherwise conditioned by the proposer in its proposal. 6.Contract Extension. The term of the contract may be extended by mutual consent for an additional one -year, and annually thereafter, for a total of four years. 7.Supplemental Purchases Supplemental Purchases. Supplemental purchases may be made from the successful proposer during the contract term in addition to the items listed in the Detail Proposal Submittal Form. For these supplemental purchases, the proposer shall not offer prices to the City in excess of the amounts offered to other similar customers for the same item. If the proposer is willing to offer the City a standard discount on all supplemental purchases from its generally prevailing or published price structure during the contract term, this offer and the amount of discount on a percentage basis should be provided with the proposal submittal. 8.Contractor Invoices. The Contractor may deliver either a monthly invoice to the City with attached copies of detail invoices as supporting detail, or in one lump-sum upon completion. 9.Non-Exclusive Contract. The City reserves the right to purchase the items listed in the Detail proposal Submittal Form, as well as any supplemental items, from other vendors during the contract term. 10.Unrestrictive Brand Names. Any manufacturer's names, trade names, brand names or catalog numbers used in the specifications are for the purpose of describing and establishing general quality levels. Such references are not intended to be restrictive. Proposals will be considered for any brand that meets or exceeds the quality of the specifications given for any item. In the event an alternate Page 406 of 619 6 brand name is proposed, supplemental documentation shall be provided demonstrating that the alternate brand name meets or exceeds the requirements specified herein. The burden of proof as to the suitability of any proposed alternatives is upon the proposer , and the City shall be the sole judge in making this determination. 11.Delivery. Prices quoted for all supplies or equipment to be provided under the terms and conditions of this RFP package shall include delivery charges, to be delivered F.O.B. San Luis Obispo by the successful proposer and received by the City within 90 days after authorization to proceed by the City. 12.Start and Completion of Work. Work on this project shall begin immediately after contract execution and shall be completed within a reasonable timeframe, unless otherwise negotiated with City by mutual agreement. 13.Change in Work. The City reserves the right to change quantities of any item after contract award. If the total quantity of any changed item varies by 25% or less, there shall be no change in the agreed upon unit price for that item. Unit pricing for any quantity changes per item in excess of 25% shall be subject to negotiation with the Contractor. 14.Submittal of References. Each proposer shall submit a statement of qualifications and references on the form provided in the RFP package. 15.Statement of Contract Disqualifications. Each proposer shall submit a statement regarding any past governmental agency bidding or contract disqualifications on the form provided in the RFP package. Page 407 of 619 7 F.PROPOSAL CONTENT 1.Proposal Content. Your proposal must include the following information: Submittal Forms a.Proposal submittal summary. b.Certificate of insurance. c.References from at least three firms for whom you have provided similar services. Qualifications d.Experience of your firm and those of sub-consultants in performing work and projects relevant to the Scope of Services outlined and described in the request. e.Resumes of the individuals who would be assigned to this project, including any sub- consultants, with their corollary experience highlighted and specific roles in this project clearly described. f.Standard hourly billing rates for the assigned staff, including any sub-consultants. g.Statement and explanation of any instances where your firm or sub-consultant has been removed from a project or disqualified from proposing on a project. Work Program h.Detailed description of your approach to completing the work. i.Detailed schedule by task and sub-task for completing the work. j.Estimated hours for your staff in performing each phase and task of the work, including sub- consultants, so we can clearly see who will be doing what work, and how much time it will take. k.Detailed budget by task and sub-task for completing the work. l.Services or data to be provided by the City. m.Services and deliverables provided by the Consultant(s). n.Any other information that would assist us in making this contract award decision. o.Description of assumptions critical to development of the response which may impact cost or scope. Requested Changes to Terms and Conditions p.The City desires to begin work soon after selecting the preferred Consultant Team and expects the Consultant to execute the City’s contract and all of the terms therein, as set forth in Exhibit A. To expedite the contracting process, each submittal shall include requested redlined changes to terms and conditions, if necessary. Please be advised that Consultant’s requested changes to the City’s terms and conditions will be considered by City staff when scoring and determining the competency and responsibility of the bidder. Proposal Length Page 408 of 619 8 q.Proposal length should only be as long as required to be responsive to the RFP, including attachments and supplemental materials. 2.Proposal Evaluation and Selection. Proposals will be evaluated by a review committee and evaluated on the following criteria: a.Understanding of the work required by the City. b.Quality, clarity and responsiveness of the proposal. c.Demonstrated competence and professional qualifications necessary for successfully performing the work required by the City. d.Recent team experience in successfully performing similar services. e.Creativity of the proposed approach in completing the work. f.Value g.Writing skills. h.References. i.Background and experience of the specific individuals managing and assigned to this project. j.Information about how your company mitigates the environmental impact of its services, such as greenhouse gas emissions, amount of waste generated, water and energy use, or other areas related to your products and services. As reflected above, contract award will not be based solely on price, but on a combination of factors as determined to be in the best interest of the City. After evaluating the proposals and discussing them further with the finalists or the tentatively selected contractor, the City reserves the right to further negotiate the proposed work and/or method and amount of compensation. 3.Proposal Review and Award Schedule. The following is an outline of a preliminary schedule for proposal review and contract award: 1/17/24 2/15/24 by 2/19/24 a.Release RFP b.Proposals are due via BidSync c.Proposal Review d.Award Contract by 2/26/24 4.Ownership of Materials. All original drawings, plan documents and other materials prepared by or in possession of the Contractor as part of the work or services under these specifications shall become the permanent property of the City and shall be delivered to the City upon demand. 5.Release of Reports and Information. Any reports, information, data, or other material given to, prepared by or assembled by the Contractor as part of the work or services under these specifications shall be the property of the City and shall not be made available to any individual or organization by the Contractor without the prior written approval of the City. 6.Copies of Reports and Information. If the City requests additional copies of reports, drawings, specifications, or any other material in addition to what the Contractor is required to furnish in limited quantities as part of the work or services under these specifications, the Contractor shall Page 409 of 619 9 provide such additional copies as are requested, and City shall compensate the Contractor for the costs of duplicating of such copies at the Contractor's direct expense. 7.Required Deliverable Products. The Contractor will be required to provide: a.One electronic submission - digital-ready original .pdf of all final documents. If you wish to file a paper copy, please submit in sealed envelope to the address provided in the RFP. b.Corresponding computer files compatible with the following programs whenever possible unless otherwise directed by the project manager: Word Processing: MS Word Spreadsheets: MS Excel Desktop Publishing: InDesign Virtual Models: Sketch Up Digital Maps: Geodatabase shape files in State Plan Coordinate System as specified by City GIS staff c.City staff will review any documents or materials provided by the Contractor and, where necessary, the Contractor will be required to respond to staff comments and make such changes as deemed appropriate. ALTERNATIVE PROPOSALS 8.Alternative Proposals. The proposer may submit an alternative proposal (or proposals) that it believes will also meet the City's project objectives but in a different way. In this case, the proposer must provide an analysis of the advantages and disadvantages of each of the alternative and discuss under what circumstances the City would prefer one alternative to the other(s). 9.Attendance at Meetings and Hearings. As part of the work scope and included in the contract price is attendance by the Contractor at up two public meetings to present and discuss its findings and recommendations. Contractor shall attend as many "working" meetings with staff as necessary in performing work-scope tasks. 10.Accuracy of Specifications. The specifications for this project are believed by the City to be accurate and to contain no affirmative misrepresentation or any concealment of fact. Bidders are cautioned to undertake an independent analysis of any test results in the specifications, as City does not guaranty the accuracy of its interpretation of test results contained in the specifications package. In preparing its proposal, the bidder and all subcontractors named in its proposal shall bear sole responsibility for proposal preparation errors resulting from any misstatements or omissions in the plans and specifications that could easily have been ascertained by examining either the project site or accurate test data in the City's possession. Although the effect of ambiguities or def ects in the plans and specifications will be as determined by law, any patent ambiguity or defect shall give rise to a duty of bidder to inquire prior to proposal submittal. Failure to so inquire shall cause any such ambiguity or defect to be construed against the bidder. An ambiguity or defect shall be considered patent if it is of such a nature that the bidder, assuming reasonable skill, ability and diligence on its part, knew or should have known of the existence of the ambiguity or defect. Furthermor e, failure of the bidder or subcontractors to notify City in writing of specification or plan defects or ambiguities prior to proposal submittal shall waive any right to assert said defects or ambiguities subsequent to submittal of the proposal. Page 410 of 619 10 To the extent that these specifications constitute performance specifications, the City shall not be liable for costs incurred by the successful bidder to achieve the project’s objective or standard beyond the amounts provided there for in the proposal. In the event that, after awarding the contract, any dispute arises as a result of any actual or alleged ambiguity or defect in the plans and/or specifications, or any other matter whatsoever, Contractor shall immediately notify the City in writing, and the Contractor and all subcontractors shall continue to perform, irrespective of whether or not the ambiguity or defect is major, material, minor or trivial, and irrespective of whether or not a change order, time extension, or additional compensation has been granted by City. Failure to provide the hereinbefore described written notice within one (1) working day of contractor's becoming aware of the facts giving rise to the dispute shall constitute a waiver of the right to assert the causative role of the defect or ambiguity in the plans or specifications concerning the dispute. Page 411 of 619 11 Section I: PROPOSAL SUBMITTAL FORM - Sample The undersigned declares that she or he has carefully examined [__________] which is hereby made a part of this proposal; is thoroughly familiar with its contents; is authorized to represent the proposing firm; and agrees to perform the specified work for the following cost quoted in full: BID ITEM: Total Base Price Sales tax [] Other TOTAL $ Delivery of equipment to the City to be within _______ calendar days after contract execution and written authorization to proceed. Certificate of insurance attached; insurance company’s A.M. Best rating: __________________. Firm Name and Address Contact Phone Signature of Authorized Representative Date Page 412 of 619 12 REFERENCES Number of years engaged in providing the services included within the scope of the specifications under the present business name: . Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services included with the scope of the specifications. Attach additional pages if required. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications. Reference No. 1: Agency Name Contact Name Telephone & Email Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Reference No. 2: Agency Name Contact Name Telephone & Email Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Page 413 of 619 13 Reference No. 3 Agency Name Contact Name Telephone & Email Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Page 414 of 619 14 STATEMENT OF PAST CONTRACT DISQUALIFICATIONS The proposer shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of the violation of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances. ◼ Do you have any disqualification as described in the above paragraph to declare? Yes No ◼ If yes, explain the circumstances. Executed on at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________ Signature of Authorized Proposer Representative Page 415 of 619 15 H. EXHIBIT A : FORM OF AGREEMENT CITY OF SAN LUIS OBISPO AGREEMENT PROFESSIONAL SERVICES This agreement (Agreement) is made and entered into in the City of San Luis Obispo on ____________[date], by and between the City of San Luis Obispo, a municipal corporation and charter city (City) and [Consultant](Consultant) (collectively referred to as the “Parties”). W I T N E S S E T H: WHEREAS, the City wants to hire a consultant to develop a comprehensive staffing study for the Police Department (the “Services”); and WHEREAS, Consultant is qualified to perform this type of Services and has submitted a written proposal to do so, which has been accepted by City; and NOW, THEREFORE, in consideration of their mutual promises, obligations, and covenants hereinafter contained, the Parties hereto agree as follows: 1. TERM. The term of this Agreement shall be from the date this Agreement is made and entered, as first written above, until acceptance and completion of said Services. 2. INCORPORATION BY REFERENCE. [Title of City’s RFP/RFQ/IFB] and Consultant's proposal dated [date] are hereby incorporated in and made a part of this Agreement, attached as Exhibit A. The City’s insurance requirements are hereby incorporated in and made part of this Agreement, attached as Exhibit B. To the extent that there are any conflicts between the Consultant’s fees and scope of work and the City’s terms and conditions as stated herein, the City’s terms and conditions shall prevail unless specifically agreed otherwise in writing signed by both Parties. 3. CITY’S OBLIGATIONS. For providing services as specified in this Agreement, City will pay and Consultant shall receive therefor compensation in a sum of [________] 4. CONSULTANT’S OBLIGATIONS. For and in consideration of the payments and agreements herein before mentioned to be made and performed by City, Consultant agrees with City to do everything required by this Agreement including that work as set forth in Exhibit A. 5. PAYMENT OF TAXES. The contract prices shall include full compensation for all taxes that Consultant is required to pay. 6. LICENSES AND PERMITS. At all times during the term of this Agreement, Consultant shall have in full force and effect, all licenses required of it by law for the performance of the Services described in this Agreement. The Consultant shall procure all permits and licenses, pay all charges and fees, and give all notices necessary under this Agreement. 7. COMPLIANCE WITH LAW. The Consultant shall keep itself informed of and shall observe and comply with all applicable State and Federal laws and regulations, and county and City of San Luis Obispo ordinances, regulations and adopted codes, which in any manner affect those employed by Consultant or in any way affect the performance of the Services pursuant to this Agreement. The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section. Failure to comply with local ordinances may result in monetary fines and cancellation of this Agreement. 8. COMPLIANCE WITH INDUSTRY STANDARD. Consultant shall provide services acceptable to City in strict conformance with the Agreement. Consultant shall also provide in accordance with the standards customarily called for under this Agreement using the degree of care and skill ordinarily exercised by reputable providers of such services. Where approval by the City, the City Manager, Page 416 of 619 16 the Mayor, or other representative of City is required, it is understood to be general approval only and does not relieve Consultant of responsibility for complying with all applicable laws, codes, policies, regulations, and good business practices. 9. INDEPENDENT CONTRACTOR. a. Consultant is and shall at all times remain as to the City a wholly independent contractor. The personnel performing the Services under this Agreement on behalf of Consultant shall at all times be under Consultant's exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatsoever against City, or bind City in any manner. b. No employee benefits shall be available to Consultant in connection with the performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing the Services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder. 10. PRESERVATION OF CITY PROPERTY. The Consultant shall provide and install suitable safeguards, approved by the City, to protect City property from injury or damage. If City property is injured or damaged resulting from Consultant’s operations, it shall be replaced or restored at Consultant’s expense. The City’s facilities shall be replaced or restored to a condition as good as when the Consultant began the work. 11. IMMIGRATION ACT OF 1986. The Consultant warrants on behalf of itself and all subconsultants engaged for the performance of the Services that only persons authorized to work in the United States pursuant to the Immigration Reform and Control Act of 1986 and other applicable laws shall be employed in the performance of the Services hereunder. 12. NON-DISCRIMINATION. In the performance of the Services, the Consultant agrees that it will not engage in, nor permit such subconsultants as it may employ, to engage in discrimination in employment of persons because of age, race, color, sex, national origin or ancestry, sexual orientation, or religion of such persons. 13. PAYMENT TERMS. The City’s payment terms are 30 days from the receipt of an original invoice and acceptance by the City of the materials, supplies, equipment, or services provided by the Consultant (Net 30). Consultant will submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non disputed fees. If the City disputes any of Consultant's fees it shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice. Any final payment under this Agreement shall be made within forty-five (45) days of receipt of an invoice, therefore. 14. INSPECTION. City shall at all times have the right to inspect the work being done under this Agreement and Consultant shall furnish City with every reasonable opportunity and assistance required for City to ascertain that the Services of the Consultant are being performed in accordance with the requirements and intentions of this Agreement. All work done, and all materials furnished, if any, shall be subject to the City’s inspection and approval. The inspection of such work shall not relieve Consultant of any of its obligations under the Agreement. 15. RELEASE OF INFORMATION. a. All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City's prior written authorization. Consultant, its officers, employees, agents, or subconsultants, shall not, without written authorization from the City Manager or unless requested by the City Page 417 of 619 17 Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives City notice of such court order or subpoena. b. Consultant shall promptly notify City should Consultant, its officers, employees, agents, or subconsultants be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request (“Discovery”), court order, or subpoena from any person or party regarding this Agreement, unless the City is a party to any lawsuit, arbitration, or administrative proceeding connected to such Discovery, or unless Consultant is prohibited by law from informing the City of such Discovery. City retains the right, but has no obligation, to represent Consultant and/or be present at any deposition, hearing, or similar proceeding as allowed by law. Unless City is a party to the lawsuit, arbitration, or administrative proceeding and is averse to Consultant in such proceeding, Consultant agrees to cooperate fully with City and to provide the opportunity to review any response to Discovery requests provided by Consultant. However, City's right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. 16. OWNERSHIP OF DOCUMENTS. a. Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of the Services under this Agreement. Consultant shall maintain adequate DocuSign Envelope ID: F0BEE24F-70C5-414A-A197-4CE0753C3B40 17 records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts or copies therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment. b. Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the Services under this Agreement shall become the sole property of the City and may be used, reused, or otherwise disposed of by the City without the permission of the Consultant. With respect to computer files, Consultant shall make available to the City, at the Consultant's office and upon reasonable written request by the City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, copying and/or printing computer files. Consultant hereby grants to City all right, title, and interest, including any copyright, in and to the documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared by Consultant in the course of providing the Services under this Agreement. 17. INDEMNIFICATION AND DEFENSE. To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, including the City’s passive negligence, except for such loss or damage arising from the sole or active negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, Page 418 of 619 18 or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. 18. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE. a. The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least thirty (30) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement. b. In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the DocuSign Envelope ID: F0BEE24F-70C5-414A-A197-4CE0753C3B40 18 Agreement pursuant to this Section, the Consultant will submit an invoice to the City pursuant to Section 14. 19. TERMINATION FOR CAUSE. If, during the term of the Agreement, the City determines the Consultant is not faithfully abiding by any term or condition contained herein, the City may notify the Consultant in writing of such defect or failure to perform. This notice must give the Consultant a ten (10) calendar day notice of time thereafter in which to perform said work or cure the deficiency. a. If the Consultant has not performed the work or cured the deficiency within the ten (10) days specified in the notice, such shall constitute a breach of the Agreement and the City may terminate the Agreement immediately by written notice to the Consultant to said effect (“Notice of Termination”). Thereafter, neither party shall have any further duties, obligations, responsibilities, or rights under the Agreement except to comply with the obligations upon termination. b. In said event, the Consultant shall be entitled to the reasonable value of its services performed from the beginning date in which the breach occurs up to the day it received the City’s Notice of Termination, minus any offset from such payment representing the City’s damages from such breach. “Reasonable value” includes fees or charges for goods or services as of the last milestone or task satisfactorily delivered or completed by the Consultant as may be set forth in the Agreement payment schedule; compensation for any other work or services performed or provided by the Consultant shall be based solely on the City’s assessment of the value of the work-in progress in completing the overall scope. c. The City reserves the right to delay such payment until completion or confirmed abandonment of the project, as may be determined in the City’s sole discretion, so as to permit a full and complete accounting of costs. In no event, however, shall the Consultant be entitled to receive in excess of the not to exceed amount shown in this Agreement. 20. INSURANCE. Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit B attached to and made part of this Agreement 21. BUSINESS LICENSE & TAX. The Consultant must have a valid City of San Luis Obispo business license & tax certificate before execution of the contract. Additional information regarding the City’s business tax program may be obtained by calling (805) 781-7134. 22. SAFETY PROVISIONS. The Consultant shall conform to the rules and regulations pertaining to safety established by OSHA and the California Division of Industrial Safety. 23. PUBLIC AND EMPLOYEE SAFETY. Whenever the Consultant operations create a condition hazardous to the public or City employees, it shall, at its expense and without cost to the City, furnish, erect and maintain such fences, temporary railings, barricades, lights, signs and other Page 419 of 619 19 devices and take such other protective measures as are necessary to prevent accidents or damage or injury to the public and employees. 24. UNDUE INFLUENCE. Consultant declares and warrants that no undue influence or pressure was used against or in concert with any officer or employee of the City in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City has or will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity. 25. ASSIGNMENT. The Consultant shall not assign, transfer, convey or otherwise dispose of the contract, or its right, title or interest, or its power to execute such a contract to any individual or business entity of any kind without the previous written consent of the City. 26. AMENDMENT. Any amendment, modification, or variation from the terms of this Agreement shall be in writing and shall be effective only upon approval by the appropriate review authority according to the City’s Financial Management Manual. Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized by the City in advance and in writing. 27. COMPLETE AGREEMENT. This written Agreement, including all writings specifically incorporated herein by reference, shall constitute the complete Agreement between the Parties hereto. No oral agreement, understanding, or representation not reduced to writing and specifically incorporated herein shall be of any force or effect, nor shall any such oral Agreement, understanding, or representation be binding upon the Parties hereto. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material. 28. NOTICE. All notices to the Parties hereto under this Agreement shall be in writing and shall be sent either by (i) personal service, (ii) delivery by a reputable document delivery service, such as, but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) United States Mail, certified, postage prepaid, return receipt requested. All such notices shall be delivered to the addressee or addressed as set forth below: To City: Police Department City of San Luis Obispo 1042 Walnut Street Attention: Brian Amoroso, Deputy Chief To Consultant: Name Mailing Address 29. GOVERNING LAW. Any action arising out of this Agreement shall be brought in the Superior Court of San Luis Obispo County, California, regardless of where else venue may lie. The validity, interpretation, construction and performance of this Agreement, and all acts and DocuSign Envelope ID: F0BEE24F-70C5-414A-A197-4CE0753C3B40 20 transactions pursuant hereto and the rights and obligations of the Parties hereto shall be governed, construed and interpreted in accordance with the laws of the State of California, without giving effect to principles of conflicts of law. 30. AUTHORITY TO EXECUTE AGREEMENT. Both City and Consultant do covenant that each individual executing this Agreement on behalf of each party is a person duly authorized and empowered to execute Agreements for such party. Page 420 of 619 20 IN WITNESS WHEREOF, the Parties hereto have caused this instrument to be executed the day and year first above written. CITY _______________________________ By: Rick Scott Its: Chief of Police CONSULTANT _______________________________ By: [Name] Its: [Title] APPROVED AS TO FORM: _______________________________ By: J. Christine Dietrick, City Attorney Page 421 of 619 21 EXHIBIT B Insurance Requirements – Standard Professional Services The Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, its agents, representatives, employees or subcontractors. Minimum Scope of Insurance. Coverage shall be at least as broad as: 1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001). 2. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code1 (any auto). 3. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance. Minimum Limits of Insurance. Contractor shall maintain limits no less than: 1. General Liability: $1,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit of $2,000,000. 2. Automobile Liability: $1,000,000 per accident for bodily injury and property damage. 3. Employer's Liability: $1,000,000 per accident for bodily injury or disease. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its officers, officials, employees and volunteers; or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses. Other Insurance Provisions. The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions: 1. The City, its officers, officials, employees, agents and volunteers are to be covered as insureds as respects: liability arising out of activities performed by or on behalf of the Contractor; products and completed operations of the Contractor; premises owned, occupied or used by the Contractor; or automobiles owned, leased, hired or borrowed by the Contractor. The coverage shall contain no special limitations on the scope of protection afforded to the City, its officers, official, employees, agents or volunteers. 2. For any claims related to this project, the Contractor's insurance coverage shall be primary insurance as respects the City, its officers, officials, employees, agents and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers shall be excess of the Contractor's insurance and shall not contribute with it. 3. The Contractor's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability. 4. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days' prior written notice by certified mail, return receipt requested, has been given to the City. Page 422 of 619 22 Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII. Verification of Coverage. Contractor shall furnish the City with a certificate of insurance showing maintenance of the required insurance coverage. Original endorsements effecting general liability and automobile liability coverage required by this clause must also be provided. The endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. All endorsements are to be received and approved by the City before work commences. Page 423 of 619 Page 424 of 619 1 CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC 475 K STREET NW, SUITE 702 • WASHINGTON, DC 20001 WWW.CPSM.US • (616) 813-3782 Exclusive Provider of Public Safety Technical Services for International City/County Management Association CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC Proposal for Police Staffing Assessment, Solicitation No. 2401-001 City of San Luis Obispo February 26, 2024, 3:00 p.m. PST Page 425 of 619 February 26, 2024 Chief Rick Scott Department of Finance, City of San Luis Obispo 990 Palm Street, San Luis Obispo, CA, 93401. Submitted electronically via: BidSync.com Chief Rick Scott: Response to Bid 2401-001, Police Staffing Assessment The Center for Public Safety Management, LLC (CPSM), as the exclusive provider of public safety technical assistance for the International City/County Management Association (ICMA), is pleased to submit this proposal to the City of San Luis Obispo for a comprehensive analysis of its police operations. We are providing two prices: one for a data-based analysis of staffing and the second for the comprehensive staffing and operational analysis with recommendations that would normally be included in a strategic plan (short and long term). The operational analysis can also feed into demands for future facilities. The CPSM approach is unique and more comprehensive than ordinary accreditation or competitor studies. In general, our analysis involves the following major outcomes: Conducting a forensic data analysis to identify actual workload and locations of incidents that will create a picture of the as-is condition of service delivery and service demands. We will look at all facets of the department to establish workloads and service demands. Identifying and recommending appropriate staffing and deployment levels for every discrete operational and support function for policing. Examining the department’s organizational structure and culture. Performing gap analysis, comparing the as is state of the department to the industry’s best practices. Recommending a management framework to ensure accountability, increased efficiency, enhanced safety for responders and the community, and improved performance. Determining staffing analysis using workload and performance using research conducted by ICMA, IPMA- HR, CALEA, and CPSM. Page 426 of 619 Chief Rick Scott February 26, 2024 Page 2 of 2 We understand that Jacob Green & Associates is in the final stages of completing a strategic plan for the Police Department and one of the objectives identified in that process is to conduct a staffing assessment. The SLOPD has 91 FTEs, 61 sworn, and 30 civilian, which includes dispatch. While the city demographics have changed considerable, especially population, staffing has remained at the same levels. Open positions have not been filled in some time, like many similarly challenged departments across the United States. Our first deliverable is to conduct a forensic analysis of workload with information gleaned from the Computer Aided Dispatch (CAD) system. That forms the basis for an operational review by our team of experts, which will look at all facets of the organization with recommendations that can be included in a short- and long-term strategic plan. This proposal is specifically designed to provide the local government with a thorough and unbiased analysis of emergency services in your community. We have developed a unique approach by combining the experience of dozens of emergency services subject matter experts. The team assigned to the project will have hundreds of years of practical experience managing emergency service agencies; a record of research, academic, teaching and training, and professional publications; and extensive consulting experience from hundreds of projects completed for municipalities nationwide. The team we assemble for you will be true subject matter experts with hands-on emergency services experience, not research assistants or interns. CPSM has built upon nearly 40 years of research by ICMA and other academic researchers to develop the CPSM Data Analytic Report™. While other firms conduct interviews, charettes, and other intelligence gathering, only CPSM combines those processes by forensically analyzing and reporting an agency’s workload and performance which incorporates metrics for future analysis of deployment change. CPSM and ICMA developed the “60% rule” that was authored by one of our subject matter experts which serves as one more benchmark for staffing of police agencies and is often cited by CALEA as a best practice. That report is currently being updated by CPSM’s current team of researchers. ICMA has provided direct services to local governments worldwide for almost 100 years, which has helped to improve the quality of life for millions of residents in the United States and abroad. My colleagues at CPSM and I greatly appreciate this opportunity and would be pleased to address any comments you may have. I will be the authorized signatory on any documents and can be reached at (616) 813-3782 or via email at twieczorek@cpsm.us. Sincerely, Thomas J. Wieczorek Director Center for Public Safety Management, LLC Page 427 of 619 iv Contents 1 Submittal Forms............................................................................................................................................... 1 1.1 Proposal Submittal Summary ............................................................................................................ 1 1.2 Certificate of Insurance ..................................................................................................................... 2 1.3 References ......................................................................................................................................... 3 1.4 Statement of Past Contract Disqualifications .................................................................................... 5 2 Qualifications ................................................................................................................................................... 6 2.1 Firm Experience in Performing Relevant Work/Projects ................................................................... 6 2.1.1. Firm History and Background .............................................................................................. 6 2.1.2. CPSM Relevant Experience .................................................................................................. 6 2.2 Client References............................................................................................................................... 7 2.3 Project Team Qualifications and Experience ..................................................................................... 7 2.4 Principal/Project Manager ................................................................................................................. 8 2.5 Corporate Compliance Police Unit..................................................................................................... 9 2.5.1. Project Manager—Thomas Wieczorek ................................................................................ 9 2.5.2. Managing Partner—Leonard A. Matarese, MPA, ICMA-CM, IPMA-CP ................................ 9 2.6 Operations Assessment Team ......................................................................................................... 10 2.6.1. Police Project Manager— Chief Jarrod Burguan, BS, MA .................................................. 10 2.6.2. Chief Craig Junginger (Ret), BS, MPA ................................................................................. 10 2.6.3. Senior Associate—Chief John E. Perez, BS, MS, PhD ......................................................... 11 2.6.4. Senior Associate—Deputy Chief Wayne Hiltz (Ret), BS ..................................................... 12 2.7 Forensic Data Analysis Team ........................................................................................................... 12 2.7.1. Data Assessment Team – Project Leader—Dov Chelst, Ph.D. ........................................... 12 2.7.2. Public Safety Data Analyst—Shan Zhou, Ph.D. .................................................................. 12 2.7.3. Public Safety Data Analyst-GIS—Monicque Lee, MS, BS ................................................... 13 2.7.4. Senior Public Safety Subject Matter Expert – GIS—David Martin, Ph.D. ........................... 13 2.8 Standard Billing Rates ...................................................................................................................... 13 2.9 Statement of Instance(s) of Removal or Disqualification from Project ............................................ 13 3 Proposed Work Program ............................................................................................................................... 14 3.1 Approach to Completing the Work .................................................................................................. 14 3.1.1. Project Understanding ...................................................................................................... 14 3.1.2. CPSM’s Approach/Work Plan ............................................................................................ 14 3.2 Project Schedule .............................................................................................................................. 24 3.3 Estimated Staff Hours ...................................................................................................................... 25 3.4 Budget by Task ................................................................................................................................ 26 3.5 Services or Data to Be Provided by City ........................................................................................... 26 3.6 Services and Deliverables Provided by CPSM .................................................................................. 26 3.6.1. Deliverables....................................................................................................................... 26 3.6.2. Presentation ...................................................................................................................... 26 3.7 Other Information ........................................................................................................................... 27 Page 428 of 619 3.8 Critical Assumptions ........................................................................................................................ 27 4 Conclusion ..................................................................................................................................................... 28 Appendix: Past and Current Engagements ................................................................................................................... 29 Tables Table 1. Police Department Assessment Projects Completed by CPSM in 2023 and 2022 ............................................ 7 Table 2. Hourly Billing Rates ......................................................................................................................................... 13 Table 3. Estimated Staff Hours for San Luis Obispo Police Staffing Assessment .......................................................... 25 Table 4. Budget by Task for San Luis Obispo Police Staffing Assessment ..................................................................... 26 Table 5. CPSM List of Past and Current Engagements .................................................................................................. 29 Page 429 of 619 1 1 Submittal Forms 1.1 Proposal Submittal Summary Page 430 of 619 2 1.2 Certificate of Insurance Page 431 of 619 3 1.3 References Page 432 of 619 4 Page 433 of 619 5 1.4 Statement of Past Contract Disqualifications Page 434 of 619 6 2 Qualifications 2.1 Firm Experience in Performing Relevant Work/Projects 2.1.1. Firm History and Background International City/County Management Association (ICMA) The International City/County Management Association (ICMA) is a 110-year-old, non-profit professional association of local government administrators and managers, with approximately 13,000 members located in 32 countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments and their managers in providing services to their citizens in an efficient and effective manner. ICMA advances the knowledge of local government best practices with its website, www.icma.org, publications, research, professional development, and membership. Center for Public Safety Management (CPSM) The ICMA Center for Public Safety Management (ICMA/CPSM) was launched in 2006 by ICMA as “Consulting Services.” In 2010, it was renamed Center for Public Safety Management (CPSM) to provide support to local governments in the areas of police, fire, and Emergency Medical Services. It has remained focused on public safety issues with the addition of dispatch, strategic planning, and Homeland Security. CPSM also represents local governments at the federal level and has been involved in numerous projects with the Department of Justice and the Department of Homeland Security. In 2014 as part of a restructuring at ICMA, CPSM spun out as a separate company and is now the exclusive provider of public safety technical assistance for ICMA. CPSM provides training and research for the association’s members and represents ICMA in its dealings with the federal government and other public safety professional associations such as CALEA, PERF, IACP, IFCA, IPMA-HR, DOJ, BJA, COPS, NFPA, etc. CPSM maintains the same team of individuals performing the same level of service that it had for ICMA. We use our team of eight employees and 30 SMEs to respond to our clients’ project needs. With such expertise, we are able to evaluate any size organization and the challenges faced from every perspective. CPSM’s local government technical assistance experience includes workload and deployment analysis, using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs as well as industry best practices. 2.1.2. CPSM Relevant Experience CPSM offers more than 16 years of corporate experience performing comprehensive assessments of police, fire, EMS, and dispatch departments and providing assistance to departments/agencies for standards of response coverage, risk assessment, and strategic planning. We have conducted over 450 such studies in 46 states and provinces and more than 300 communities ranging in population size 269 (Bald Head Island, NC) to 800,000 (Indianapolis, IN). Table 1 lists the government entities for which CPSM completed police department assessment projects in 2023 and 2022. A more comprehensive list of our clients is included in Table 4 in the appendix to this proposal. CPSM has completed 25+ studies of law enforcement agencies in California and several of our subject matter experts have served as police chiefs for California municipalities. Page 435 of 619 7 Table 1. Police Department Assessment Projects Completed by CPSM in 2023 and 2022 2023 Projects 2022 Projects Delaware, OH Powell, OH Norristown, PA West Des Moines, IA Kalispell, MT Roanoke, VA Cocoa Beach, FL Alpharetta, GA Celina, TX Maricopa County, AZ Kent County, MI Minot, ND Olympia, WA Plymouth, MA Chattanooga, TN Pulaski County AR Battle Creek MI Brookings, SD El Mirage, AZ Little Rock, AR Medford, OR Myrtle Beach, SC National City, CA New Braunfels, TX Pembroke Park, FL Petaluma, CA Santa Rosa, CA Sugar Land, TX Sylvester, GA Upper Arlington, OH Yuma, AZ 2.2 Client References We offer client references on the completed form in Section 1.3 of this proposal as evidence of our performance. CPSM has a record of completing its projects on time, within the established budget, and in compliance with contractual requirements. Many of our clients are repeat clients, coming back to us for additional studies or to update previously performed studies. 2.3 Project Team Qualifications and Experience For this project, CPSM has assembled a premier team of subject matter experts that have experience performing similar projects for counties and municipalities nationwide. Our proposed project team members will be available to support the project as needed through completion. Our subject matter experts have a long history with the firm, which means staff turnover is not a significant concern. Based on our experience, a dedicated, consistent project team works more efficiently and effectively, ensuring both continuity of project knowledge and budget management. Because we have a stable workforce, our project team members have a history of collaborating on similar police department assessment projects including comprehensive staffing assessments. The organizational chart for the project is provided in Figure 1. Brief resumes/bios follow the figure. Page 436 of 619 8 Figure 1. CPSM Project Team Organization CPSM performs all work using in-house resources and does not subcontract any portion of the work scope. The firm has adequate in-house subject matter experts to perform multiple concurrent public safety studies at any time. 2.4 Principal/Project Manager CPSM assigns a project manager to each project it performs. Our project manager is responsible for all aspects of project execution and contractual compliance and will serve as the principal in charge of the project. Thomas Wieczorek will be the project manager for this contract. As project manager, Tom will serve as a principal point of contact with the City and Department regarding this project. He has led similar public safety agency assessment projects and will ensure that CPSM performs the required evaluation with the same exceptional quality and service for which CPSM is recognized. After contract award, at the project kickoff meeting, our project manager will solicit input on our proposed approach and schedule and document the mutually agreed upon final plan that CPSM will follow to complete the project. He will lead our project team in performing the required scope of services in accordance with the contract scope of work, CPSM’s quality standards, and the established project budget and schedule. PROJECT MANAGER Thomas J. Wieczorek Director DATA TEAM LEADER Dov Chelst, PhD DATA ANALYSTS GIS SPECIALISTS POLICE TEAM LEADER Jarrod Burguan, BS, MA POLICE SUBJECT MATTER EXPERTS Page 437 of 619 9 2.5 Corporate Compliance Police Unit 2.5.1. Project Manager—Thomas Wieczorek Director, Center for Public Safety Management; retired City Manager Ionia, MI; former Executive Director Center for Public Safety Excellence. Thomas Wieczorek is an expert in fire and emergency medical services operations. He has served as a police officer, fire chief, director of public safety and city manager and is former Executive Director of the Center for Public Safety Excellence (formerly the Commission on Fire Accreditation International, Inc.). He has taught numerous programs for the International City-County Management Association, Grand Valley State University, the National Highway Traffic Safety Administration (NHTSA), State of Michigan’s Transportation Asset Management Council, and Grand Rapids Community College. He often testified for the Michigan Municipal League before the legislature and in several courts as an expert in the field of accident reconstruction and fire department management. He is the past president of the Michigan Local Government Manager’s Association (MLGMA, now MME); served as the vice-chairperson of the Commission on Fire Officer Designation; served as ICMA’s representative on the International Accreditation Service (IAS), a wholly owned subsidiary of the International Code Council (ICC); and currently serves on the NFPA 1710 and 1730 committee. He worked with the National League of Cities and the Department of Homeland Security to create and deliver a program on emergency management for local officials titled, “Crisis Leadership for Local Government Officials.” It has been presented in 43 states and has been assigned a course number by the DHS. He represents ICMA on the Emergency Management Assistance Compact (EMAC) Board and other fire service participation areas. In 2022 he worked with ICMA to create a FEMA program on economic recovery from disasters for local government managers. It has been delivered via webinar and in person across the United States. He received the Mark E. Keane “Award for Excellence” in 2000 from the ICMA, the Association’s highest award and was honored as City Manager of the Year (1999) and Person of the Year (2003) by the Rural Water Association of Michigan, and distinguished service by the Michigan Municipal League in 2005. 2.5.2. Managing Partner—Leonard A. Matarese, MPA, ICMA-CM, IPMA-CP Director of Research and Project Development, Center for Public Safety Management Mr. Matarese is a specialist in public sector administration with expertise in public safety issues. He has 44 years’ experience as a law enforcement officer, police chief, public safety director, city manager and major city Human Resources Commissioner. He was one of the original advisory board members and trainer for the first NIJ/ICMA Community Oriented Policing Project which has subsequently trained thousands of municipal practitioners on the techniques of the community policing philosophy over the past 18 years. He has managed several hundred studies of emergency services agencies with attention to matching staffing issues with calls for service workload. Recognized as an innovator by his law enforcement colleagues, he served as the Chairman of the SE Quadrant, Florida, Blue Lighting Strike Force, a 71-agency, U.S. Customs Service anti-terrorist and narcotics task force and as president of the Miami-Dade County Police Chief’s Association – one of America’s largest regional police associations. He represents ICMA on national projects involving the United States Department of Homeland Security, The Department of Justice, Office of Community Policing and the Department of Justice, Office Bureau of Justice Assistance. He has also served as a project reviewer for the National Institute of Justice and is the subject matter expert on several ICMA / USAID police projects in Central America. As a public safety director, he has Page 438 of 619 10 managed fire / EMS systems including ALS transport. He was an early proponent of public access and police response with AEDs. Mr. Matarese has presented before most major public administration organizations’ annual conferences on numerous occasions and was a keynote speaker at the 2011 annual PERF conference. He was a plenary speaker at the 2011 TAMSEC Homeland security conference in Linköping, Sweden and at the 2010 UN Habitat PPUD Conference in Barcelona, Spain. He has a master’s degree in Public Administration and a bachelor’s degree in Political Science. He is a member of two national honor societies and has served as an adjunct faculty member for several universities. He holds the ICMA Credentialed Manager designation, as well as Certified Professional designation from the International Public Management Association- Human Resources. He also has extensive experience in labor management issues, particularly in police and fire departments. Mr. Matarese is a life member of the International Association of Chiefs of Police and of ICMA. 2.6 Operations Assessment Team 2.6.1. Police Project Manager— Chief Jarrod Burguan, BS, MA Chief of Police, San Bernardino Police Department Chief Burguan served 29 years in local law enforcement, with 10 years of that experience in senior management positions. He retired as the Chief of Police for the San Bernardino Police Department in 2019. During his career, Chief Burguan worked a variety of assignments in the patrol, traffic, investigative and administrative divisions of the department. He has the unique experience of managing a police department through a municipal bankruptcy while maintaining day to day operational effectiveness. He has been an invited speaker at conferences and training events throughout the country and internationally on police response to active shooter events following both an elementary school active shooter in 2016 and the 2015 terrorist attack in San Bernardino. Since retiring from the department in 2019, Chief Burguan has continued to work as a consultant for municipal government and media organizations and has served as an advisor for the Department of Justice – ICITAP program. He holds a bachelor’s degree in business and a master’s degree in management from the University of Redlands. He is also a graduate of the California Command College, the FBI’s Law Enforcement Executive Development program and the Senior Management Institute for Police through the PERF. 2.6.2. Chief Craig Junginger (Ret), BS, MPA Retired Chief of Police, Gresham, Oregon, former Huntington Beach Police Captain Chief Junginger had over 38 years’ experience as a law enforcement professional. He served as the Chief of the Gresham, Oregon Police from December 2008 until his retirement in June 2016. Gresham is a community with a population of 110,000 just to the east of Portland. He led a department of 130 sworn officers and 47 civilian employees, with a budget of $31 million. He also served on the board of the Oregon Police Chief’s Association. Chief Junginger began his career at the Bell-Cudahy Police department in 1979. He worked as a K-9 Officer, Detective, and Patrol Officer. In 1985 he transferred to the Huntington Beach Police Department where he remained until his retirement in November 2008. While at Huntington Beach, he was a Patrol Officer, Beach Detail Officer, Field Training Officer, SWAT Officer, Traffic Motor Officers, Community Policing Officer, and Narcotics Detective. In 1999 he promoted to Page 439 of 619 11 Sergeant where he worked Patrol, Downtown Foot Beat, Support Services, Vice and Intelligence and Internal Affairs. He promoted to Lieutenant in 2003 and worked as the Community Policing Commander responsible for all major event planning, Watch Commander and as the Chief’s Executive Officer. In 2007 he promoted to the rank of Captain and was assigned to Administrative Operations consisting of Communications, Budget, Personnel, and Property and Evidence. He holds a master’s degree from California State University, Long Beach, a bachelor’s degree from University of La Verne and an associate degree from Rio Hondo Community College. He attended the FBI National Academy Class 224 in Quantico Virginia, California Post Command College, West Point Leadership Program, POST Executive Development Program and the POST Supervisory Leadership Institute. While in Command College he was published for his article “How will we train police recruits of the millennial generation in the year 2012,” and as the Chief of Gresham he was published for an article he authored on leadership. He was awarded the Medal of Valor in 1989 for his encounter with an armed bank robber. 2.6.3. Senior Associate—Chief John E. Perez, BS, MS, PhD Chief of Police, City of Pasadena Police Department John E. Perez has served as the Chief of Police for the City of Pasadena since 2018 and has been with the Department since 1985. His 35 years of public safety experience includes an array of specialized assignments in enforcement, special tactics, administration, and community initiatives. He served as the Counter-Terrorism Intelligence Officer immediately after the 9/11 terrorist attack in developing security/safety measures for Pasadena’s Tournament of Roses Parade, Rose Bowl, and special events. After serving as the Special Enforcement Section Sergeant and developing policing initiatives in lowering gang violence while improving community trust and confidence, he was appointed by California’s Commission on Peace Officer Standards and Training to provide best practices on developing statewide initiatives. He is the recipient of the Mayor’s Special Service Award for his work in developing community initiatives and has been twice awarded with the Police Chief’s Excellence in Policing merit award. Chief Perez has served in the various ranks of the Department to include Deputy Chief of Police from 2016–2018. Chief Perez led the development of several internal initiatives that decreased the use of force by 50% through immersive training and self-improvement from use of Body-Worn Camera (BWC), as well other initiatives to increase community awareness of policing challenges through programs such as “Policing 101” and “Community Conversations” — each intended to develop and educate community members, youth, and the media on policing topics as well as learning from the community. Chief Perez serves on the Pasadena Educational Foundation, Patron Saints Foundation, and is a graduate of the California Peace Officers and Standards Executive Management School as well as holding a POST executive certificate. Chief Perez possesses a bachelor’s degree in Criminal Justice, a master’s degree in Behavior Science, and a PhD in Public Administration. He serves on the board of the California Police Chiefs Association and the National Police Foundation. Page 440 of 619 12 2.6.4. Senior Associate—Deputy Chief Wayne Hiltz (Ret), BS Former Interim Chief of Police at Pasadena and Irwindale Police Departments Wayne has 33 years of experience in municipal law enforcement. This includes a broad range of experience in nearly every facet of policing from patrol, gang enforcement, and undercover narcotics to internal affairs investigations and community relations. The last 13 years were spent at command and executive levels. In his capacity as Deputy Police Chief, he served as the chief operating officer of the Pasadena Police Department, responsible for all day-to-day operations including internal audits and inspections. As well, he was responsible for operations related to the Tournament of Roses Parade and Rose Bowl events to include World Cup Soccer and BCS Championship games. For a period of nearly two years, he served in the capacity of Interim Chief of Police at both the Pasadena and Irwindale Police Departments. He has extensive experience in managing budgets and has served as a budget instructor for the California Commission on Peace Officer Standards and Training. He was selected by the Los Angeles County Police Chiefs Association to represent the 45 member agencies in negotiations for Homeland Security Grants for a three-year period. He also served as President of the San Gabriel Peace Officers Association. He has served on the boards of community-based organizations with a focus on addressing homeless issues, substance abuse, and juvenile violence. Wayne holds a Bachelor of Science degree in Police Science and Administration from California State University at Los Angeles. Executive training includes the FBI Southwest Command College and the Senior Management Institute for Police. 2.7 Forensic Data Analysis Team 2.7.1. Data Assessment Team – Project Leader—Dov Chelst, Ph.D. Director of Quantitative Analysis Dr. Chelst is an expert in analyzing public safety department’s workload and deployment. He manages the analysis of all public safety data for the Center. He is involved in all phases of The Center’s studies from initial data collection, on-site review, large-scale dataset processing, statistical analysis, and designing data reports. To date, he has managed over 140 data analysis projects for city and county agencies ranging in population size from 8,000 to 800,000. Dr. Chelst has a Ph.D. Mathematics from Rutgers University and a B.A. Magna Cum Laude in Mathematics and Physics from Yeshiva University. He has taught mathematics, physics and statistics, at the university level for 9 years. He has conducted research in complex analysis, mathematical physics, and wireless communication networks and has presented his academic research at local, national and international conferences, and participated in workshops across the country. 2.7.2. Public Safety Data Analyst—Shan Zhou, Ph.D. Dr. Shan Zhou specializes in the analysis of police data. Shan brings extensive experience in scientific and clinical data analysis. Prior to CPSM, she worked as an associate scientist at Yale School of Medicine. Shan has a MS in Business Analytics and Project Management from University of Connecticut and a PhD in Cell biology, Genetics and Development from University of Minnesota. Page 441 of 619 13 2.7.3. Public Safety Data Analyst-GIS—Monicque Lee, MS, BS Ms. Lee has extensive experience in the areas of data and geospatial analysis, hydrographic data processing, mapping platforms, and project management. She has worked as a GIS consultant, and with the U.S. Army Corps of Engineers where she received a U.S. Army commendation, and the United States Geological Survey, Grand Canyon Monitoring and Research Center. Ms. Lee has a Master of Science in Geographic Information Science & Technology. 2.7.4. Senior Public Safety Subject Matter Expert – GIS—David Martin, Ph.D. Senior Researcher in the Center for Urban Studies, Wayne State University Dr. Martin specializes in public policy analysis and program evaluation. He has worked with several police departments to develop crime mapping and statistical analysis tools. In these projects, he has developed automated crime analysis tools and real-time, dashboard-style performance indicator systems for police executive and command staff. Dr. Martin teaches statistics at Wayne State University. He is also the program evaluator for four Department of Justice Weed and Seed sites. He is an expert in the use of mapping technology to analyze calls for service workload and deployments. 2.8 Standard Billing Rates CPSM’s hourly billing rates are provided in Table 2. Table 2. Hourly Billing Rates Labor Category Hourly Rate Partners $300 Project Lead $250 Subject Matter Expert $200 Data Analyst $125 Office Staff $25 2.9 Statement of Instance(s) of Removal or Disqualification from Project CPSM has never been removed from a project nor disqualified from proposing on a project. A completed Statement of Past Contract Disqualifications is provided in Section 1.4 of this proposal. Page 442 of 619 14 3 Proposed Work Program 3.1 Approach to Completing the Work 3.1.1. Project Understanding The City of San Luis Obispo is seeking a qualified firm to work with its Police Department to perform a comprehensive staffing assessment. The required staffing study will assess Department operations and resources and identify the level of staffing needed to respond efficiently to emergencies, investigate crime, provide critical emergency response, and proactively reduce crime. The assessment will also consider future growth impacts and the level of service that will be required to provide ongoing effective police services to the San Luis Obispo community. The assessment will be documented in a formal report and presented to the City Council during a regular meeting. 3.1.2. CPSM’s Approach/Work Plan Phase I of our projects normally includes a forensic analysis to determine workload in patrol (which also requires some subject matter expert work to finalize a staffing recommendation. Phase II would involve a comprehensive analysis of operations and, using the Phase I data, provide recommendations for the community both short and long term. These would normally be incorporated in a strategic plan with assignments to individuals for completion. CPSM has developed a standard process that it implements for conducting analyses of police and sheriff’s departments. This process has been developed over decades with input from numerous operations researchers, practicing administrators and elected officials, as well as academic studies and research. Much like a municipal audit, this standard approach builds on each component to enable our client team to make the best decision with community engagement. It also allows the ability to monitor the results of the decisions made, adjust as needed, and achieve the desired goals and objectives. We begin projects with a request for data, documents, and worksheets. Next, we extract raw data on calls for service from an agency’s computer-aided dispatch system. The data are sorted and analyzed to identify performance indicators (i.e., response times, workload by time, multiple unit dispatching, etc.) for comparison to industry benchmarks. Performance indicators are valuable measures of agency efficiency and effectiveness. The findings are shown in tabular as well as graphic form and follow a standard format for presentation of the analyzed data. While the format will be similar from community to community, the data reported are unique to the specific agency. During Phase II, CPSM conducts an onsite operational review. Here the performance indicators serve as the basis for the operational reviews. Prior to any onsite review, agencies are asked to compile several key operational documents (i.e., policies and procedures, assets lists, etc.). Most onsite reviews consist of interviews with management and supervisors, as well as rank and file officers, attendance at roll calls and ride-alongs with officers. We review case files with investigators and observe dispatch operations to assess compliance with the provided written documentation. Page 443 of 619 15 As a result of onsite visits and data assessments, our subject matter experts produce a SWOT analysis (strengths, weaknesses, opportunities, and threats) of the department. We have found that this standardized approach ensures that we measure and observe all the critical components of agencies. Additionally, this methodology can be integrated with ongoing support customized to the unique needs of your community. Strategic planning, risk assessment, and training services are also available to assist with the implementation of CPSM recommendations and developing new processes and programs that may arise as implementation evolves. The following information describes the CPSM approach to studying, understanding, evaluating, and reporting on police and sheriff’s departments around the country. Although no two departments are the same, a standardized approach to department evaluation ensures a rigorous and methodological process that permits benchmarking, comparing, and assessing within the context of the best practices of American law enforcement. However, each locality has unique characteristics that present policing challenges. Integrating a standardized approach within the context of local variability permits an accurate assessment of the organization in its political environment, and further permits CPSM to offer recommendations that comport with the best practices in policing yet customized for the client community. Data…why data? CPSM has found that there are tremendous amounts of data collected on a daily, even hourly basis on many departments. The challenge is how to access that data; how to clean that data; how to quantify that data; and how to present the product so that everyone understands. CPSM does not use hypotheticals. We don’t use “national averages” upon which to base our client team’s individual recommendations and findings. We begin analyzing your data to establish your performance and paint a complete picture of how you are deploying with the accompanying results. It is critical to have data and one of the biggest challenges for departments because rarely do they have the depth of our analytical team and its decades of research and trademarked processes. If we are going to recommend change, and if our client team is going to make change—they need data to measure impacts on outcomes. It’s not enough to say, “this is what happens wherever.” We need to provide you with the tools and launch point so that you can measure and report to your stakeholders—citizens, elected officials, appointed officials, and staff—how those changes affected the outcome. The raw Computer-Aided Dispatch data and our process is like a financial audit. No city, county or community ever imagines just skipping the annual audit. It’s usually a mandate in the charter or state law. Yet we find few communities are willing to extend the same effort to delve into the operations of their largest emergency response departments whose actions can literally result in life and death. Our process is the same for each community so that we can build national data reporting tables and compare data to like demographics, but we create our recommendations and findings based on your individual performance. The CAD system is also the official record of public safety services for communities. Like minute books for the County clerk, it is the record of times and actions taken by your response community. The information at dispatch needs to be collected; it needs to be correct; and it should be a resource to assist with decision making daily. CPSM ensures this information and system is working and correct before we proceed to other facets of our work. Page 444 of 619 16 Begins at Dispatch Armed with the data and information we gather; we start your project at the dispatch center. Benchmarks have been established for dispatch centers across the country in National Fire Protection Association Standards (NFPA 1220, NFPA 1221, NFPA 1710, NFPA 1720, etc.). Many of those same benchmarks and standards have also been adopted by the Association of Public-Safety Communications Officials- International (APCO). The dispatch protocols are continually being studied, particularly with the adoption of Priority Fire, Medical, and Police dispatch. The systems look at collecting what is happening, where, and alerting the right response to the right location for a positive outcome. For that reason, it is important that two things occur at dispatch: 1. Caller expectations are established. In other words, if the dispatcher tells the caller that police and deputies will be “right there,” the expectation is immediate response. Instead, dispatch centers should advise callers that officers are tied up on other calls and establish expectations for service delivery. 2. Calls should be categorized, monitored, and reported using multiple response time metrics. Crimes in progress and serious felonies should have established and monitored times. Outliers should be examined daily, and a report produced on why there may be extended time periods. For non-criminal and non- emergent calls, different metrics should exist with an explanation of why there were extended times. Dispatch Metrics CPSM will look at the dispatch center to determine how often calls remain in the queue, trends on when lengthy queues develop, and whether the dispatch center is evaluating their operations on a regular basis to determine if they are meeting national standards and benchmarks. The time that a police/sheriff’s, fire, or EMS call occurs and for an alarm to be raised can vary from community to community. In urban, rural, and remote areas, it can be lengthy periods of time before a situation is noticed, and the alert raised. In commuter communities, larcenies and break-ins may not be noticed until morning or when people return home from work. These types of calls should be tracked independent of true emergencies so as not to corrupt the ongoing analysis of response times. Page 445 of 619 17 For call answering, we will benchmark your time against the latest editions of NFPA and APCO standards. In 2022, that time process changed. If your dispatch is not performing at these levels—or if they are not using metrics to constantly evaluate performance (particularly in emergencies requiring rapid response), your team needs to be able to intervene. CPSM finds many communities and dispatch centers do not regularly look at this critical step on the successful outcome matrix. By establishing different metrics for evaluating emergency and non-emergency travel times, unrealistic expectations and demands will be removed from the patrol force. Every call is not the same and does not require the same response. The data is also critical to establishing where calls for service are being received, during what times of day, and adjusting for seasonal differences. The travel time will be reviewed by our Geographic Information and Data divisions to benchmark against national standards and key performance indicators (KPIs). Our data team will also begin to produce analytics that look at statistical information reported and compiled by a wide variety of agencies. Crime rate comparisons, clearance rates, crime trends analysis, and other information will be integrated with our client team information that they will be uploading to a secure site for our subject matter experts’ review. For Phase II and armed with information, our Operations Team will work with the client team to evaluate the following major areas of operations: I. Benchmark the Community It is essential to understand the service levels, protection needs, community dynamics, and overall environment within which the department operates. Page 446 of 619 18 The CPSM study may involve interviews directed at stakeholders in the community, which could include elected officials and employee labor representatives who would be contacted to solicit their opinions about the Department, the public safety needs of their constituency, and the perceived gaps in service levels currently provided. CPSM may work with the agency to identify community members that can provide this important information. Additionally, the department will be compared to organizations of similar size with respect to crime, demographics, and cost-efficiency. CPSM reviews Census Information that may flag key demographics to be studied further: are there minority populations and are there disparities in service? In actions? In communication? II. Patrol Operations Police and sheriff’s agencies routinely speak about recommended officers per 1,000 population or a National Standard for staffing or comparisons to other municipalities. There are no such standards, nor are there recommended numbers of officers per thousand. The International Association of Chiefs of Police (IACP) states; “Ready-made, universally applicable patrol staffing standards do not exist. Ratios, such as officers-per-thousand population, are totally inappropriate as a basis for staffing decisions.” Staffing decisions, particularly in patrol, must be made based upon actual workload and very few law enforcement agencies have the capability of conducting that analysis. Once an analysis of the actual workload is made, then a determination can be made as to the amount of discretionary patrol time that should exist, consistent with the local government’s ability to fund. CPSM’s team of doctoral level experts in Operations Research in Public Safety have created The CPSM Patrol Workload & Deployment Analysis System© with the ability to produce detailed information on workload even in those agencies without sophisticated management information systems. Using the raw data extracted from the department’s CAD system, our team converts calls for service into service workload and then effectively graphs workload reflecting seasonally, weekday/weekend and time of day variables. Using this information, the department can contrast actual workload with deployment and identify the amount of discretionary patrol time available (as well as time commitments to other activities —including special events. Service workload differentiates from calls for service in that calls for service comprise a number reflecting the incidents recorded. Workload is a time measurement recording the actual amount of time required to handle calls for service from inception to completion. Various types of service calls require differing amounts of time (and thus affect staffing requirements). As such, call volume (number of calls) as a percentage of total number of calls could be significantly different than workload in a specific area as a percentage of total workload. The graph below demonstrates this difference in units. CPSM has found that the most effective way to manage operations, including policing, is to make decisions based upon the interpretation and analysis of data and information. To achieve this, a data analysis of department workload, staffing and deployment will be conducted. By objectively looking at the availability of deployed hours and comparing those to the hours necessary to conduct operations, staffing expansion and/or reductions can be determined and projected. Additionally, the time necessary to conduct proactive activities (such as team-led enforcement, directed patrol, community policing and selected traffic enforcement) will be reviewed to provide the community with a meaningful methodology to determine appropriate costing allocation models. Page 447 of 619 19 Workload vs. deployment analysis sample This is one of the ways we show the amount of available, non-committed patrol time compared to workload. As you can see, we break out the various activities, convert them to time and then compare to available manpower. The deployment is based upon actual hours worked. So, in this example, at noon there are approximately nine hours of work (including citizen-initiated and officer-initiated calls for service, including traffic and administrative activities (meals, vehicle, reports, etc.). There are approximately 15 officer-hours of available resources meaning that at that hour, on average, of the 15 officers on duty, nine are busy on activities. The area shown in green and brown is uncommitted time. This is the area where staffing decisions impact —it becomes a policy issue as to how much uncommitted time a community wants and is willing to pay for. CPSM White Paper on Staffing CPSM and ICMA conducted research on staffing for police departments that led to a white paper released in 2013. More than 50 departments’ data was analyzed for staffing, workload, and patrol trends across 24/7 and 365 days a year. The subsequent white paper has been regularly used and quoted by the International Chiefs of Police, the Commission for Accreditation of Law Enforcement Agencies (CALEA), the Police Executive Research Forum (PERF) and most consultants. The white paper found that a best practice for evaluating departments would position 60 percent of the sworn resources into patrol activities. In addition, no more than 60% of their total available time would be encumbered with calls for service. The research showed that when the 60% encumbered level was exceeded, officers moved from proactive into reactive mode. In other words, officers expected additional calls for service, understood there were no free resources, and thus disengaged and awaited dispatch to the next call in the queue at dispatch. Page 448 of 619 20 CPSM assembles the information on how much “time” is available, what various demands require against that time, and calculates a Saturation Index along with when the 60% is exceeded. Using this data-driven approach, communities can determine how much un-encumbered time they desire and where they would like that time dedicated. It also allows communities to determine if additional staffing is needed, when, and how much. The CPSM study will result in the calculation of service demands placed on the department, workload levels, service times for calls for service, and response times. The product of this analysis is the variance between service demands and available personnel, and appropriate recommendations made for staffing levels and an optimal deployment schedule to meet these service demands. This permits exploration of the following questions: What are the service demands made by the public as measured through the CAD system? Based on workload, is the staffing deployment appropriate? Based on the workload, is the shift schedule aligned appropriately and what alternatives to the current shift plan are most efficient? How many officers and supervisors are needed to staff the patrol function in order to meet the workload demands placed on the agency? How long does it take to respond to calls for service (both response time and total time) and what ways are there to reduce these times? How many officers are assigned to each call and what are the ways to minimize these assignments? What categories of call, and in what frequency, does the agency handle and what measures can be adopted to minimize unnecessary responses? How much time is spent on administrative duties? How much time is spent on directed patrol activities and specialized enforcement? Page 449 of 619 21 In addition to the analysis of patrol operations from the CAD system and workload, the CPSM study will focus on the qualitative aspects of patrol. The study will observe officers on patrol through ride-alongs, interviews, and general observations. We will amass all available documents, plans, and data available to understand the patrol approach in the department. We will observe the special operations teams, the problem/ nuisance unit, etc. to evaluate their role within the overall mission of the department and patrol operations. We will evaluate the performance of the units, identify improvement opportunities, and justify and recommend appropriate staffing levels. Our GIS team will use the analyzed data sets to identify high crime locations, high accident locations, and repeat calls for service locations. Our study will also evaluate the implementation of technology on patrol, weapons available, and equipment used with opportunities for improvement. CPSM advocates community policing as its operational philosophy. Our study would evaluate the implementation of community policing, in quantifiable and anecdotal terms, and identify improvement opportunities where appropriate. Similarly, the CPSM study would evaluate the relationship of patrol operations with the rest of the department and community. San Luis Obispo is heavily impacted by the presence of a major university and tourism that often swells the population and changes demographics. To what extent does this bureau work, coordinate, and communicate with the other operational and support functions of the department and other entities? How should it? What are the strategic, management, and planning functions of the department with regards to the patrol function and how does patrol operations respond to the mission of the organization? How are crime, traffic, disorder, and quality of life problems handled? III. Investigations The CPSM study will assess investigations —both reactive and proactive. CPSM’s team will explore the following questions: Staffing —Are there enough investigators available to handle the workload? Workload —What is the workload; how many cases do investigators handle; is the specialization appropriate? Effectiveness and Efficiency —How much time does it take to investigate cases? Are victims kept informed? Are cases cleared and offenders held accountable? How much overtime is spent? Intelligence —How is intelligence gathered and disseminated (inside and outside the department)? Does the investigations’ function make use of intelligence? Civilianization opportunities —What are the potential areas for civilianization? Technological opportunities —Is technology being leveraged to improve investigations? Crime scene —Are crime scenes being processed efficiently and are appropriate follow-up investigations being conducted? Page 450 of 619 22 IV. Administration and Support Once again, CPSM will evaluate every administrative and support unit in the police department. This evaluation will involve: Staffing Workload Civilianization possibilities Cost-saving opportunities Outsourcing opportunities Best practice comparisons and opportunities for improvement. Departments across the country are struggling with recruitment, retention, and attracting candidates for sworn positions. We will look at opportunities that the department can use non-sworn personnel for non-criminal activities and keep sworn officers available for calls for service requiring certified officers. CPSM has subject matter experts in police management and administration and will explore administration and support activities in the area of professional standards (internal investigations, hiring and recruitment, disciplinary system, promotional system), training (both academy and in-service), records management, evaluation of the critical, frequent, and high liability policies, facility, fleet, equipment, information technology, property management system, laboratory, planning and research, sick-time management, overtime, communications and dispatch, etc. In general, we look at every unit identified as a discrete operational/support entity for the following: Describe the functions of the unit. Evaluate the performance of the unit. In most cases this is a quantitative evaluation, but in units not appropriate for quantification, a qualitative evaluation is provided. Identify improvement opportunities. Perform evaluation and justification, and recommendation for appropriate staffing levels. V. Operation of Evidence and Property CPSM will conduct a review of the evidence room and evidential processes of the departments. We will determine if there is adequate staffing and a technology system for managing property and evidence. CPSM starts by looking at the intake process: When officers seize property or evidence, what occurs next? How are items transported to the evidence facility and what are the next steps? Evidence & Property Inventory, Intake, and Release, 2019 Number of Items Items in inventory 69,448 Items received 18,202 Items released/disposed 19,807 Items awaiting disposition 647 Page 451 of 619 23 We will look to create totals for the workload of not only the evidence and property but other component functions of the department. This data should be a performance benchmark, as it reflects an effective operation and the necessary workspace. VI. Duty to Intercede and Report, De-escalation Provisions In recent years, law enforcement agencies nationwide have begun to include duty to intercede and report provisions in their use of force policies. Duty to intercede requires an officer to intercede if they witness a department member using force that is clearly beyond that which is necessary, as determined by an objectively reasonable officer under the circumstances. A duty to report policy requires any officer who observes a law enforcement officer or an employee use force that potentially exceeds what the officer reasonably believes to be necessary to report such observation to a supervisor. Sample Duty to Intercede and Report policy from Lexipol states: Any officer present and observing another law enforcement officer or an employee using force that is clearly beyond that which is necessary, as determined by an objectively reasonable officer under the circumstances, shall, when in a position to do so, intercede to prevent the use of unreasonable force. Any officer who observes a law enforcement officer or an employee use force that potentially exceeds what the officer reasonably believes to be necessary shall promptly report these observations to a supervisor as soon as feasible. In addition, de-escalation requirements have been incorporated into use of force policies. This policy requires officers to utilize de-escalation techniques, crisis intervention tactics, and other alternatives to force when feasible. Feasible has been defined for policy purposes in some jurisdictions as, “Reasonably capable of being done or carried out under the circumstances to successfully achieve the arrest or lawful objective without increasing risk to the officer or another person.” Review of Use of Force Incidents CPSM will review policies that authorize deadly force when an officer is justified and what actions were taken in monitoring, documenting, and investigating police use of force. Use of Force Incidents, 2017–2019 VII. Organizational Culture During the operational evaluation described above, organizational themes will emerge. What does the department “think” about providing police service to the community and how does this thinking align with the stated mission and department policies? How does the department interact with the community and internally with its own members? In general, what is the culture of the organization? The culture of an organization reflects its members and the community it serves. Through focus groups, interviews, and observations, the CPSM team will evaluate operational readiness and need. This part CPSM’s study is critical to the overall success of the project as it provides a better understanding of the department and how the workload, staffing, and community dynamics shape the mission, goals, operations, and needs of the organization. In addition, as an option, every member of the department can be given the opportunity to participate in an anonymous survey. This survey is designed to understand the culture of the department, assess internal and external communications, and determine what it “thinks” about various elements of organizational life. Year Incidents Policy Violations 2017 78 0 2018 90 1 2019 131 2 Total 299 3 Page 452 of 619 24 VIII. Health and Safety Officer physical and mental health are extremely important. In 2022, more officers died from suicide than in other line-of-duty incidents. CPSM will review what programs the department has in place, and during interviews, charrettes, and focus groups we will seek to determine how those programs are being received. IX. Performance Management The overarching philosophy of the CPSM approach is to evaluate the department in terms of performance management. Identifying workload, staffing, and best practices is just the beginning. It is also important to assess the organization’s ability to carry out its mission. Essentially, does the department know its goals, and how does it know they are being met. It is very difficult for an organization to succeed at any given level of staffing unless it has a clear picture of success. How does the department “think” about its mission, how does it identify and measure what’s important to the community, how does it communicate internally and externally, how does it hold managers accountable, and how does it know the job is getting done? CPSM’s team will evaluate the department and make recommendations to assist with improving capacity in this area, if necessary. 3.2 Project Schedule Our proposed project schedule for completion of the Police Staffing Assessment is provided below. After contract award, we will discuss the proposed schedule with the City/Department after which we will finalize the project schedule. Milestone 1 —Full Execution of the Agreement Agreement will identify Project Launch date. Milestone 2 —Project Launch We will conduct an interactive telephone conference with local government contacts. Our project leads will launch the project by clarifying and confirming expectations, detailing study parameters, identifying agency point of contacts, and commencing information gathering. Milestone 3a – Information Gathering and Data Extraction —30 Days Immediately following project launch, our operations lead will deliver an information request to the Department. This is an extensive request which provides us with a detailed understanding of the Department's operations. Our experience is that it typically takes an agency several weeks to accumulate and digitize the information. We will provide instructions concerning uploading materials to our website. When necessary, the lead will hold a telephone conference to discuss items contained in the request. Our lead will review this material prior to an onsite visit. Milestone 3b – Data Extraction and Analysis —14 Days Also immediately following the project launch, CPSM’s data lead will submit a preliminary data request, which will evaluate the quality of the Computer-Aided Dispatch (CAD) system data. This will be followed by a comprehensive request for data from the CAD system to conduct the response and workload analysis. This request requires a Page 453 of 619 25 concerted effort and focused response from your Department to ensure the timely production of the data required for analysis. Delays in this process will likely extend the entire project and impact the delivery of final report. Our data team will extract one year’s worth of Calls for Service (CFS) from the CAD system. Once our data team is confident the data are accurate, they will certify that they have all the data necessary to complete the analysis. Milestone 3c – Data Certification —14 days Milestone 4a – Data Analysis and Delivery of Draft Data Report —30 days Within 30 days of data certification, the analysis will be completed, and a draft, unedited data report will be delivered to the Department for review and comment. After the data draft report is delivered, an onsite visit by the operations team will be scheduled. Milestone 4b – Departmental Review of Draft Data Report —14 days The Department will have 10 days to review and comment on the draft unedited data analysis. During this time, our data team will be available to discuss the draft report. The Department must specify all concerns with the draft report at one time. Milestone 4c – Final Data Report —10 days After receipt of the Department's comments, the data report will be finalized within 10 days. Milestone 5 – Conduct Onsite Visit —30 days CPSM does have a concern about the availability of residents because this may occur during the winter months. Subject matter experts will perform a site visit within 30 days of the delivery of the draft data report. Milestone 6 – Draft Operations Report —30 days Within 30 days of the last onsite visit, our operations team will provide a draft operations report to the Department point of contact. Again, the Department will have 10 days to review and comment. Milestone 7 – Final Report —15 days Once the department’s comments and concerns are received by CPSM, the combined final report will be delivered to the City/Department within 15 days. TOTAL ELAPSED TIME: 120 — 145 days 3.3 Estimated Staff Hours Table 3. Estimated Staff Hours for San Luis Obispo Police Staffing Assessment Phase/Task Estimated Staff Hours Phase I Forensic Data Analysis Data Analysts 91 hours Phase II Operational Assessment and Report Preparation Police Subject Matter Experts 96 hours GIS Specialist 29 hours Editing 20 hours Page 454 of 619 26 3.4 Budget by Task Table 4. Budget by Task for San Luis Obispo Police Staffing Assessment Phase/Task Budget Phase I Forensic Data Analysis $18,250 Phase II Operational Assessment and Report Preparation $59,907 Project Total $78,157 Travel (charged at actual cost without markup) $7,500 3.5 Services or Data to Be Provided by City The City will be responsible for providing and/or obtaining the following data: Certain administrative, operational, and response workload CAD data requested in the project kickoff meeting (i.e., data from dispatch, departments, GIS, etc.). Within the agreed upon timeframe, a consolidated set of comments on document drafts, including data analysis report and draft project report, which CPSM will address and incorporate into the final report. CPSM expects the City to provide requested data and information in a timely manner. Delays in providing information and data will delay the delivery of the final report. Specific data and information requirements will be discussed with the City at the project kickoff meeting. Additionally, we will be conducting a site visit and interviews with Department leadership, staff, and stakeholders, which will require the participation of some City and Department members. We are sensitive to your busy schedules and will conduct our work efficiently so as to minimize any impact on normal operations. 3.6 Services and Deliverables Provided by CPSM 3.6.1. Deliverables For this project, CPSM will prepare a draft data report, draft project report, and a final version of the project plan that addresses the City’s/Department’s comments. Draft reports will be provided for department review in electronic format. To be ecologically friendly, CPSM will deliver the final report in computer readable material either by email, CD or both. The final reports will incorporate the operational findings as well as data analysis. Should the municipality desire additional copies of the report, CPSM will produce and deliver the number of copies requested, which will be invoiced at cost. 3.6.2. Presentation CPSM will prepare and conduct a presentation to be provided to the City Council at a date, time, and venue agreed upon with the City. The presentation will address the key findings of the assessment and recommendations and provide an opportunity to address audience questions. We prepare in advance of our presentations to understand the intended audience and their specific needs and goals. This helps us present information in a manner that is sensitive to each presentation’s audience composition, interests, and goals. Our presentation will incorporate use of multi-media tools to ensure that the presentation Page 455 of 619 27 communicates pertinent information to the audience effectively both in terms of content and interest. CPSM’s subject matter experts are accustomed to providing such presentations to similar audiences for our other clients, and our presentations have been very well received both by our clients and stakeholder attendees. 3.7 Other Information CPSM offers the City of San Luis Obispo a team of California-based policing subject matter experts each with extensive experience from their tenure as police chiefs for California municipalities. Our subject matter experts have collaborated on other similar comprehensive police department assessments, are accustomed to working together, and can hit the ground running. Our firm experience includes performing 25 similar assessments for police departments in California. This experience in combination with our direct experience working in leadership positions for police departments in California gives us a strong knowledge of California laws and what is permitted in California, and a practical understanding of the issues faced by departments such as yours. For instance, our subject matter experts have dealt with the challenges of policing in communities that routinely experience significant day-time population increases. We will not just produce a laundry list of “ideas” but rather recommendations based upon data with a legislative permission for use in California by California departments. This will carry through during and after the report — our team does not just parachute in and leave a report. Rather, we build relationships. We build team. 3.8 Critical Assumptions CPSM has NEVER exceeded the agreed upon price but, instead, worked with clients to deliver every project at budget and on time. In our 10 years as a stand-alone firm and 10 years as part of ICMA—we have met this gold standard. A key factor is getting the data and department information uploads in a timely basis. Delays in working with our best-in-class data team can delay the onsite work of our operations team and production of the final report. We do not base recommendations on assumptions, averages of other departments, or other studies. Each of our projects is created, analyzed, reviewed, and produced specifically for the community; much like an audit report for your finance department. You would not allow an auditor to give you another community’s report; you should expect the same when it comes to a function of government that is so critical to the community and citizens— public safety. Page 456 of 619 28 4 Conclusion Part of ICMA’s mission is to assist local governments in achieving excellence through information and assistance. Following this mission, CPSM acts as a trusted advisor, assisting local governments in an objective manner. CPSM’s experience in dealing with public safety issues combined with its background in performance measurement, achievement of efficiencies, and genuine community engagement, makes CPSM a unique and beneficial partner in dealing with issues such as those being presented in this proposal. We look forward to working with you further. Page 457 of 619 29 Appendix: Past and Current Engagements Table 5. CPSM List of Past and Current Engagements Locality State Project Description Leduc County AB Fire Consolidation Plan Leduc AB Comprehensive Analysis of Fire Services. Kenai AK Comprehensive Analysis of Fire Services Anniston AL Comprehensive Analysis of Police Services Auburn AL Comprehensive Analysis of Fire Services Auburn AL Comprehensive Analysis of Police Services Dothan AL Comprehensive Analysis of Police Services Pelham AL Police Chief Selection Pelham AL Comprehensive Analysis of Fire and EMS Services Little Rock AR Comprehensive Analysis of Police Services Casa Grande AZ Comprehensive Analysis of Police Services EL Mirage AZ Comprehensive Analysis of Police Services EL Mirage AZ Comprehensive Analysis of Fire Services Florence AZ Comprehensive Analysis of Police Services Glendale AZ Fire Data Analysis Lake Havasu City AZ Comprehensive Analysis of Police Services Lake Havasu City AZ Comprehensive Analysis of Fire Services Florence AZ Comprehensive Analysis of Police Services Paradise Valley AZ EMS Review Pinal County AZ Comprehensive Analysis of Sheriff’s Office Pinal County AZ Sheriff’s Office Firearms Audit Pinal County AZ Update of Sheriff’s Office Workload Prescott AZ Comprehensive Analysis of Fire Services Prescott AZ Comprehensive Analysis of Police Services Queen Creek AZ Fire Standards of Coverage Study Queen Creek AZ Police Strategic Plan Queen Creek AZ Comprehensive Analysis of Fire Services Scottsdale AZ Comprehensive Analysis of Police Services Tucson AZ Comprehensive Analysis of Police Services Youngtown AZ Comprehensive Analysis of Police Services Yuma AZ Comprehensive Analysis of Police Services Alameda CA Comprehensive Analysis of Fire Services Alameda CA Comprehensive Analysis of Police Services Burbank CA Analysis of Investigations Workload / Staffing Carlsbad CA Comprehensive Analysis of Police Services Culver City CA Comprehensive Analysis of Police Services El Centro CA Comprehensive Analysis of Police Services El Centro CA Comprehensive Analysis of Fire Services Page 458 of 619 30 Locality State Project Description Fairfield CA Comprehensive Analysis of Police Services Greenfield CA Comprehensive Analysis of Police Services Hermosa Beach CA Comprehensive Analysis of Fire Services Hermosa Beach CA Comprehensive Analysis of Police Services Huntington Park CA Comprehensive Analysis of Police Services Indio CA Police Patrol Workload Analysis Kern County CA Comprehensive Analysis of Fire Services Laguna Woods CA Review of Sheriff’s Office Service Laguna Woods CA Review of Sheriff’s Office Service 2017 Laguna Woods CA Review of Sheriff’s Office Service 2019 Morgan Hill CA Fire Staffing Study National City CA Comprehensive Analysis of Police Services National City CA Comprehensive Analysis of Fire/EMS Services Milpitas CA Comprehensive Analysis of Police Services Morgan Hill CA Comprehensive Analysis of Police Services Morgan Hill CA Comprehensive Analysis of Fire Services Oakland CA Analysis of Police Workload Data Palm Desert CA Comprehensive Analysis of Fire Services Palo Alto CA Comprehensive Analysis of Fire Services Pasadena CA Police Patrol Workload Analysis Petaluma CA Comprehensive Analysis of Police Services Petaluma CA Comprehensive Analysis of Fire Services Placentia CA Comprehensive Analysis of Police Services Placentia CA Analysis of Dispatch Operations Placentia CA Fire Services Contract Analysis Rohnert Park CA Comprehensive Analysis of Police Services Salinas CA Comprehensive Analysis of Police Services Salinas CA Comprehensive Analysis of Fire Services San Diego County CA EMS Study San Jose CA Fire Study Review San Jose CA Police Study Review San Mateo CA Dispatch Operations Review Santa Ana CA Comprehensive Analysis of Police Services Santa Clara CA Comprehensive Analysis of Police Services Santa Cruz CA Comprehensive Analysis of Police Services Santa Clara LAFCO CA Analysis of Regional Fire Service Santa Monica CA Police Chief Selection Santa Rosa CA Comprehensive Analysis of Police Services Sonoma County CA Performance Measurement Analysis Stockton CA Comprehensive Analysis of Police Services Stockton CA Comprehensive Analysis of Fire Services Torrance CA Police Strategic Plan Page 459 of 619 31 Locality State Project Description Union City CA Comprehensive Analysis of Fire Services Whittier CA Comprehensive Analysis of Police Services Woodlands CA Police Chief Selection Yuba City CA Comprehensive Analysis of Fire Services Yuba City CA Comprehensive Analysis of Police Services Federal Heights CO Comprehensive analysis of Police Services Federal Heights CO Comprehensive analysis of Fire Services Littleton CO Comprehensive Analysis of Fire Services Littleton CO Review of Fire Consolidation Proposal Steamboat Springs CO Comprehensive Analysis of Fire Services Cheshire CT Police Management Review Darien CT Fire and Emergency Services Analysis Greenwich CT Analysis of Fire Response Times Norwich CT Comprehensive Analysis of Fire Services Southington CT Comprehensive Analysis of Fire Services Bethany Beach DE EMS Apparatus Review Bethany Beach DE EMS Review Lewes DE Review of Police Services S. Bethany Beach DE Police Department Review Dover DE Comprehensive Analysis of Police Department Dover DE Comprehensive Analysis of Fire Services Alachua FL Expert Witness Law Enforcement Issues BCCMA FL Review of Broward Sheriff’s Office Services Tamarac FL Analysis of Sheriff’s Contract Services Inverness FL Comprehensive Analysis of Fire Services Citrus County FL Comprehensive Analysis of Fire Services Cocoa FL Comprehensive Analysis of Police Services Coconut Creek FL Comprehensive Analysis of Police Services Delray Beach FL Comprehensive Analysis of Police Services Delray Beach FL Comprehensive Analysis of Fire Services Dunedin FL Police Consolidation Review Hollywood FL Police Internal Affairs Review Indiantown FL Comprehensive Analysis of County Fire Services Indian River Shores FL Public Safety Staffing Analysis Indian River Shores FL Public Safety Study Jacksonville Bch FL Police Chief Selection Jupiter Island FL Public Safety Department Review Jupiter FL Police and Fire Department Studies Jupiter FL Formation of Fire Department Consultation Hobe Sound FL Public Safety Consolidation Kenneth City FL Comprehensive Analysis of Police Services Key Biscayne FL Fire Workforce Assessment Page 460 of 619 32 Locality State Project Description Miami Beach FL Comprehensive Analysis of Fire Services Naples FL Presentation North Port FL Comprehensive Analysis of Police Services Orange County FL Dispatch Center Staffing Study Palm Coast FL Sheriff’s Contract Workload Analysis Parkland FL City Safety & Security Review Pasco County FL Fire Workload Analysis Pasco County FL Sheriff’s Budget Review Land O' Lakes FL Comprehensive Analysis of Fire Services New Port Richey FL Sheriff Budget Analysis Pompano Beach FL Comprehensive Analysis of Police Services Venice FL Comprehensive Analysis of Fire Services West Melbourne FL Formation of Fire Department Consultation Alpharetta GA Comprehensive Analysis of Fire Services Alpharetta GA Comprehensive Analysis of Police Services Bulloch County GA Comprehensive Analysis of Fire Services Camden County GA Police Consolidation Study Camden County GA Comprehensive Analysis of Fire Services Camden County GA Fire Consolidation Study Kingsland GA Comprehensive Analysis of Fire Services Kingsland GA Fire Consolidation St Marys Woodbine GA Police Consolidation Study Garden City GA Preliminary Analysis Public Safety Merger Johns Creek GA Analysis of Fire Services Kingsland GA Fire Consolidation Study Roswell GA Comprehensive Analysis of Police Department Roswell GA Fire Gap Analysis and Strategic Plan Roswell GA Police Chief Selection Sandy Springs GA Comprehensive Analysis of Police Department St. Marys GA Fire Consolidation Study Sylvester GA Comprehensive Analysis of Police Services Ankeny IA Police Chief Selection Boone IA Public Safety Consolidation Boone IA Performance Measurement of Municipal Hayden ID Comprehensive Analysis of Police Services Jerome ID Analysis of Police Services Algonquin IL Performance Measurement Analysis Glenview IL Comprehensive Analysis of Police & Fire Services Glenview IL Comprehensive Analysis of Police Services Glenview IL Dispatch Operations Review Highland IL Comprehensive Analysis of Fire Services Highland Park IL Comprehensive Analysis of Fire Consolidation Page 461 of 619 33 Locality State Project Description Highwood IL Comprehensive Analysis of Fire Consolidation Lake Bluff IL Analysis of Fire Consolidation Lake Bluff IL Fire Data Review Lake Forest IL Analysis of Fire Consolidation Lake Zurich IL Comprehensive Analysis of Fire Services Naperville IL Workload, Staffing & Schedule Design Roseville IL Comprehensive Analysis of Police Services Skokie IL Comprehensive Analysis of Police Services Springfield IL Comprehensive Analysis of Fire/EMS Services St. Charles IL Police Staffing Review Western Springs IL Comprehensive Analysis of Police Services Indianapolis IN Police Workload & Deployment Services Plainfield IN Comprehensive Analysis of Police Services Topeka KS Preliminary Review of Fire Department Danville KY Comprehensive Analysis of Fire Services Danville KY Comprehensive Analysis of Police Services Pikeville KY Comprehensive Analysis of Fire Services Haverhill MA Comprehensive Analysis of Fire Services Northborough MA Comprehensive Analysis of Police Services Northborough MA Comprehensive Analysis of Fire Services Northbridge MA Fire Strategic Plan Plymouth MA Comprehensive Analysis of Fire Services Lewiston ME Comprehensive Analysis of Fire Services Biddeford ME Comprehensive Analysis of Fire Services Cambridge MD Performance Measurement Study Annapolis MD Comprehensive Analysis of Police Services Ocean City MD Dispatch Operations Review Rockville MD Comprehensive Analysis of Police Services Montgomery County MD Re-Imagining Fire and EMS Services Ann Arbor MI Comprehensive Analysis of Fire Services Auburn Hills MI Comprehensive Analysis of Fire Services Auburn Hills MI Comprehensive Analysis of Police Services Battle Creek MI Comprehensive Analysis of Fire and EMS Services Benton Harbor MI Public Safety Consolidation Chesterfield MI Comprehensive Analysis of Police Services Charlevoix MI EMS Study Lansing MI Comprehensive Analysis of Police Services Lansing MI Comprehensive Analysis of Fire Services Delta Township MI Comprehensive Analysis of Fire Services Delta Township MI Comprehensive Analysis of Police Services Detroit Public Schools MI Police Department Review Douglas MI Comprehensive Analysis of Police Services Page 462 of 619 34 Locality State Project Description Flint MI Comprehensive Analysis of Fire Services Flint MI Comprehensive Analysis of Police Services Grand Blanc MI Comprehensive Analysis of Fire Services Grand Rapids MI Analysis of Police Services Consolidation Grand Rapids MI Comprehensive Analysis of Fire Services Grand Traverse MI Fire Review Grand Traverse MI Comprehensive Analysis of Fire Services Green Lake Twp. MI Comprehensive Analysis of Fire Services Grosse Pointe MI Public Safety Consolidation Grosse Point Park MI Public Safety Consolidation Study Kingsley MI Comprehensive Analysis of Fire Services Hamtramck MI Comprehensive Analysis of Police Services Hamtramck MI Police Study Interlochen MI Comprehensive Analysis of Fire Services Kalamazoo MI Police Workload / Contract for Services Analysis Kentwood MI Analysis of Fire Services Consolidation Larkin Twp. MI Comprehensive Analysis of Fire and EMS Services Mott College MI Comprehensive Analysis of Police Services Midland MI Comprehensive Analysis of Fire and EMS Services Novi MI Comprehensive Analysis of Police Services Novi MI Comprehensive Analysis of Fire Services Oshtemo Twp. MI Review of Sheriff’s Office Contract Services Ottawa County MI Sheriff’s Office Staffing Study Petoskey MI Public Safety Consolidation Plymouth MI Fire Services Consolidation Plymouth MI Fire Service Analysis Plymouth MI Public Safety Department Report Royal Oak MI Comprehensive Analysis of Police Services Royal Oak MI Comprehensive Analysis of Fire Services Saginaw MI Comprehensive Analysis of Police Services Saginaw MI Comprehensive Analysis of Fire Services Saginaw MI Public Safety Workload Analysis Saint Joseph MI Public Safety Consolidation So. Kalamazoo MI Fire Services Review Sturgis MI Public Safety Analysis Troy MI Comprehensive Analysis of Police Services Troy MI Review of Fire Administration and Inspections Vicksburg MI Financial Analysis of Fire Authority Wyoming MI Comprehensive Analysis of Police Services 2012 Wyoming MI Comprehensive Analysis of Fire Services 2012 Wyoming MI Comprehensive Analysis of Police Services 2009 Wyoming MI Comprehensive Analysis of Fire Services 2009 Page 463 of 619 35 Locality State Project Description Forest Lake MN Comprehensive Analysis of Police Services Mankato MN Public Safety Study Moorhead MN Comprehensive Analysis of Fire Services North St. Paul MN Public Safety Strategic Plan Saint Cloud MN Police Strategic Planning Review Saint Cloud MN Comprehensive Analysis of Police Services Stearns County MN Comprehensive Analysis of Sheriff’s Office Stearns County MN Sheriff’s Office Strategic Plan Brentwood MO Comprehensive Analysis of Police Services Brentwood MO Police Chief Selection Brentwood MO Police Data Update Hazelwood MO Fire Services Consultation Hazelwood MO Fire / EMS Analysis Osage Beach MO Comprehensive Analysis of Police Services Saint Louis MO Comprehensive Analysis of Fire Services Saint Louis MO Comprehensive Analysis of Police Services Saint Louis MO Standard of Response / Risk Assessment Billings MT Comprehensive Analysis of Fire/EMS Services Billings MT Comprehensive Analysis of Police Services Bozeman MT Fire Protection Master Plan Kalispell MT EMS Study Bald Head Island NC Public Safety Staffing Review Bald Head Island NC Public Safety Consolidation Chapel Hill NC Comprehensive Analysis of Police Services Cornelius NC Fire Consolidation Study Davidson NC Fire Consolidation Study Franklin County NC EMS Comprehensive Review Greenville NC Comprehensive Analysis of Fire Services Hickory NC Comprehensive Analysis of Fire Services Huntersville NC Comprehensive Analysis of Fire Services Matthews NC Comprehensive Analysis of Police Services Oxford NC Comprehensive Analysis of Fire Services Oxford NC Comprehensive Analysis of Police Services Rocky Mount NC AED Grant Assistance Rocky Mount NC Comprehensive Analysis of Police Services Grand Island NE Comprehensive Analysis of Police Services Grand Island NE Comprehensive Analysis of Fire Services South Sioux City NE Fire Services Strategic Plan Exeter NH Comprehensive Analysis of Fire Services Exeter NH Comprehensive Analysis of Police Services East Brunswick NJ EMS Study Oradell NJ Comprehensive Analysis of Police Services Page 464 of 619 36 Locality State Project Description Paterson NJ Review of Police Services South Orange NJ Comprehensive Analysis of Police Services Trenton NJ Comprehensive Analysis of Fire Services Westwood NJ Comprehensive Analysis of Police Services Bernalillo NM Comprehensive Analysis of Fire Services Las Cruces NM Comprehensive Analysis of Fire Services Las Cruces NM Comprehensive Analysis of Police Services Ruidoso NM Comprehensive Analysis of Police Services Boulder City NV Police Organizational Study Henderson NV Comprehensive Analysis of Police Services Las Vegas NV Comprehensive Analysis of Fire Services North Las Vegas NV Fire Workload Analysis Reno NV Comprehensive Analysis of Fire Services Briar Cliff Manor NY Analysis of Police Consolidation Canandaigua NY Regional Fire Services Study Garden City NY Comprehensive Analysis of Fire Services Garden City NY Comprehensive Analysis of Police Services Garden City NY Patrol Workload Analysis Update Long Beach NY Comprehensive Analysis of Fire and EMS Services Oneonta NY Comprehensive Analysis of Fire and EMS Services Oneonta NY Fire Apparatus Review Orchard Park NY Comprehensive Analysis of Police Services Ossining NY Analysis of Police Consolidation Ossining Town NY Analysis of Police Consolidation Otsego County NY Comprehensive Analysis of EMS Services Ulster County NY Comprehensive Analysis of EMS Services Rye NY Police Chief Selection Steuben County NY Regional EMS Analysis Watertown NY Comprehensive Analysis of Fire Services Cincinnati OH Police Dispatch Review Dayton OH Police Internal Affairs Review Huron OH Comprehensive Analysis of Police Services Huron OH Comprehensive Analysis of Fire Services Independence OH Comprehensive Analysis of Police Services Independence OH Comprehensive Analysis of Fire Services Sandusky OH Fire Study Sandusky OH Police Study Broken Arrow OK Comprehensive Analysis of Police Services Broken Arrow OK Comprehensive Analysis of Fire Services Edmond OK Comprehensive Analysis of Police Services Jenks OK Comprehensive Analysis of Police Services Jenks OK Comprehensive Analysis of Fire Services Page 465 of 619 37 Locality State Project Description Muskogee OK Comprehensive Analysis of Police Services Tulsa OK Comprehensive Analysis of Fire Services Bend OR Comprehensive Analysis of Police Services Forest Grove OR Police Planning Study Grants Pass OR Comprehensive Analysis of Fire Services Grants Pass OR Comprehensive Analysis of Police Services Grants Pass OR Public Safety Strategic Plan Development Ontario OR Comprehensive Analysis of Police Services Ontario OR Comprehensive Analysis of Fire Services Medford OR Comprehensive Analysis of Police Services Medford OR Comprehensive Analysis of Fire Services Cumru Twp. PA Comprehensive Analysis of Police Services Cumru Twp. PA Police Chief Selection Ephrata PA Comprehensive Analysis of Police Services Farrell PA Comprehensive Analysis of Police Services Haverford PA Comprehensive Analysis of Fire and EMS Services Manheim Twp. PA Comprehensive Analysis of Police Services Phoenixville Boro PA Comprehensive Analysis of Police Services Tredyffrin Twp. PA Comprehensive Analysis of Police Services Lower Windsor Twp. PA Comprehensive Analysis of Police Services Upper Providence PA Comprehensive Analysis of Police Services Upper Providence PS Fire Services Collective Bargaining Consultation Wrightsville PA Comprehensive Analysis of Police Services East Providence RI Comprehensive Analysis of Fire Services East Providence RI Expert Witness Fire Issues Beaufort SC Review of Fire Service Contract Beaufort SC Comprehensive Analysis of Police Services Beaufort SC Comprehensive Analysis of Fire Services Myrtle Beach SC Comprehensive Analysis of Police Services Walterboro SC Comprehensive Analysis of Public Safety Dept. Brookings SD Comprehensive Analysis of Police Services Rapid City SD Comprehensive Analysis of Fire Services Germantown TN Comprehensive Analysis of Fire Services Johnson City TN Comprehensive Analysis of Fire Services Johnson City TN Comprehensive Analysis of Police Services Smyrna TN Comprehensive Analysis of Police Services Smyrna TN Comprehensive Analysis of Fire Services Addison TX Comprehensive Analysis of Fire Services Addison TX Comprehensive Analysis of Police Services Allen TX Comprehensive Analysis of Police Services Baytown TX EMS Study Belton TX Comprehensive Analysis of Police Services Page 466 of 619 38 Locality State Project Description Belton TX Comprehensive Analysis of Fire Services Belton TX Police Chief Selection Belton TX Fire Chief Selection Brownsville TX Comprehensive Analysis of Police Services Brownsville TX Comprehensive Analysis of Fire/EMS Services Bryan TX Comprehensive Analysis of Fire Services Buda TX Comprehensive Analysis of Police Services Cedar Park TX Comprehensive Analysis of Police Services College Station TX Comprehensive Analysis of Fire Services Conroe TX Fire Services Analysis and Standard of Response Corinth TX Comprehensive Analysis of Fire Services Frisco TX Comprehensive Analysis of Fire Services Garland TX Fire Master Plan Highland Village TX Fire Review Hutto TX Comprehensive Analysis of Fire Services Lucas TX Fire and EMS Analysis Lufkin TX Comprehensive Analysis of Fire Services New Braunfels TX Fire Study New Braunfels TX Police Study Prosper TX Comprehensive Analysis of Police Services Round Rock TX Comprehensive Analysis of Fire Services Sugar Land TX Comprehensive Analysis of Police Services Sugar Land TX Fire Department Overtime Analysis Sugar Land TX Comprehensive Analysis of Fire Services Victoria TX Comprehensive Analysis of Police Services Toole City UT Comprehensive Analysis of Fire Services Toole County UT Fire Feasibly / Cost Analysis Washington City UT Comprehensive Public Safety Analysis Hampton VA Police Chief Selection Loudoun County VA Comprehensive Analysis of Sheriff’s Services Loudoun County VA Comprehensive Analysis of Fire Services Roanoke County VA Comprehensive Analysis of Fire and EMS Services Bonney Lake WA Comprehensive Analysis of Police Services Duvall WA Police Staffing Study Edmonds WA Comprehensive Analysis of Police Services Kelso WA Comprehensive Analysis of Police Services Lacey WA Comprehensive Analysis of Fire Services Snoqualmie WA Police Workload & Deployment Analysis Leavenworth WA Sheriff’s Contract Review Marysville WA Comprehensive Analysis of Police Services Marysville WA Comprehensive Analysis of Police Services Mercer Island WA Fire Services Review Page 467 of 619 39 Locality State Project Description Mill Creek WA Comprehensive Analysis of Police Services Mill Creek WA Comprehensive Analysis of Fire Services Spokane Valley WA Comprehensive Analysis of Police Services Tukwila WA Comprehensive Analysis of Fire Services Vancouver WA Comprehensive Analysis of Police Services Vancouver WA Police Chief Selection Baraboo WI Fire / EMS Merger Study Baraboo WI Fire Standard of Cover and Fire Strategic Plan Dunn County WI Sheriff Office Study Wauwatosa WI Comprehensive Analysis of Fire Services Wauwatosa WI Comprehensive Analysis of Police Services Casper WY Comprehensive Analysis of Police Services Jackson WY Police Consolidation Review Laramie WY Comprehensive Analysis of Police Services Page 468 of 619 Recommended FTE's FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 Officer Positions: Patrol Officer (6)2 2 2 Detective (2)1 1 School Resource Officer (1)1 Sergeant Positions: Patrol Sergeant (1)1 Training / Internal Affairs Sergeant (1)1 Dispatch Position: Dispatcher (1)1 1 1/2 Time Civilian Positions: Admin Asst. Hiring (.5 FTE)0.5 Admin Asst. Counter (.5 FTE)0.5 Total Est. Salary, Benefits & Equipment*575,554 290,175 593,272 517,929 530,466 295,031 273,562 0 Est. per Financial Plan Est. Offsetting Revenue COPS Hiring Grant**(88,873)(81,493)(79,634)0 0 0 0 0 Revised Total Est. per Financial Plan by Budget Total Cumulative Costs *Estimates are based on FY 25-26 salaries and include 2% inflator each year. Equipment includes officer safety equipment and vehicles. **Offsetting COPS funding totals $250,000 for a three year period for 2 officers. Recommended FTE's FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 Officer Positions: Patrol Officer (6)2 2 2 Detective (2)1 1 School Resource Officer (1)1 Sergeant Positions: Patrol Sergeant (1)1 Training / Internal Affairs Sergeant (1)1 Dispatch Position: Dispatcher (1)1 1 1/2 Time Civilian Positions: Admin Asst. Hiring (.5 FTE)0.5 Admin Asst. Counter (.5 FTE)0.5 Total Est. Salary, Benefits & Equipment*118,774 463,176 395,608 602,397 507,548 538,336 198,562 277,164 Est. per Financial Plan Est. Offsetting Revenue COPS Hiring Grant**0 (88,873)(81,493)(79,634)0 0 0 0 Revised Total Est. per Financial Plan by Budget Total Cumulative Costs *Estimates are based on FY 25-26 salaries and include 2% inflator each year. Equipment includes officer safety equipment and vehicles. **Offsetting COPS funding totals $250,000 for a three year period for 2 officers. Recommended FTE's FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 Officer Positions: Patrol Officer (6)2 2 2 Detective (2)1 1 School Resource Officer (1)1 Sergeant Positions: Patrol Sergeant (1)1 Training / Internal Affairs Sergeant (1)1 Dispatch Position: Dispatcher (1)1 1 1/2 Time Civilian Positions: Admin Asst. Hiring (.5 FTE)0.5 Admin Asst. Counter (.5 FTE)0.5 Total Est. Salary, Benefits & Equipment*798,180 764,360 819,819 451,353 175,890 0 0 0 Est. per Financial Plan Est. Offsetting Revenue COPS Hiring Grant**(88,873)(81,493)(79,634)0 0 0 0 0 Revised Total Est. per Financial Plan by Budget Total Cumulative Costs *Estimates are based on FY 25-26 salaries and include 2% inflator each year. Equipment includes officer safety equipment and vehicles. **Offsetting COPS funding totals $250,000 for a three year period for 2 officers. 865,729 1,111,201 825,498 273,562 Implementation Option 1 2025-27 Financial Plan 2027-29 Financial Plan 2029-31 Financial Plan 2031-33 Financial Plan 776,856 1,031,567 825,498 273,562 695,363 1,726,930 2,552,428 2,825,990 Implementation Option 2 2025-27 Financial Plan 2027-29 Financial Plan 2029-31 Financial Plan 2031-33 Financial Plan 1,045,883 475,726 493,077 836,878 1,045,883 475,726 581,950 998,005 1,562,540 1,271,172 175,890 0 2,375,838 2,851,564 Implementation Option 3 2025-27 Financial Plan 2027-29 Financial Plan 2029-31 Financial Plan 2031-33 Financial Plan 493,077 1,329,955 1,392,174 2,583,712 2,759,602 2,814,794 1,473,667 1,191,538 175,890 0 Page 469 of 619 Page 470 of 619 Police Department Staffing Study Chief Rick Scott David Swing, CPSM Staffing Study Background Strategic Plan completed January of 2024 identified need for an in-depth Staffing Study. Requests for proposals were release January 27th, 2024. Several highly qualified firms responded - CPSM was awarded the project. Over the next 10 months CPSM: Gathered data and conducted forensic analysis Conducted departmental interviews and assessments Designed validated recommendations for improvement 2 Staffing Study Report Agenda Introduction to the Center for Public Safety Management (CPSM) and Mr. David Swing Review of the Assessment Report: Methodology / Data Crime Rate Compared Rule of 60 The Communications Center Neighborhood Policing Beat Structure Staffing Recommendations Potential Implementation Models 3 Police Operations and Staffing Analysis San Luis Obispo Police Department San Luis Obispo City Council Presentation January 14, 2025 CPSM Project Staff •David Swing, Police Chief (Ret.), Senior Public Safety Consultant (Lead) •John Perez, Police Chief (Ret.) Senior Public Safety Consultant •Martin Baeza , Deputy Police Chief (Ret.) Senior Public Safety Consultant •Dov Chelst, Ph.D., Director of Qualitative Analysis Methodology •CPSM provides a standardized approach to understanding each agency •Data Analysis July 1, 2023 through June 30, 2024 (two eight week periods) •Site Visit •Focus Groups •Document Review •Operational and Administrative Observations General Observations •The department’s employees enjoy caring for the community – embracing a “no call too small” philosophy of service •Employees like the direction of the department •The department should take advantage of technological advances across the organization •The city’s crime rate is higher than comparable cities •The primary police building and fleet need a refresh Crime Rate Municipality State 2022 2023 Population Crime Rates Population Crime Rates Violent Property Total Violent Property Total Atascadero CA 30,226 390 1,403 1,793 30,323 214 999 1,214 Goleta CA 32,296 152 1,657 1,808 32,503 172 1,449 1,621 Hollister CA 42,681 323 806 1,129 42,547 343 879 1,222 Lompoc CA 43,654 499 1,936 2,435 43,591 484 1,762 2,246 Paso Robles CA 30,906 317 1,695 2,013 30,792 403 1,598 2,001 Porterville CA 62,653 487 2,086 2,573 62,508 445 2,070 2,515 Santa Barbara CA 85,847 480 2,152 2,631 85,382 611 1,815 2,427 Santa Cruz CA 62,809 712 3,544 4,256 62,929 655 2,390 3,045 Santa Maria CA 109,348 650 2,780 3,430 109,687 617 2,367 2,984 Santa Paula CA 31,118 328 1,102 1,430 31,400 382 847 1,229 Seaside CA 32,390 417 1,216 1,633 30,187 434 831 1,265 San Luis Obispo CA 47,394 563 3,682 4,245 48,249 526 2,628 3,154 California 39,114,785 500 2,343 2,843 39,109,070 511 2,273 2,784 National 332,403,650 380 1,954 2,334 NA Recommendations This report is not a “fix all” for the department, but it can be used as a “roadmap” to making the agency more efficient and effective •Overall report is 150 pages •Approximately 55 recommendations in report, mostly focused on staffing (some, but not all, will be covered in this presentation) •Range from simple operational or procedural to long term human resource and capital investments •Some recommendations are general and require research and deliberation •Recommendations are based on data, legal considerations, best practices and experience Patrol Staffing “The Rule of 60” Part 1 - Ratio of Patrol : 60% of sworn officers should be assigned to patrol 40% to Investigations, specialty assignments, etc. •SLOPD at time of report = 68% of sworn personnel are assigned to patrol staffing Part 2 - Saturation Index : 60% of time responding to calls 40% of time “discretionary time” •SLOPD = the studied time period routinely exceeded 60% total work time “discretionary time” is time used for pro-active enforcement and citizen engagement (absent lunch and breaks) Workload Percentage by Hour Summer 2024, Weekdays The Saturation Index exceeds 60% about 8:00 am and continues until about 2:00 am Operations and Dispatch •Increase patrol staffing by one Sergeant and six officers by adding mid- day shift •Reduce collateral assignments of supervisors to allow for greater supervisory presence •Formalize Senior Officer Program with selection process and training •Employ data-driven or hot spot traffic enforcement methodology •Move dispatch supervisors into a supervisor role •Increase dispatch staffing by two dispatchers •Assign calls based on beat designation Response Times Dispatch is creation of call to officer dispatched Travel is dispatched to on-scene Category Minutes in Summer Minutes in Winter Dispatch Travel Response Dispatch Travel Response Accident 15.4 16.3 26.1 10.3 17.5 26.4 Alarm 10.8 13.9 22.2 7.0 11.6 18.1 Animal call 11.1 20.0 30.4 9.5 15.5 18.8 Assist community member 16.7 18.2 30.2 19.9 20.9 35.0 Assist other agency 16.4 12.4 29.8 20.9 11.9 33.0 Crime against persons 16.9 31.5 47.3 13.5 14.3 24.4 Crime against property 23.6 22.5 42.7 18.5 21.9 35.3 Disturbance 13.8 15.7 28.4 13.1 14.1 25.3 Investigation 16.9 17.8 34.7 12.8 17.2 28.5 Mental health 10.6 8.3 17.9 36.0 10.8 43.7 Miscellaneous 11.2 29.8 38.6 13.9 27.4 36.6 Suspicious incident 12.7 15.1 26.0 12.9 13.9 27.9 Traffic enforcement 13.4 18.6 25.9 10.7 16.5 25.6 Violation 14.9 19.4 36.2 13.2 24.1 34.0 Total Average 16.6 17.4 32.9 13.8 17.1 28.5 Proposed Beat Map Beat Calls Work Hours A 4,172 3,447 B 4,680 3,836 C 3,945 3,528 D 3,345 3,320 Neighborhood Policing Personnel Recommendations Classification – Sworn FTE Classification – Professional FTE Patrol Sgt.1 Dispatcher 2 Prof. Standards Sgt.1 Hiring/Training 0.5 Patrol Officer 6 Records 0.5 Detective 2 School Resource Officer 1 Total 11 Total 3 Fleet and Facility Recommendations •Ensure timely replacement of patrol vehicles •Move evidence vehicles to off-site location •Increase facility security (fencing and bullet resistant glass) •Move traffic into 1042 Walnut location •Update the 1042 Walnut facility San Luis Obispo Police Department Staffing Implementation Models Proposed Implementation Option #1 4.5 / 5 / 3.5 / 1 18 Proposed Implementation Option #1 4.5 / 5 / 3.5 / 1 19 Proposed Implementation Option #2 3 / 4.5 / 4.5 / 2 20 Proposed Implementation Option #3 7.5 / 5 / 1.5 / 0 21 Recommendation Receive and file the Police Department’s Organizational Staffing Study. DISCUSSION