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Home My WebLink AboutDAVID M. GRIFFITH & ASSOCIATES - Operational Review of Police Dept 7/21/97 Includes report presented to Council 7/13/98; Study Session 7/27/98; Approval of Implementation of Recommendations 9/8/98 - 1997-07-21�f' I G �OWEN�RG - P4 ISCITY OF HUNTINGTON BEAR MEETING DATE: 9-8-98 DEPARTMENT ID NUMBER: PD98-017 Council/Agency Meeting Held: 9 S Daf,erred/Continued to: V Approved 7 Conditionally Approved © Denied 1)EP Clerk's Signature Council Meeting Date: 9-8-98 Department ID Number: PD98-017 CITY OF HUNTINGTON BEACH REQUEST FOR COUNCIL ACTION SUBMITTED TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS SUBMITTED BY: RAY SILVER, City Administratorxx4J PREPARED BY: RONALD E. LOWENBERG, Chief of Police SUBJECT: APPROVAL OF RECOMMENDATIONS ON PERATIONAL REVIEW OF THE POLICE DEPARTMENT Statement of Issue, Funding Source, Recommended Action, Alternative Action(s), Analysis, Environmental Status, Attachment(s) Statement of Issue: The operational review of the Police Department has been completed by DMG & Associates. Should the Police Department implement the changes recommended? Funding Source: Pending receipt of grant funds for staff positions, no additional funds are required for FY98-99. Additional funding will be required in the 1999-2000 General Fund Budget. Recommended Action: Motion to approve as amended and implement revised recommendations. Alternative Action(s): Do not approve the amended recommendations and direct staff on a different approach or directions. Analysis: On July 21, 1997, the City Council approved retaining David M. Griffith & Associates (DMG) to conduct an operational review of the Huntington Beach Police Department. The primary purpose of the study was to review specific areas in the Police Department and to conduct an in-depth analysis of its operations to determine if there were opportunities to make improvements which could lead to both cost savings and improved service to the community. pd98-017 August 31, 1998 2:10 PM RIQUEST FOR COUNCIL ACTION MEETING DATE: 9-8-98 DEPARTMENT ID NUMBER: PD98-017 DMG consultants were directed to focus on five areas as follows: Review the scheduling and allocation of line -level personnel resources to optimize the delivery of police service to the community considering economic and staffing constraints and rising overtime costs experienced by the Department. The areas to focus upon are: Patrol, Communications, Investigation Division to include General and Special Investigation, Jail. A) Determine minimum staffing requirements in Patrol comparing safety and acceptable public safety service to the community with consideration of financial limitations. B) Determine the optimum additional staffing requirements in Communications and the Jail to reduce overtime spending with the intent of reducing net program costs. C) Analyze investigative work distribution and loads in the Investigation Division and determine optimum staffing requirements. D) Determine optimum number of Investigative personnel required for call -outs to major crime scenes considering urgent and comprehensive evidence collection and financial limitations. 2. Are Management personnel utilized in the most effective manner to meet supervisory needs of the Department and the service requirements of the community considering economic and staffing constraints? A) Analyze the span of control and scheduling of management personnel and offer recommendations, if any, for reorganizing or re -deploying management positions in a more effective manner. B) Is the Department properly staffed with supervisory personel? 3. Analyze the policies and procedures for conducting Internal Investigations of officers of the Huntington Beach Police Department when complaints are filed against them by members of the public. A) Identify possible improvements in the process. B) Is the process by which a cirtizen files a complaint against a Police Officer a non- intemidating, customer friendly process? C) Are the concerns of the complainant being properly addressed? D) Are complaints against Police Officers being objectively investigated in timely manner? Are complainants informed of the outcome of the internal investigation in a customer friendly manner? 4. Assess the city's Aero Bureau operation and recommend areas where cost savings, cost avoidance, and/or improved productivity can be accomplished. A) What should be the optimum size of the helicopter fleet to service the needs of the community. B) Determine the schedule for helicopter replacements that will maximize officer safety and replacement value considering financial limitations. pd98-017 -2- 08112/98 8:32 AM RSUEST FOR COUNCIL ACTIQN MEETING DATE: 9-8-98 DEPARTMENT ID NUMBER: PD98-017 5. Evaluate the quantity and quality of training provided to our Police Officers. A) Is the Police Department Standards and Procedures in the area of training adequate to Insure well trained Police Officers? During the last twelve months a comprehensive study was conducted by DMG & Associates, that included the use of a variety of survey instruments, extensive interviews, detailed data collection and analysis, interactive study processes with city staff and a council sub- committee, and a variety of other methodologies. On July 13, 1998, John Heiss, Director of Operations of DMG & Associates, presented the results of the operational review to the City Council at a Study Session. At a subsequent Study Session on July 27, 1998, Chief Lowenberg and senior command staff expressed their agreement with the majority of DMG's recommendations, and presented their suggstions for revisions to some of the consultants' findings. See attachment #A. With Council approval, staff will direct implementation of amended recommendations to begin immediately. Environmental Status: DNA Attachment(s): Management & Operations Analysis Matrix RCA Author: Capt. McErlain pd98-017 -3- 08/12198 1:20 PM INIANAGENIENT AND OPERATIONS ANALYSIS OF THE. HUNTINGTON BEACH POLICE DEPART-NIENT DNIG Rgcommendations Page No. HBPD Staff Recommendation I. The city should adopt the minimum 35% pro -active and 28 Agree with recommendation. The department 65% call for service time target as the basis far determining recently applied for a federal Universal Hirintr patrol staffing needs, and convert overtime used to staff Program (LJHP) grant to cover the salary and patrol on a continuing basis to ten additional officer benefit costs for these ten officers over a three-year positions for patrol. Given the availability of the helicopter period. If awarded, the federal contribution will as a patrol support and pro -active tool, the 351/o/65% time amount to 5600,000 in the first year and require a balance is a practical and appropriate target for determining city match of $51,525. In the second year, the patrol staffing needs in Huntington Beach now and in federal portion will amount to 5150,000 and coming years. require a $551,231 local match. The third year and thereafter, the city will be obligated to cover 100% of these costs. If the department does not receive the award other funding options or a phased approach will be considered. The department should know by the end of September if the grant request is accepted. The converting of overtime used to staff patrol will need to be decreased over time to allow for the recruitment, hiring, and training of police officers to replace the overtime funded positions. 2. The department should explore the possibilities of 29 Agree with recommendation. The police maintaining the Mobile Task Force on a continuing basis. department will examine all potential organizational changes to appropriately staff the Mobile Task Force. As a related issue, the police department will contact the Huntington Beach public school districts reference their absorbing the cost or portion thereof to fund the two current Huntington Beach Police Department School Resource Officers. Imple entatigil Schedule If grants received, recruitment for the additional positions will occur immediately. October 1, 1998. February I, 1999 DNIG Recommendations Paae No. BRED Staff Recommendation Implementation Schedule 4_ r� L 5. • The current dedication of resources to traffic accident investigation should be reevaluated to determine if those resources would better support core law enforcement services if assianed to other areas of the department. The department should retain two traffic accident investigator positions to handle serious accidents and follow-ups. The department could eliminate the full investigation of all except injury and hit-and-run accidents_ Two of the five accident investigators could be redeployed as motor officers. 000— Six additional full-time dispatcher positions should be authorized for the Emergency Communications Center; and that overtime be authorized and funded to support an additional .6 of a dispatch position. --adom— Currently the Huntington Beach Police Department contributes ant officer to the Orange County Auto Theft Task Force (OCNIT). The department should periodically monitor the results of this investment to confirm that the task force activities benefit the city on an overall basis. 31,32 Disagree with recommendation. Eliminating the traffic accident investigator positions, and, therefore, decreasing the level of traffic accident investigation services to the community, is not consistent with the department's community policing philosophy. The department's experience is that the community highly values the level of traffic police services currently provided. 46 Agree with recommendation. The department applied for a grant through COPS MORE '98 to corer the salary and benefit costs for six communications operators. If awarded, the federal contribution will amount to $186,503 in the first year and require a 25% city match of $62.168. Pending future congressional appropriations, awards may be renewed for up to two additional years after the initial grant period. If the department does not receive the award, other funding options or a phased approach will be considered. The department should know by the end of September if the grant request is accepted_ 56 Agree with recommendation. This position is entirely reimbursed by the state through the Sl addition to DMV registration.' There is no net cost to the city. Not applicable. If grant funding is received, recruitment will begin October 1, 1998. Throughout FY 1998/99. DINIG Recommendations 6. The department's commitment to the Regional Narcotics Suppression Program (RNSP) should be re-evaluated. 9. to 0 The department and the city should re-examine their commitment of one officer to assisting other jurisdictions in the investigation of Internet child pornography cases. The department should have one Civilian Domestic Violence Specialist assigned to the General Investigation Bureau's Crimes Against Persons UrA Domestic violence investigations are very labor intensive due to victim and District Attorney follow up. The department should evaluate its commitment of resources to the area of Economic Crimcs/Fraud investigations. The department should review the investigations to avoid any redundancy of investigation by another agency and the "community impact" of the various economic crimes currently being investigated. The department should evaluate reallocating one officer currently assigned to the Auto Theft Unit to the Patrol Bureau or another pro -active assignment. Steps should be taken to make the process of fling citizen complaints more open to and user friendly for members of the public. The department should modify and/or expand the Citizen Complaint Reporting Procedure pamphlet to ensure that it is easily understood by citizens. The current correspondence to the citizen regarding a complaint investigation can be confusing. Further explanation of the citizen complaint investigation process could alleviate this confusion. The correspondence should be modified so it is easier to understand. acre No. HUEDa Recommendption Im Item Lion Schedul 58 Agree with recommendation. The commitment to September, 1998 the RNSP will be reduced to only two investigators. The other two investicrator positions will be reassigned to the Patrol Bureau to help reestablish the Mobile Task Force. 58,59 Agree with recommendation. The department will Throughout FY 1998!99. continue to monitor - the benefits of this commitment on an ongoing basis. 62,63 Agree with recommendation. The department will Throughout FY 1998/99. evaluate the needs for reassigning Investigation Division personnel to other assignments as it considers department organizational changes. The addition of a Civilian Domestic Violence specialist would greatly assist the department in meeting the needs of domestic violence victims. This Domestic Violence Specialist position will soon be staffed through contract with CSP and funded for one year by an approved OCJP grant. 72, 73, 74, ;Agree with recommendation. The department's Begin immediately. Completion by 75 Professional Standards unit will review the entire February 1, 1999. citizen complaint process to ensure that the DitMG recommendations are implemented. The closure information provided to citizens who have filed citizens complaints will be improved. 75,76 ,agree with recommendation. The Professional October 1, 1998 Standards Unit will review the existing letter and make the necessary modifications. DMG Recom endations If. The department should monitor disposition patterns on citizen complaints on an annual basis to identify chances in any disposition patterns. The department should monitor the volume and the nature of the complaints received as well. The department should ensure that any changes made are due to the validity of the citizen's complaints, rather than the department's internal process. 12. The department should initiate steps to ensure that the immediate supervisor of the subject of a citizen andlor internal complaint has direct involvement in the investigation and discipline complaint process. The . immediate supervisor should provide input via the chain of command as to the final discipline of the involved employee. The department should also reconsider the current system of assigning many citizen and internal investigations to the Administrative Patrol Sergeant for investigation. --dimbs— 13. The department should increase the amount of training received by Professional Standards Unit investigators upon their initial assignment to the Unit. The department should consider instituting a "ride -along" program for supervisors from throughout the department who would work with current Professional Standards Unit Investigators. The department should he afforded expert legal counsel on an as needed basis for all aspects of the internal affairs process. This could significantly strengthen the outcome of cases and potentially moderate appeals reversals. Paa o. 11BPD Staff Recommendaljpn 78.79 Agree with rocornmendation. This recommendation is currently being conducted by the Professional Standards Unit. The volume of complaints are currently forwarded to the State Department of Justice on an annual basis. 81.82 Agree with recommendation. The department will initiate a modification to the complaint investigation process to include immediate supervisors in the recommendation of discipline for the involved employee. In addition, citizen and internal complaints, when not assigned to the Professional Standards Unit for investigations, will be assigned by the Division Commander to the appropriate supervisor for investigation and recommendation. Agree with recommendations. The department 83,84 will seek additional training for the Professional Standards Unit investigators. However, additional training funds may be necessary to accomplish this recommendation. The department will analyze the overall effectiveness of a "ride -along" type program within the Professional Standards Unit. The department strongly agrees with the recommendation of having area specific expert legal counsel available on an as needed basis for all internal affairs investigations. Collaboration with the City Attorney's office will need to occur to implement this recommendation. No additional funding will be requested at this time. Implementation Schedule Throughout FY 1998/99. October I, 1998 October 1, 1998 4 17G Recommend atious ease No. l Staff RecommendationLm_plpmentation Schedule 14. 0 15 Currently citizen and internal complaint investigations often are not meeting the department's 30-day target for completion. To meet that target, the department should initiate a Professional Standards Unit backup investigator process when demands peak, and should provide additional clerical assistance for the entire process. The department should place a full-time clerical person in the Professional Standards Unit who would handle the clerical work of the Unit investigators and would provide supplemental support for other departmental personnel involved in preparing documents and information for the internal affairs process. The department should, via the chain of command, hold all subordinates accountable for completing investigations within the time frames established by the department. if a complaint is to take longer than 30 days to complete, the department should initiate steps to notify the citizen filing the complaint that the investigation will not be completed within the 30-day time frame. The department should maintain a "tickler" file to identify those investigations that have reached the 30-day time frame. 84, 85, 86, Agree with the recommendation to assign 87,88 additional clerical personnel to the Professional Standards Unit and to maintain a "tickler' Ste to monitor the completion of investigations. The department currently has a "tickler' file to monitor these investigations. The department will initiate steps to notify citizens who have filed complaints that will not be completed within a 30-day time frame. However, the department will evaluate whether the 30-day time frame is a realistic standard for the completion of these investigations. No additional funding will be requested at this time. Consideration for funding of additional clerical personnel will be evaluated in FY 99/00. Trends in citizen and internal complaints and dispositions 88 should be publicized on an annual basis. The department disagrees with the recommendation of having a "backup" investigator for the Professional Standards Unit. This recommendation appears to not be feasible. The ramifications of reassigning a supervisor to the Professional Standards Unit creates additional strains on the department within other divisions. Disagree with recommendation. Much of the information regarding a complaint against an employee, by law, cannot be publicized. By publicizing the volume of complaints and the dispositions would not be an accurate reflection of the entire citizen and internal complaint process. This could create unnecessary confusion for the citizen. October 1, 1998 During FY 1998/99. D IG Recommendations as 10. HBPD Staff Recomm ld ion 11pnlemen>tarlon Schedule 16. The department should increase the funds allocated to the Training Bureau to S 150,000 annually and should give each employee access to $150-200 of this budgeted amount each year for attendance at specialized schools. • 17 18. The department should initiate interpersonal and problem oriented skills enhancement training program for employees. The department should require "after action reports" from all sworn and civilian staff who attend training outside of the department. I9. The department should initiate an in-house process to enhance supervisor and management skills at the first line and middle management level. A task force should be formed composed of Captains, Lieutenants, Sergeants, Officers and civilian personnel to identify the key roles and responsibilities for a Sergeant, civilian supervisors and Lieutenants_ 91,92 Agree with recommendation regarding the additional funding to bring the Training fund budget to $150,000 annually. However, the department disagrees with giving each employee access to 5150-200 of this budgeted Training fund. Managin-the funds allocated to each employee would be counter productive to the overall training goals of the department. However, the department will review its process of providing training to its employees to ensure that the Training funds are equitably distributed throughout the department. No additional funds will be required at this time. Consideration for additional funding for training will be evaluated in FY 99/00. 92 Agree with recommendation. 93 Agree with recommendation. The department will initiate steps to review all possibilities of spreading the information related to outside training to other members of the department. 93, 94 Agree with recommendation; however, additional funding may be necessary to properly staff the efforts of the task force. Organizational team building efforts. will also be examined. No additional funds will be requested at this time. Consideration for additional fundinir will be evaluated in FY 99/00. February 1, 1999 January 1, 1999 February 1, 1999 February 1, 1999 DMG Recotnmendalim Page No. HUD Staff Recommendations Implementation Schedule 20. The department should revise the performance planning and assessment process for supervisory and middle management positions. 95,96 Agree with recommendation. Currently the department has initiated steps to modify the current employee performance evaluation document. A goal of the department has been to modify the evaluation document so that it is more specific to supervisory and middle management positions, organizational values, and the Community Oriented Policing philosophy. 21. The department should develop a three-year trining plan 96,97 which integrates all training to be done within the department. �2. Currently a sworn Captain manages the department's Technical Services Division. The city should consider moving towards transitioning this sworn position to a cirltian manager as turnover occurs. 40 Agree with recommendation. The department's Training Bureau will initiate a collaborative effort to develop a training plan for the department. 98, 99, 100 Disagree with recommendation. The department should maintain its current structure. It should recruit a qualified replacement for its Systems Group :Administrator position. The department will work closer with both city and other experts on issues such as Personnel, Information Systems, and Purchasing. Replacing a sworn Captain with a civilian manager significantly decreases the department's flexibility in managing the organization. It reduces career development for employees. In addition, a civilian manager lacks the experience, knowledge and understanding of overall police operations. V May 1, 1999 February 1, 1999 Not applicable. 1 o me ati a No. IIUPD Staff Recommendations Implementation Schedule 23. The department and the city should consider adjustments in 101, 102, Disagree with recommendation. It is vital that the Not applicable. the plan of management and administrative organization as 103, 104, department have management control over issues turnover through retirement and other transitions occur at 105 such as drug testing, discipline/grievances. civil the Lieutenant level. It is recommended that two lawsuits, firearms training, external and internal Lieutenant positions, one from the Administration Division audits, city council initiated issues, Atnericans and one from the Investigation Division, be eliminated With Disability Act issues (ADA) and the through attrition. department's undercover operations to include narcotics and vice investigations. City personnel and police personnel will work closely to address comtemporary personnel issues. Eliminating the Lieutenant positions will significantly decrease the management control over these issues. These issues are very sensitive in nature and potentially have a significant impact on the operational integrity of the department. In addition, the potential liability involved with these issues is significant. Elimination of the positions will also reduce career enhancement opportunities for a significant number of department personnel. � - r 9 • RCA ROUTING SHEET INITIATING DEPARTMENT: POLICE DEPARTMENT SUBJECT: OPERATIONAL REVIEW OF POLICE DEPARTMENT COUNCIL MEETING DATE: I September 8, 1998 :RCA ATTACHMENTS Ordinance (w/exhibits & legislative draft if applicable) Not Applicable Resolution (w/exhibits & legislative draft if applicable) Not Applicable Tract Map, Location Map andlor other Exhibits Not Applicable Contract/Agreement (wlexhibits if applicable) (Signed in full by the City Attome Not Applicable Subleases, Third Party Agreements, etc. (Approved as to form bX CifZ Attompyj Not Applicable Certificates of Insurance (Approved by the City Attome Not Applicable Financial Impact Statement Unbud et, over $5,000 Not Applicable Bonds If applicable) Not Applicable Staff Report If applicable) Not Applicable Commission, Board or Committee Report If applicable) Not Applicable Findings/Conditions for Approval and/or Denial Not Applicable EXPLANATION 'FOKWISSING ATTACHMENTS' s..:.: REVIEWED ;;.. ' - =RETURNED:;.. 'FOR RDEU Administrative Staff Assistant City Administrator initial City Administrator Initial �G3.J City Clerk .'EXPLANATION°_ FOR -RETU RN= OF,ITEM:... RCA Author: RCA*ROUTING SHEET INITIATING DEPARTMENT: POLICE DEPARTMENT SUBJECT: OPERATIONAL. REVIEW OF POLICE DEPARTMENT COUNCIL MEETING DATE: I September 8, 1998 RCA ATTACHMENTS STATUS Ordinance (w/exhibits & legislative draft if applicable) Not Applicable Resolution (w/exhibits & legislative draft if applicable) Not Applicable Tract Map, Location Map and/or other Exhibits Not Applicable Contract/Agreement (w/exhibits if applicable) Si ned in full by the City Attome Not Applicable Subleases, Third Party Agreements, etc. (Approved as to form by City Attome Not Applicable Certificates of Insurance (Approved by the City Attome Not Applicable Financial Impact Statement Unbud et, over $5,000 Not Applicable Bonds If a licable Not Applicable Staff Report If applicable) Not Applicable Commission, Board or Committee Re ort If applicable) Not Applicable Findings/Conditions for Approval and/or Denial Not A licable EXPLANATION: FOR MISSING ATTACHMENTS REVIEWED:-' -` '!`:. .: RETURNED: FOR RDED Administrative Staff Assistant City Administrator Initial City Administrator Initial c�Ga.J City Clerk EXPLANATION FORRETURN OF ITEM: RCA Author: RCA ROUTING SHEET INITIATING COMMUNITY DEVELOPMENT DEPARTMENT DEPARTMENT: SUBJECT: PROFESSIONAL SERVICES CONTRACT WITH CIVIC SOLUTIONS, INC. FOR PLANNING SERVICES COUNCIL MEETING DATE: September 8, 1998 RCA:=ATTACHMENTS = : ... STATUS.: Ordinance (w/exhibits & legislative draft if applicable) Not Applicable Resolution (wlexhibits & legislative draft if applicable) Not Applicable, Tract Map, Location Map and/or other Exhibits Not Applicable -�` Contract/Agreement (wlexhibits if applicable) (Signed in full by the City Attomey) Attached- ' Subleases, Third Party Agreements, etc. (Approved as to fom7 by City Attomey) Not Applicable Certificates of Insurance (Approved by the CityAttomey) Attached Financial Impact Statement (Unbudget, over $5,000) Not Applicable Bonds (If applicable) Not Applicable Staff Report (If applicable) Not Applicable Commission, Board or Committee Report (If applicable) Not Applicable Findings/Conditions for Approval and/or Denial I Not Applicable :,:EXPLANATION FOR.MISSING:ATTACHMENTS` REVIEWED : RETURNED: :FORWARDED: Administrative Staff { ) ( ) Assistant City Administrator (initial) { ) ( ) City Administrator (Initial) City Clerk { ) EXPLANATION- FOR'; RETURN OF :ITEM. ,4-1, 3 v3- 7'ID � MANAGEMENT AND OPERATIONS ANALYSIS OF THE HUNTINGTON BEACH POLICE DEPAKiMENT DMG Recommendations 1. The city should adopt the minimum 35% pro -active and 65% call for service time target as the basis for determining patrol staffing needs, and convert overtime used to staff patrol on a continuing basis to ten additional officer positions for patrol. Given the availability of the helicopter as a patrol support and pro -active tool, the 351/o/65% time balance is a practical and appropriate target for determining patrol staffing needs in Huntington Beach now and in coming years. Page No. HBPD Staff Recommendation 28 Agree with recommendation. The department recently applied for a federal Universal Hiring Program (UHP) grant to cover the salary and benefit costs for these ten officers over a three-year period. If awarded, the federal contribution will amount to S600,000 in the first vear and require a city match of S51,525_ In the second year, the federal portion will amount to S150,600 and require a S551,231 local match. The third year and thereafter, the city will be obliYated to cover 100% of these costs. If the department does not receive the award, other funding options or a phased approach will be considered. The department should know by the end of September if the gent request is accepted. I --alsom- 2. The department should explore the possibilities of 29 maintaining the Mobile Task Force on a continuing basis. The converting of overtime used to staff patrol will need to be decreased over time to allow for the recruitment, hiring, and training of police officers to replace the overtime funded positions. Agree with recommendation. The police department will examine all potential organizational changes to appropriately staff the Mobile Task Force_ As a related issue, the police department will contact the Huntington Beach public school districts reference their absorbing the cost or portion thereof to fund the two current Huntington Beach Police Department School Resource Officers. Implementation Schedule Pending February 1, 1999 1 %,2 741 DMG Recommendations 3. The current dedication of resources to traffic accident investigation should be reevaluated to determine if those resources would better support core law enforcement services if assigned to other areas of the department. The department should retain two traffic accident investigator positions to handle serious accidents and follow-ups. The department could eliminate the full investigation of all except injury and hit-and-run accidents. Two of the five accident investigators could be redeployed as motor officers. 4. 5. 1111@110- Six additional full-time dispatcher positions should be authorized for the Emergency Communications Center; and that overtime be authorized and funded to support an additional .6 of a dispatch position. 01110110- Currently the Huntington Beach Police Department contributes one officer to the Orange County Auto Theft Task Force (OCATT). The department should periodically monitor the results of this investment to confirm that the task force activities benefit the city on an overall basis. Page No. HBPD Staff Recommendation 31,132 Disagree with recommendation. Eliminating the traffic accident investigator positions, and, therefore, decreasing the level of traffic accident investigation services to the community, is not consistent with the department's community policing philosophy. The department's experience is that the community highly values the level of traffic police services currently provided. 46 Agree with recommendation. The department applied for a grant through COPS MORE '98 to cover the salary and benefit costs for six communications operators. If awarded, the federal contribution will amount to S186,503 in the first year and require a 25% city match of S62,168. Pending future congressional appropriations, awards may be renewed for up to two additional years after the initial grant period. If the department does not receive the award, other funding options or a phased approach will be considered. The department should know by the end of September if the grant request is accepted. 56 Agree with recommendation. This position is entirely reimbursed by the state through the S1 addition to DMV registration. There is no net cost to the city. Implementation Schedule Not applicable. Pending Ongoing. 2 DMG Recommendations Page No. HBPD Staff Recommendation 6. The department's commitment to the Regional Narcotics 58 Agree with recommendation. The commitment to Suppression Program (RNSP) should be re-evaluated. the RNSP will be reduced to only two investigators. The other two investigator positions will be reassigned to the Patrol Bureau to help reestablish the Mobile Task Force. 7. 01111111mm— The department and the city should re-examine their 58,59 Agree with recommendation_ The department will commitment of one officer to assisting other jurisdictions in continue to monitor the benefits of this the investigation of Internet child pornography cases. commitment on an ongoing basis. r 8. T The department should have one Civilian Domestic 62,63 Agree with recommendation. The department will Violence Specialist assigned to the General Investigation evaluate the needs for reassigning Investigation Bureau's Crimes Against Persons Unit. Domestic violence Division personnel to other assignments as it investigations are very labor intensive due to victim and considers department organizational changes. The District Attorney follow up. The department should addition of a Civilian Domestic Violence specialist evaluate its commitment of resources to the area of would greatly assist the department in meeting the Economic Crimes/Fraud investigations. The department needs of domestic violence victims. This should review the investigations to avoid any redundancy Domestic Violence Specialist position will soon be of investigation by another agency and the "community. staffed through contract with CSP and funded for impact" of the various economic crimes currently being one year by an approved OC.IP grant. investigated. The department should evaluate reallocating one. officer currently assigned to the Auto Theft Unit to the Patrol Bureau or another pro -active assignment. 9. f Steps should be taken to make the process of filing citizen 72, 73, 74, Agree with recommendation. The department's complaints more open to and user friendly for members of the 75 Professional Standards Unit will review the entire public. The department should modify and/or expand the citizen complaint process to ensure that the DMG Citizen Complaint Reporting Procedure pamphlet to ensure that recommendations are implemented. The closure it is easily understood by citizens. information provided to citizens who have filed citizens complaints will be improved. 10. The current correspondence to the citizen regarding a complaint 75, 76 investigation can be confusing_ Further explanation of the Agree with recommendation. The Professional citizen complaint investigation process could alleviate this Standards Unit will review the existing letter and make confusion. The correspondence should be modified so it is the necessary modifications. easier to understand. Implementation Schedule September, 1998 Ongoing. Ongoing. Begin immediately. Completion by February 1, 1999. October 1, 1998 3 DMG Recommendations 11. The department should monitor disposition patterns on citizen complaints on an annual basis to identify changes in any disposition patterns. The department should monitor the volume and the nature of the complaints received as well. The department should ensure that any changes made are due to the validity of the citizen's complaints, rather than the department's internal process. 12. The department should initiate steps to ensure that the immediate supervisor of the subject of a citizen and/or internal complaint has direct involvement in the investigation and discipline complaint process. The immediate supervisor should provide input via the chain of command as to the final discipline of the involved employee. The department should also reconsider the current system of assigning many citizen and internal investigations to the Administrative Patrol Sergeant for investigation. 13. The department should increase the amount of training received by Professional Standards Unit investigators upon their initial assignment to the Unit. The department should consider instituting a "ride -along" program for supervisors from throughout the department who would work with current Professional Standards Unit Investigators. The department should be afforded expert legal counsel on an as needed basis for all aspects of the internal affairs process. This could significantly strengthen the outcome of cases and potentially moderate appeals reversals. Page No. HBPD Staff Recommendation 78,79 Agree with recommendation. This recommendation is currently being conducted by the Professional Standards Unit. The volume of complaints are currently forwarded to the State Department of Justice on an annual basis. 81,82 Agree with recommendation. The department will initiate a modification to the complaint investigation process to include immediate supervisors in the recommendation of discipline for the involved employee. In addition, citizen and internal complaints, when not assigned to the Professional Standards Unit for investigations, will be assigned by the Division Commander to the appropriate supervisor for investigation and recommendation. 83,84 Agree with recommendations. The department will seek additional training for the Professional Standards Unit investigators. However, additional training funds may be necessary to accomplish this recommendation. The department will analyze the overall effectiveness of a "ride -along" type program within the Professional Standards Unit. The department strongly agrees with the recommendation of having area specific expert legal counsel available on an as needed basis for all internal affairs investigations. Collaboration with the City Attorney's office will need to occur to implement this recommendation. Implementation Schedule Ongoing October 1, 1998 Immediate. May require additional training funds. 4 DMG Recommendations Page No. HBPD Staff Recommendation Implementation Schedule 14. Currently citizen and internal complaint investigations 84, 85, 86, Agree with the recommendation to assign [mmediate. often are not meeting the department's 30-day target for 87,88 additional clerical personnel to the Professional completion. To meet that target, the department should Standards Unit and to maintain a "tickler' file to Additional funding will be initiate a Professional Standards Unit backup investigator monitor the completion of investigations. The needed for the clerical position. process when demands peak, and should provide additional department currently has a "tickler" file to monitor clerical assistance for the entire process. The department these investigations. The department will initiate should place a full-time clerical person in the Professional steps to notify citizens who have filed complaints Standards Unit who would handle the clerical work of the that will not be completed within a 30-day time Unit investigators and would provide supplemental support frame. However, the department will evaluate for other departmental personnel involved in preparing whether the 30-day time frame is a realistic documents and information for the internal affairs process. standard for the completion of these investigations. The department should, via the chain of command, hold all subordinates accountable for completing investigations The department disagrees with the within the time frames established by the department. If a recommendation of having a "backup" investigator complaint is to take longer than 30 days to complete, the for the Professional Standards Unit. This department should initiate steps to notify the citizen filing recommendation appears to not be feasible. The the complaint that the investigation will not be completed ramifications of reassigning a supervisor to the within the 30-day time frame. The department should Professional Standards Unit creates additional maintain a "tickler" file to identify those investigations that strains on the department within other divisions. have reached the 30-day time frame. 15. Trends in citizen and internal complaints and dispositions 88 Disagree with recommendation. Much of the Not applicable. should be publicized on an annual basis. information regarding a complaint against an employee, by law, cannot be publicized. By publicizing the volume of complaints and the dispositions would not be an accurate reflection of the entire citizen and internal complaint process. This could create unnecessary confusion for the citizen. DNIG Recommendations 16. The department should increase the funds allocated to the Training Bureau to $150,000 annually and should give each employee access to 5150-200 of this budgeted amount each year for attendance at specialized schools. Palo. HBPD Staff Recommendation 91,92 Agree with recommendation regarding the additional funding to bring the Training fund budget to $150,000 annually. However, the department disagrees with giving each employee access to $150-200 of this budgeted Training fund. Managing the funds allocated to each employee would be counter productive to the overall training goals of the department. However, the department will review its process of providing training to its employees to ensure that the Training funds are equitably distributed throughout the department. -0401110- i 7. The department should initiate interpersonal and problem 92 oriented skills enhancement training program for employees. 18. The department should require "after action reports" from 93 all sworn and civilian staff who attend training outside of the department. 19. The department should initiate an in-house process to enhance supervisor and management skills at the first line and middle management level. A task force should be formed composed of Captains, Lieutenants, Sergeants, Officers and civilian personnel to identify the key roles and responsibilities for a Sergeant, civilian supervisors and Lieutenants. Agree with recommendation. Agree with recommendation. The department will initiate steps to review all possibilities of spreading the information related to outside training to other members of the department_ 93, 94 Agree with recommendation; however, additional funding may be necessary to properly staff the efforts of the task force. Organizational team building efforts will also be examined. Implementation Schedule February 1, 1999 Additional funding required. As soon as possible. February 1, 1999 February 1, 1999 Additional funding required. R DMG Recommendations 20. The department should revise the performance planning and assessment process for supervisory and middle management positions. 21. The department should develop a three-year training plan which integrates all training to be done within the department. 22. Currently a sworn Captain manages the department's Technical Services Division. The city should consider moving towards transitloning this sworn position to a civilian manager as turnover occurs. Page No. HBPD Staff Recommendations 95,96 Agree with recommendation. Currently the department has initiated steps to modify the current employee performance evaluation document. A goal of the department has been to modify the evaluation document so that it is more specific to supervisory and middle management positions, organizational values, and the Community Oriented Policing philosophy. 96,97 Agree with recommendation. The department's Training Bureau will initiate a collaborative effort to develop a training plan for the department. 98, 99, 100 Disagree with recommendation. The department should maintain its current structure. It should recruit a qualified replacement for its Systems Group Administrator position. The department will seek out input from both city and other experts on issues such as Personnel, Information Systems, and Purchasing, whenever possible. Replacing a sworn Captain with a civilian manager significantly decreases the department's flexibility in managing the organization. It reduces career development for employees. In addition, a civilian manager lacks the experience, knowledge and understanding of overall police operations. Implementation Schedule May 1, 1999 February 1, 1999 Not applicable. 7 DMG Recommendations 23. The department and the city should consider adjustments in the plan of management and administrative organization as turnover through retirement and other transitions occur at the lieutenant level. It is recommended that two Lieutenant positions, one from the Administration Division and one from the Investigation Division, be eliminated through attrition. CT/mm Page No. HBPD Staff Recommendations 101, 102, Disagree with recommendation. It is vital that the 103, 104, department have management control over issues 105 such as drug testing, discipline/grievances, civil lawsuits, firearms training, external and internal audits, city council initiated issues, Americans With Disability Act issues (ADA) and the department's undercover operations to includc narcotics and vice investigations. Eliminating the Lieutenant positions will significantly decrease the management control over these issues. These issues are very sensitive in nature and potentially have a significant impact on the operational integrity of the department. In addition, the potential liability involved with these issues is significant. Elimination of the positions will also reduce career enhancement opportunities for a significant number of department personnel. Implementation Schedule Not applicable. DMG Volume I Final Report for the Management Audit of the Police Department CITY OF HUNrINGTON BEACH, CALIFORNIA June,1999' David NL Griffith & Associates Burlingame, California O Table of Contents Chapter Page Number Executive Summary E -1 I. Introduction 1 II. Field Law Enforcement Operations 8 III. Communications Center Operations 35 I V . Investigative Operations and Services 49 V . The Internal Affairs and Complaint Investigation Process 65 V I . Assessment of Training Programs and Processes 90 V I I . Management and Administrative Organization 96 Appendixes A , Profile of Organization and Operations A - 1 B Data Collection and Evaluation Methodology Employed to Analyze Patrol Staffing B -1 C Internal Affairs Materials C - 1 D Training Profile D -1 E Results of the Employee Attitude Survey E -1 David M. Griffith & Associates EXECUTIVE SUMMARY EXECUTIVE SUM ARY The report which follows presents the results of the management audit of the Huntington Beach Police Department. This study was commissioned to accomplish the following: • Evaluate current staffing and workload and assess capabilities to fulfill police service objectives given current policing approaches. This included: - Evaluating service levels in the context of industry standards and service levels in comparable communities. Analyzing current staffing compared to workload and service level objectives and identifying issues in the context of current policing approaches, industry standards, and patterns in other, comparable communities. Identify staffing issues. • Identify and evaluate options for achieving overall policing objectives including staffing needs and potential changes in policing approaches. • Evaluate major support programs such as training and internal affairs processes. This Executive Summary presents our major findings and recommendations which are presented in detail in the report which follows. The report has been submitted in two volumes as follows: • Volume One contains our analysis of the Department and presents our findings and recommendations. • Volume Two contains a series of technical appendixes which contain detailed information supporting the analysis which is contained in the main body of the report. Our principal findings and recommendations follow for each of the major study areas. David M. Griffith & Associates Page E - 1 Executive Summary for the Management Audit of the Huntington Beach Police Department • Comparative Overview -- The main body of the report provides the results of a comparative survey we conducted to place the Huntington Beach Police Department in a comparative context. The survey compared the HBPD to seven other departments serving comparably sized jurisdictions. The next table highlights major comparisons developed through the survey. Comparison Huntington Survey Jurisdictions Beach PD High Low Average Sworn Officers per 1,000 Population 1.2 2.2 1.4 1.7 Part I Offenses Reported 7,336 22,205 9,456 14,561 Part I Offenses Per 10,000 Population 404 1,291 585 851 Part I Offenses Per Sworn Officer 34 51 Ratio of Management and J5M9J35 Supervisory Positions as a Percent of Total Sworn Staff Chief through Lieutenant 6.5% 7.5 % 5.1% 6.4 % Chief through Sergeant 20.7 % 23.7 % 16.5 % 19.3 Span of Control -- Management and Supervisory Staff (Chief - 1:3.8 1:5.1 1:3.8 1:4.2 through Sergeant versus sworn line staff) Sworn Positions in Special Assignments as a Percent of 20 �� 22 % 10 % 16.5 % Total (pro -active units, administrative assignments) Principal conclusions which can be drawn from the survey are that: (1) Huntington Beach has significantly fewer officers per 1,000 population than the survey jurisdictions, but also has a crime rate which is less than half the survey jurisdictions' average; (2) The HBPD is comparable to the average of the survey jurisdictions based on those measures which compare proportion of staff resources devoted to management and supervision; and (3) The HBPD is slightly above the survey jurisdiction average in terms of total available sworn staff resources assigned to special units and activities compared to the proportion of sworn staff resources assigned to the core law enforcement functions of patrol and investigations. It should be noted that management and supervisory span of control comparisons are limited to sworn staff. Since the Huntington Beach Police Department has more non -sworn staff (and David M. Griffith & Associates Page E - 2 Executive Summary for the Management Audit of the Huntington Beach Police Department functions like the Forensic Laboratory and Jail), the spans of control of HBPD management and supervisory staff are larger than those indicated in the table. From a comparative perspective, there is no indication that the HBPD is "top heavy" compared to other similar departments. Community Oriented Policing Status. We have found that the Police Department has made good progress in moving toward community oriented policing. Our specific findings are that: The program still in formative stage and progress is influenced by patrol staffing and workload issues. The critical components of a community oriented policing program are in place and working. Mechanisms are being established to begin to involve patrol officers. The Department's training program generally supports the community oriented policing program. Overall, the Department has developed a practical approach to community oriented policing which is working. Patrol Operations and Workload. A major focus of the current study was evaluation of patrol workload, staffing, and service levels. Patrol staffing and workload was evaluated compared to a time utilization pattern of 65 % call for service time and 35 % pro -active time guideline which research has indicated represents the minimum threshold for handling calls for service and providing reasonable response times. Our findings are that: Current authorized patrol staffing falls well short of levels necessary to meet recommended threshold time utilization patterns during most day and all swing shifts. When overtime use is considered, the Department is able to meet the recommended threshold time utilization patterns. It is clear that the Department's current use of overtime is not excessive since the great majority of that overtime is used to provide basic field patrol coverage. However, institutional use of overtime to provide basic patrol staffing coverage is counter to Community David M. Griffith & Associates Page E - 3 Executive Summary for the Management Audit of the Huntington Beach Police Department Oriented Policing including building team continuity and officer - beat/natrol area relationshins_ As a result, we have recommended that the Department and the City convert overtime to 10 additional police officer positions for patrol. In the context of the above, the Helicopter support resource provides a valuable adjunct to patrol and is deployed consistent with call for service and workload patterns. The only other deficiency identified involving patrol and community oriented policing services and operations involves the Department's current inability to staff and deploy the pro -active mobile task force for street enforcement in support of patrol on a continuing basis. In subsequent sections of the report, we have identified several positions and functions from which we believe staff can be reassigned to provide a mobile task force on a continuing basis. We have found that the Department's Traffic Enforcement program is well staffed, deployed, and managed and that traffic enforcement officers meet productivity guidelines. We do believe that at least two officer positions could be freed for patrol and the mobile task force by reducing accident investigations services -- limiting investigations to injury and hit-and-run accidents. • Communications. Communications is a critical patrol support function. Our analysis has indicated that: Authorized staffing of 16 dispatchers falls 6.6 full -time - equivalent positions (FTE) short of the level required based on our detailed workload analysis. As a result, we have recommended at minimum, six additional dispatcher positions be authorized with overtime employed to cover the remaining .6 FTE. We have also recommend that the Department maintain the current number of supervisors, but use supervisors to back -fill vacancies and absences as they occur to reduce overtime and cover staffing fluctuations as turnover occurs. David M. Griffith & Associates Page E - 4 Executive Summary for the Management Audit of the Huntington Beach Police Department Investigations include both core or reactive investigations (which involve follow-up investigations of reported crimes) and pro -active investigations (which involve activities focused on either suppressing crimes or targeting major offenders). Our findings and recommendations related to investigative services in the Huntington Beach Police Department are as follows: Core Investigations. Investigator caseloads, as measured by the number of Part I offenses per core, line investigator are relatively low compared to other jurisdictions -- 305 per investigator in Huntington Beach compared to 400 to 650 Part I offenses per investigator in other jurisdictions including those surveyed during the study. Once misdemeanors and other cases are considered, HBPD investigative caseloads are in the range of average caseloads in comparable jurisdictions. The Department provides high investigative service levels -- especially through the economic crimes unit which provides investigations of complex financial crimes which is consistent with demand in the Huntington Beach environment.. The Department employs strong case and workload management techniques in the Investigative Services Division. This ensures that investigative staff time is focused on those cases with the highest solvability potential. Fro -active Investigations. The Department's in-house units pro -active investigative units (e.g. vice, gangs, narcotics) are well directed and effective. The Department has made a heavy investment in regional activities such a regional narcotics enforcement which we believe are showing diminishing returns in regard to asset seizure revenues and regional enforcement activity focused on Huntington Beach. As a result, we have recommended reducing staff commitments to the Regional Narcotics Task David M. Griffith & Associates Page E - 5 Executive Summary for the Management Audit of the Huntington Beach Police Department Force and reallocate from one to two positions to a pro -active unit in patrol. Internal Affairs. We evaluated the Department's internal affairs process and are findings are that: The process is consistent with current practice in other agencies. There is no indication based on available data that officers under disciplined, nor that the process favors officers when complaints arise. Data clearly indicate that citizen complaints are declining and are significantly outnumbered by issues raised by departmental staff about their peers. Recommended process improvements focus on increased user friendliness related to informing citizens of how to file complaints, receiving them at the Department, and providing more understandable closure information about the disposition of their complaint. Other recommended improvements include: Providing the Department improved access to expert legal counsel on discipline and civil exposure issues. Several adjustments involving who provides input to cases as they are investigated within the Department. Training. Our evaluation of the current training program resulted in the following findings and recommendations: There are a number of positive and innovative aspects associated with the current training program including the Field Training Officer (FTO) program, incident and officer reaction simulation training, and links between the training program and Community -Oriented Policing.. Our recommendations include : (1) Increasing the funds allocated to training by $ 40,000 annually and give each employee control over $150 to $200 of this budgeted amount each year for attendance at specialized schools; (2) Adding interpersonal and problem oriented skills enhancement training to the annual In -Service training program; (3) Developing an In -House process to enhance supervisor and Dauid M. Griffith & Associates Page E - 6 Executive Summary for the Management Audit of the Huntington Beach Police Department management skills at the first line and middle management level; (4) Revising the performance planning and assessment process for supervisory and middle management positions; and (5) Developing a three year training plan which integrates all training to be done in the Department. Management Staffing and Administrative Organization. The final chapter of the report presents our recommendations involving management and administrative organization and staffing. We have recommended an organizational adjustment which involves converting one of the four captain, division manager positions to a non -sworn Technical Service Nanager position to plan, coordinate and implement specialized technical services in the Department (e.g. communications, information systems development, and information management). It needs to be clearly understood that this recommendation retains four top management, division manager positions, but coverts one captain position to a non -sworn specialist technical manager which we believe is more consistent with providing continuing expertise in the complex and developing field of law enforcement information and communications management. The proposed organization also includes reducing middle management staffing by two lieutenant positions as retirements and other turnover occurs. The report which follows presents these findings and recommendations in more detail. David M. Griffith & Associates � Page E - 7 I. INTRODUCTION I. MMODUCTION The report which follows presents the results of the management audit of the Huntington Beach Police Department. This first chapter introduces study objectives and methodology, and provides some comparative information about the Department in the context of similarly sized communities. 1. THE PRINCIPAL OBJECTIVES OF THE STUDY WERE TO EVALUATE_ THE MANAGEMENT AND OPERATI NS OF THE POLICE DEPARTMENT. _.,. _, The City of Huntington Beach, including both the City Council and the City Administrator, determined that it was appropriate to conduct a comprehensive analysis of the organization, operations, and services of the Police Department. Given the importance of public safety in the Huntington Beach community, and the significant investment the City has in the Police Department this study was commissioned to accomplish the following: • Evaluate current staffing and workload and assess capabilities to fulfill police service objectives given current policing approaches. This included: Evaluating service levels in the context of industry standards and service levels in comparable communities. Analyzing current staffing compared to workload and service level objectives and identifying issues in the context of current policing approaches, industry standards, and . patterns in other, comparable communities. Identify staffing issues. • Identify and evaluate options for achieving overall policing objectives including staffing needs and potential changes in policing approaches. David IV. Griffith & Associates Page 1 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Evaluate major support programs such as training and internal affairs processes. To fulfill these study objectives, a broad variety of data collection and analytical tasks were completed. 2. STUDY METHODOLOGY INCLUDED DETAILED ANALYSIS OF INTERNAL OPERATIONS AND WORKLOAD AND COMPARISON OF THE HUNTIINGT01 T BEACH POLICE DEPARTMENT WITH OTHIIt JURISDICTIONS. The basic components of study methodology included the following: Through interview and review of records and operating reports, the study team developed a detailed narrative and statistical Profile of Police Department staffing, workload, operations and services. The purpose of the Profi a was to provide the data base for more detailed analysis of staffing issues over the course of the study. The Profile was developed in draft form and submitted to and by the Police Department for review and correction. Appendix A to this report contains the final Profile developed during the study. Employee attitudes toward staffing and service issues were solicited through an employee attitude survey and selected individual interviews. Appendix E to this report summarizes the results of the employee attitude survey. Responses to the survey were incorporated into the analyses contained in the chapters which follow. A comparative survey of police department organization and staffing in six other jurisdictions was also conducted. The survey results are provided for informational purposes and to place the Huntington Police Department in the context of other comparable communities, rather than to provide the basis for the findings and recommendations contained in this report. Detailed analyses of workload and staff utilization in patrol, investigations, and communications were conducted based on a series of detailed methodologies which are described in more detail in the report which follows. Each analysis evaluated workload and staffing in the various components of the Police Department based on the specific characteristics of workload and service demand in Huntington Beach, and staffing issues and alternatives were developed based on these analyses. Dar,�id M. Griffith & Associates Page 2 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department • Once they were identified, issues were reviewed with project steering committees from the Police Department and the City Council administration. The report which follows addresses the major issues identified during the course of the study. 3. ON A COMPARATM BASIS THE HUNTINGTON BEACH POLICE DEEARn= HAS OFFICERS PROPORTIONALLY— !HM THE OTHER CITIES SURVEYED DURING THE STUDY, BUT ALSO DEALS _ WITH . AN ENVIRONMENT WITH SIGNIFICANTLY LOWER LEVELS OF MAJOR CRIMINAL ACTIVITY. To place the Huntington Beach Police Department in some comparative context, the study included a survey of six other city police departments serving generally comparable communities considering population and visitor/ special event characteristics. The table which follows shows the other cities surveyed and provides a brief comparison between and among those cities and the City of Huntington Beach. City Population Square Key Characteristics Miles Tempe, AZ 156,000 40 NFL football team; AZ State University; SuperBowl 1996; Nightclubs Pasadena, CA 137,000 24 Rose Bowl Parade and game, other special events; Several colleges; Corporate Center Lincoln, NE 201,000 69 State Capital; Univ. of NE; Economic center Irving, TX 168,000 69 NFL football team; Univ. of TX; Economic center; Hotel center for Dallas conventions Salt Lake City, 172,000 110 NBA Basketball team; Special events; State UT Capital; Univ. of UT; Economic center Spokane, WA 191,000 60 Several colleges; Distribution/Economic center; Regional medical center Reno, NV 165,000 56 Tourism (5 million visitors per year); Special events; University of NV; Economic center; Casinos/Nightclubs Huntington 181,500 Beach. Special Events. High summer and Beach, CA weekend transient populations. The table on the next page presents major comparisons developed as a result of the survey. David M. Griffith & Associates Page 3 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Comparison Huntington Survey Jurisdictions Beach PD High Low Average Sworn Officers per 1,000 Population 1.2 2.2 1.4 1.7 Part I Offenses Reported 7,336 22,205 9,456 14,561 Part I Offenses Per 10,000 Population 404 1,291 585 851 Part I Offenses Per Sworn Officer 34 59 35 51 Ratio of Management and Supervisory Positions as a Percent of Total Sworn Staff Chief through Lieutenant 6.5% 7.5 % 5.1% 6.4 % Chief through Sergeant 20.7 % 23.7 % 16.5 % 19.3 % Span of Control -- Management and Supervisory Staff (Chief - 1:3.8 1:5.1 1:3.8 1:4.2 through Sergeant versus sworn line staff) Sworrs Positions in Special Assignments as a Percent of 20 % 22 % 10 % 16.5 % Total (pro -active units, administrative assignments) Principal conclusions which can be drawn from the information presented in the table are as follows: • With 1.2 sworn officers per thousand resident population, Huntington Beach is well below the average and toward the lower end of the range compared to the six police departments surveyed. It should be noted that the measure of 1.2 sworn officers per thousand population does not consider the level of criminal activity and demand for police services in Huntington Beach and the survey jurisdictions. • One measure of criminal activity which is uniformly reported across the United States is the number of Part I offenses reported to the police. Part I offenses represent the most serious felonies as defined by the Federal Bureau of Investigations, U.S. Department of Justice. Huntington Beach compares to the six survey jurisdictions as follows: David M. Griffith & Associates Page 4 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department The number of Part I offenses per sworn officer in Huntington Beach at 34 is well below both the survey jurisdiction average of 51 and just slightly below the lowest number of Part I offenses per sworn officer registered for the six survey jurisdictions of 35. Concurrently, once the number of Part I offenses have been adjusted for population, criminal activity in Huntington Beach, as measured by number of Part I offenses per 10,000 population is well below the lower_ end of the range compared to the survey jurisdictions. It should be clearly noted that Part I offenses are only one measure of criminal activity and demand for law enforcement services in a community. While they represent the one uniformly reported measure which can be compared between and among jurisdictions, other measures such as calls for service and non -Part I offenses (which include all misdemeanors and some felonies) also need to be considered when evaluating police resource utilization. Unfortunately, how these measures are classified and counted varies significantly from department to department. As a result, valid comparisons with Huntington Beach could not be developed- during the survey. • Huntington Beach is about 29 % below the survey jurisdiction average in terms of sworn officer per 1,000 population, but has a crime rate (as measured by Part I offenses per 10,000 population) which is 52 % below the survey jurisdiction average. If measured based on Part i offenses per sworn officer, Huntington Beach has slightly fewer Part I offenses per sworn officer than the lowest of the survey jurisdictions. The comparative resource data, once considered together, indicate that, compared to the six survey jurisdictions selected from across the United States, while the total of sworn officers per 1,000 population is comparatively low in Huntington Beach, so is the level of serious crime, and in the context of a lower crime rate, sworn staff resources in Huntington Beach compare favorably with the survey jurisdictions. The survey also documented some broad comparative management and organizational patterns. Principal findings in this area are as follows: David M. Griffith & Associates Page 5 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department • Overall, the Huntington Beach Police Department is generally comparable to the survey jurisdiction average in terms of the portion of sworn staff resources devoted to management positions (Chief through Lieutenant). When the comparison is limited to sworn staff positions, the Huntington Beach Police Department has a slightly higher proportion of staff resources devoted to management and supervisory positions (Chief through Sergeant than the average of the survey jurisdictions. and slightly a slightly lower average span of control. Overall, these comparisons indicate that there is no comparative indication of management and supervisory overstaffing when the Huntington Beach Police Department is compared to other jurisdictions. Additionally, it should be noted that the comparisons have been limited to sworn staff because of the differences between and among the survey jurisdictions related to non -sworn staffing. For example, some have units like dispatch, while others are served by regional agencies. As a result, it is difficult to make a valid comparison between and among agencies based on total sworn and civilian staffing. It should also be noted, however, that the Huntington Beach police Department includes a number of non -sworn staffed functions which extend the span of control of sworn management and supervisory positions calculated in the previous comparisons. With dispatch, jail, full service crime laboratory, and records functions, the Huntington Beach Police Department has significantly more non -sworn staff than the agencies employed for comparison. When this factor is considered, there is no indication on a comparative basis that the Huntington Beach Police Department is "top heavy" in regard to the proportion of staff resources devoted to management and supervisory positions. Concurrently, the comparison indicates that the Huntington Beach Police Department is toward the upper end of the range in regard to the proportion of total sworn staff positions allocated to special assignments and special units than most of the survey jurisdictions. Special assignments include staff assignments and special units (e.g. pro -active enforcement units) compared to the core law enforcement functions of patrol, traffic enforcement, and line investigations. In summary, the results of the comparative survey indicate that the Huntington Beach Police Department is reasonably well staffed when both population and level of criminal activity is considered. Additionally, on a comparative basis, there is no indication that the Huntington Beach Police David M. Griffith & Associates Page 6 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Department is significantly overstaffed from the management and supervisory staffing perspective. The next chapter evaluates field operations and services in the Huntington Beach Police Department. David It. Griffith & Associates Page 7 II. FIELD LAW ENFORCEMENT OPERATIONS II. FIELD LAW ENFORCEMENT OPERATIONS This chapter presents our analysis of field operations and services as provided by the Huntington Beach Police Department. The chapter opens with a review of the Department's Community Oriented Policing Program, and subsequent sections evaluate patrol, helicopter, and traffic enforcement program operations. 1. THE DEPARTMENTS COMMUNITY ORIIIV'I'M POLICING_ PROGRAM IS STILL IN A FORMATIVE STAGE, BUT TBE STRUCTURE IS BEING DEVELOPED TO BUR D AN EFFECTIVE PROGRAM. The Huntington Beach Police Department, like many law enforcement agencies across the United States, has moved toward a community oriented policing program. Despite the national attention accorded to community policing, there is no single philosophy or "Packaged" program which can be implemented by a law enforcement agency and compared to "standards" to assess effectiveness and impact. It is possible to review steps taken compared to the general principles of community policing and the community policing approaches adopted by the Huntington Beach Police Department. The principal thrust of the current program includes: • Identifying community public safety and related problems and focusing policing programs on developing and implementing tailored solutions to those needs. • In the context of the above, using the Police Department as a center of responsibility, leveraging the resources of other City Departments and other community agencies to address problems which are associated with public safety issues or which if addressed, can moderate or avoid development of real law enforcement and public safety problems. Dat;id M. Griffith & Associates Page 8 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Developing and maintaining closer relationships between Police Department personnel and the citizens they serve so that community problems can be identified and resolved. As explained in more detail in Appendix A to this report, the Huntington Beach Police Department has fashioned an organizational and operating approach to achieve these objectives. The table which follows on outlines and evaluates the Department's current approach to Community Oriented policing. Policing Program I Current Approach in the Huntington Beach Police Department • Target law • Department has divided the City into North and South areas. enforcement Two Lieutenants in the Patrol Bureau are assigned resources on responsibility for each area. Responsibilities include specific problems coordinating identification and resolution of problems in each by area of the of the assigned geographic areas. Both Lieutenants work with community. the Community Policing Team which is described below. • The Patrol Bureau also includes the Community Policing Team, staffed with a Sergeant and two Area Officers, The Sergeant and the two Area Officers serve as community policing liaison both within the Department, between the Department and the community, and the Department, community, and other City departments and other public and not -for -profit services available in Huntington Beach. Area Officers are assigned to the North and South Areas as previously described for the Lieutenant Area Commanders above. In this capacity, they Area officers work variable hours. • Through this organization, assigned staff provide liaison with the community to identify public safety and safety related problems; coordinate responses by the Department in regard to targeted enforcement; and work with other City departments to leverage response to public safety related problems like code violations/property deterioration, and other public agencies to address issues associated with neighborhood problems such as supervision of children by parents. • The Department has implemented a system of Directed Enforcement Requests (DE) to coordinate addressing specific community policing and related problems, and to involve officers throughout the Department in the community oriented policing program. A DE is generated in response to any problem identified by a citizen, officer, or representative of another City Department or outside agency. Area commanders (the lieutenants described above) review and prioritize DE's and assign them for action to: Dauid M. Griffith & Associates Page 9 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Policing Program l Current Approach in the Huntington Beach Police Department Targeting - The Area Officers to either resolve and/or coordinate and resources (cant.) implement action in conjunction with other City departments and services. - To Meld patrol officers if it is determined that the DE can be accomplished within pro -active time available in patrol. Previously, to the Mobile Task Force for pro -active enforcement in the field. As will be noted below, the Department deployed a Mobile Task Force to provide a pro- active capability for addressing problems identified through the Community Oriented Policing Program. The Task Force was temporarily discontinued in January to provide positions to cover basic patrol services. - To some combination of patrol and other Departmental assets for resolution. The Sergeant backs -up the Area Officers in handling DE's; monitors status of all outstanding DE's; and works with the Area Commanders, Area Officers, the Mobile Task Force, and other assets to develop, prioritize, and implement problem resolution efforts. • In addition to the overall community oriented policing program outlined above, the Department currently staffs two sub -stations which extend targeted law enforcement and community oriented policing services to specific, high priority areas in the community. They include: Downtown Sub -Station: The Four Officers assigned to the Downtown sub -station provide foot and bike patrol to the Downtown area — which includes the area within 1st and 7th streets and the Pier and Orange Street. This unit is the primary response unit for incidents occurring within the area and provides Community Oriented Policing to that area. - Oakview Sub -Station: Four officers are assigned to this area and they provide patrol and Community Policing to the area which includes Slater to Warner and Beach to Nichols. David M. Griffith & Associates Page 10 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Community Policing Program Component Current Approach in the Huntington Beach Police Department • Targeting While the nature of the areas served by the two sub -stations resources (cant.) varies, officers assigned to both: (1) Have developed relationships with businesses and residents to encourage residents to contact the Department with public safety and related problems which need attention; (2) Address those problems if possible; (3) Through the DE process, request other resources to address problems; and (4) Serve as the primary responders to incidents which occur in their area when on duty. • Change the way • As will be noted in some detail later in this chapter, at current officers interact authorized staffing levels, basic Field Patrol has little pro -active ,%zth the (time not devoted to handling calls for service and other community. activities resulting from the call). As a result, full community oriented policing has not been extended to all portions of the patrol operation. This includes having patrol officers, during pro -active or uncommitted time, work with residents or businesses in their assigned patrol are to identify specific problems, and either through their activities or by enlisting other Department or City resources, resolve that problem. Two factors have limited the Department's ability to extend this approach to community oriented policing to the full patrol force: - As will be shown later, at current staffing levels, pro -active time is extremely limited during Day Shift and Early Swing Shift periods when potential for officer - resident contact is greatest. Given call demand, patrol officers have insufficient free time to free up "blocks" of time to identify problems and develop and implement response to those problems. - Overtime has been extensively used to staff patrol on a continuing basis. As a result, it is difficult to retain continuity in patrol team composition by shift and field assignment, complicating maintaining continuing officer relationships with patrol areas which is key to involving field patrol officers in the community oriented policing process. • There is, however, clear evidence, that the Directive Enforcement Request process has been designed and is being implemented to involve patrol officers in the community oriented policing program in two ways: (1) They are being encouraged to generate DE's as they observe problems in their patrol areas; and (2) They are being assigned DE's for resolution if those DE's involve problems and responses to those problems which can be accomplished by patrol officers within time available. There is clear evidence that progress is being made in both of these areas. Dat;id M. Griffith & Associates Page II Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Community Policing Program Current Approach in the Huntington Beach Police Department Component • Coordinate • The Area Coordinator and Officer organization described above programs has been implemented to provide a mechanism for coordinating Department -wide. problem resolution Department -wide and between the Department and the community and other public agencies. We believe this is an effective and appropriate approach. • The Directed Enforcement Request process is an effective approach for enlisting and coordinating • As will be noted in the chapter on Training, while officers have been provided some training related to community oriented policing, we believe there are additional opportunities to provide training in areas like conflict management and related topics which can better support officer interest and capabilities related to community oriented policing. • Establish links • Both Downtown and Oakview patrol programs being managed between law with this level of relationship and accountability in mind. enforcement officers and specific portions of the community. • Involve officers in • As noted above, time constraints make this impractical for • start to finish patrol officers on a continuing basis. The Department, through solution of the DE process is attempting to involve and make patrol officers community public accountable for involvement where practical. safety problems. • Involve abroad • Multiple steps ranging from those taken to open the Department range of to the community to street level efforts which clearly have been . community implemented to attack problems, not only from the enforcement agencies and perspective, but also employing other City resources (e.g. public people in solving works, code enforcement, etc.). the problem • Distinct relationships established between the Department and members of business and other communities which comprise Huntington Beach. Given the above, it is clear that the community policing program in Huntington Beach is still in a formative stage. A number of successes have been achieved, but the overall goal of changing the way police officers interact with the community and developing a system and approach for Da uld JVl. Griffith & Associates Page 12 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department tailoring services to respond to differing issues and needs on a community - wide basis by patrol officers in the field has yet to be completely addressed. Through the area responsibility concept, the Community Policing Team, the dedicated resources assigned to priority areas like the Downtown and Oakview, and the Directed Enforcement Request process represent a coordinated approach to changing how the Department delivers services to and works with the community. Clearly, staff resource availability and utilization is closely linked to what can be practically achieved in regard to full expansion of the community policing concept to the basic beat officer. The next sections evaluate staff utilization and workload in Field Patrol in this context. 2. AT CUR.H.E U AUTAORR ED_STAFFING LMLS.FIFL,D PATROL IS SIGNIFICANTLY UNDERSTAFFED AM_ DURING MANY PERIODS_ OF THE WEEK. CALL FOR SERVICE DEMAND EXCEEDS OFFICER TUV E AVAILABLE. During the course of the study, a detailed analysis of patrol staffing was conducted. Our evaluation -was focused on evaluating patrol staff utilization in terms of percent of net time available for pro -active patrol/self- initiated activity versus time devoted to handling calls for service and related activities such as report writing. Research results have indicated that there is a direct relationship between patrol officer time utilization, workload, and patrol staffing needs based on the proportional relationship between time spent handling community generated calls for service and time available for pro -active activities. This relationship is described in the table which follows on the next page: Dazlid M. Griffith & Associates Page 13 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Service Level Range Call for Service Time Pro - Active/ Un- Committed Time Minimum staffing level. Sufficient to handle call demand without recurring call stacking and to provide reasonable response times to both higher priority and most lower priority calls. Sufficient time to accomplish limited self -initiated activities on a piece meal basis. Can be consistent with a community oriented policing program if 65 % 35 % additional dedicated staff resources are available for community contacts and developing and implementing targeted programs to address specific neighborhood public safety needs and concerns. Upper range staffing level with adequate time to handle calls for service and to "block" time for sustained self - initiated or community policing activities. At this level, patrol officers are expected to have time available to 55 % 45 % develop community contacts and relationships; devise and implement plans and programs to address those needs by working with their Supervisors and other officers in Patrol or elsewhere in the Department. To evaluate staffing and operations in Huntington Beach, we accomplished the following: Analyzed Computer Aided Dispatch (CAD) system data to determine the actual number of community generated calls for service handled by patrol officers including call demand by hour of the day and day of the week. Employing CAD data and interviews with managers, supervisors, and staff from patrol operations, determined the amount of officer time required to handle calls including initial officer response, back-up, and those activities which result from many calls including report writing and arrests and bookings. Calculated officer availability in Huntington Beach including such factors which impact officers' availability to work such as vacation and sick -leave, and those factors which occur during a shift which reduce officers' availability in the field to handle calls for service or accomplish self -initiated or community oriented policing activities. DaLid M. Griffith & Associates Page 14 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department • Combined these data to compare patrol staffing and deployment with call for service workload requirements by hour of the day and day of week and evaluate patrol utilization, at current authorized staffing levels, compared to the time utilization patterns described at the beginning of this section. Appendix B, at the end of this report, provides a detailed description of how call for service workload and officer availability data were collected, as well as other supporting materials related to the patrol workload and staffing analysis. Exhibit I, which follows this page, combines our analysis of call for service demand by time of day and day of the week with current, net patrol deployment based on authorized staffing assigned to patrol at the time the study was conducted. The exhibit shows, by hour of the day, proportion of net patrol officer time required to handle calls for service and associated activities. As demonstrated in the chart, when call for service workload is compared to current patrol staffing and deployment, there are numerous time periods during the average week when call for service demand exceeds the 65 % level, and pro -active time falls below the 35 % minimum threshold as described at the beginning of this section. The table which follows summarizes the staffing -- workload balance compared to time utilization guidelines. The information provided in the table shows the number of the 168 hourly time periods during the course of the average week when utilization levels fall below or exceed 65 %. Hours in which Hours in which Utilization is Below Utilization Exceeds 65% 65% Number of Hours 107 61 Percent of Total 63.7% 36.3% David Ill. Griffith & Associates Page 105 EXHIBIT I Patrol Staff Utilization by Time of Day and Day of Week TIME PERIOD MON TUE WED THU FRI SAT SUN 0000-0100 0.43 0.34 0.34 0.36 0.44 0.58 0.56 0100-0200 0.31 0.39 0.33 0.38 0.45 0.73 0.67 0200-0300 0.58 0.54 0.54 0.53 0.60 0.66 0.84 0300-0400 0.35 0.37 0.36 0.39 0.47 0.44 0.53 0400-0500 0.27 0.26 0.28 0.33 0.29 0.44 0.43 0500-0600 0.29 0.24 0.27 0.27 0.33 0.26 0.35 0600-0700 0.27 0.18 0.17 0.24 0.17 0.20 0.21 0700-0800 0.61 0.61 0.38 0.56 0.37 0.46 0.45 0800-0900 0.76 0.76 0.45 0.64 0.50 0.66 0.60 0900-1000 0.74 0.71 0.45 0.72 0.49 0.74 0.74 1000-1100 0.74 0.75 0.50 0.76 0.48 0.82 0.86 1100-1200 0.85 0.80 0.49 0.82 0.53 0.89 0.93 1200-1300 0.82 0.88 0.53 0.72 0.53 0.89 0.92 1300-1400 0.86 0.75 0.56 0.83 0.54 0.93 0.89 1400-1500 0.94 0.89 0.55 0.83 0.58 0.89 0.93 1500-1600 0.63 0.67 0.39 0.59 0.43 0.53 0.61 1600-1700 0.49 0.65 0.39 0.62 0.50 0.55 0.61 1700-1800 1.09 1.02 0.95 1.06 0.79 0.75 0.97 1800-1900 1.08 0.99 0.95 1.01 0.56 0.53 1.07 1900-2000 0.99 0.92 0.88 1.08 0.61 0.53 1.15 2000-2100 0.95 0.91 0.88 0.97 0.58 0.67 1.02 2100-2200 0.48 0.43 0.47 0.53 0.51 0.48 0.57 2200-2300 0.52 0.42 0.51 0.59 0.65 0.63 0.63 2300-2400 0.50 0.39 0.45 0.51 0.65 -0.68 0.50 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department As can be seen from the information presented in the exhibit and the table, call -for -service time routinely exceeds the 65 % threshold during the day and swing shifts most days of the week. These data clearly indicate that authorized patrol staffing falls short of levels necessary to handle call for service demand. 3. USE OF OVERTEVIE HAS HUM ADDRESS PATROL. STAFFING SHORTFALLS IN_ THE FIELD, BUT ,DUES NOT REPRESENT AN EFFECTIVE APPROACH FOR MEETING FIELD PATROL NEEDS ON_A CONTIlNi Q BASIS. _�,.._ �„ _-.— One of the issues raised by the City at the beginning of the project involved use of overtime by the Police Department. Subsequent analysis has indicated that use of overtime is a key factor which needs to be considered in evaluating patrol staffing. • Police Department managers have indicated that overtime has historically been used to "cover" patrol staff absences due to vacation and sick -leave, and to maintain deployment in the field. + During the study, we evaluated overtime use and considered it in the context of patrol operations. Appendix B, at the end of this report shows how overtime was used by the Department during Fiscal Year 1996 - 1997. During the fiscal year (October 1, 1996 through September 30, 1997) 32,434 hours of overtime were employed to supplement patrol staffing. These hours include those charged by patrol officers as well as overtime hours contributed by personnel from other units which were used to supplement patrol. As shown in the Appendix, we have estimated that 22,826 hours were utilized for patrol coverage — 70% of the total overtime hours noted above. With an average availability of 1,693 hours per officer, these 22,826 overtime hours are the equivalent of 13.5 FTE officer positions. Since it is clear that overtime is a key component of continuing patrol operations, the evaluation of staffing adequacy needs to incorporate resources contributed by overtime. Because documentation showing the distribution of overtime by day and time period is unavailable, the following David M. Griffith & Associates Page 17 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department assumptions were employed to estimate the impact of overtime on patrol officer deployment by hour and day: • As a baseline, overtime hours were distributed evenly according to staffing by time of day and day. of week. This accounts for routine time off for all shifts for vacations, sick leave, injury time -off, etc. • Next, day and swing shifts during Monday through Friday were weighted to account for time -off for court appearances. The weighted factor utilized was 20% — that is, it is 20% more likely that overtime coverage would be provided during these hours due to court requirements. • Overlap shifts, or shifts with multiple squad coverage were not weighted. Exhibit II, following this page, shows patrol time utilization by time of day and day of week based on estimated actual patrol deployment which includes net officers available for duty and adds officers in the field provided by overtime. (incorporating both time off and overtime coverage). The analysis, as shown in the exhibit, indicates that at current staffing and deployment levels, patrol utilization exceeds the 65% threshold the majority of the time as demonstrated in the table below: Hours in which Hours in which Utilization is Below 11 Utilization Exceeds 65% 65% Number of Hours L93 35 Percent of Total 79.2= 20.8% According to the data above and on the exhibit, patrol utilization exceeds the 65% threshold a minority of the time, primarily Monday through Thursday during the hours 1700 — 2100, Saturdays and Sundays between the hours 0900 — 1500, and Sundays from 1700 — 2100. Daiid M. Griffith & Associates � ! Page 18 Utilization of Patrol Officers by Time of Day and Day of Week with an Overall Response Rate of 1.4 Officers per Incident Percent of Time Handling Calls for Service PERIOD MON TUE WED THU FRI SAT SUN 0000-0100 0.37 0.30 0.30 0.31 0.39 ❑.51 0.49 0100-0200 0.27 0.34 0.29 0.33 0.39 0.64 0.59 0200-0300 0.50 0.47 0.47 0.46 0.53 0.57 0.74 0300-0400 0.31 0.32 0.32 0.34 0.41 0.39 0.46 0400-0500 0.23 0.22 0.24 0.29 0.25 0.38 0.37 0500-0600 0.26 0.21 0.24 0.24 0.29 0.23 0.30 0600-0700 0.23 0.16 0.15 0.21 0.15 0.18 0.18 0700-0800 0.53 0.53 0.33 0.49 0.32 0.40 0.39 0800-0900 0.54 0.53 0.39 0.45 0.42 0.58 0.52 0900-1000 0.52 0.50 0.40 0.50 0.41 0.65 0.65 1000-1100 0.52 0.52 0.44 0.54 0.40 0.72 0.76 1100-1200 0.60 0.56 0.43 0.58 0.44 0.79 0.91 1200-1300 0.57 0.62 0.46 6.51 0.44 0.78 0.80 1300-1400 0.60 0.53 0.49 0.58 0.45 0.82 0.78 1400-1500 0.66 0.62 0.48 0.59 0.49 0.78 0.81 1500-1600 0.44 0.47 0.35 0.42 0.36 0.47 0.53 1600-1700 0.34 _ 0.46 0.35 0.44 0.42 0.49 0.53 1700-1800 0.77 0.72 0.83 0.75 0.66 0.65 0.85 1800-1900 0.94 0.86 0.83 0.89 0.49 0.46 0.94 1900-2000 0.86 0.80 0.77 0.95 0.53 0.47 1.01 2000-2100 0.83 0.80 0.77 0.85 0.51 0.58 0.89 2100-2200 0.42 0.38 0.41 0.46 0.45 0.42 0.50 2200-2300 0.45 0.37 0.44 0.52 0.57 0.55 0.55 2300-2400 0.44 0.34 0.40 0.44 0.57 0.60 0.44 Daiid Ill Griffith Associates Final Report for the Management and Operations Analysis of the Huntington Beach Police Department As can be seen from the exhibit and the table, when use of overtime is considered and combined with actual staffing, the patrol staffing and workload comparison_ is significantly different, and actual deployment in the field -- including regularly assigned officers and those provided through overtime, provides total field staffing which is consistent with the minimum threshold a significant portion of the week with the exception of the periods noted above. This findings results in the following: • Indicates that overtime usage is consistent with placing sufficient officers in the field to handle community generated service demand. • Raises the issue of utilizing overtime at this level on a continuing basis versus providing increased number of officer positions to meet field service demands and staffing/deployment needs. Meeting continuing staffing needs through use of overtime is associated with a variety of issues and problems: • Since overtime is used on a continuing basis to cover vacation, sick leave, and other absences of existing staff, it is essentially used in lieu of funding full-time positions for patrol, rather than solely being used to meet peak workload demands like special events. • Employing overtime to staff patrol on a continuing basis provides no real savings compared to funding an increased level of full-time officer positions. Since the City is currently funding the equivalent of nearly 14 patrol positions with overtime at an hourly rate of 1.5 times regular pay, this is the equivalent of the same cost of those positions at base pay plus about 50 % benefit costs. • Under the current approach, officers need to work relatively significant amounts of overtime to meet deployment needs in patrol. Continuing significant overtime is generally not viewed as an effective practice when impact on officer stress and "burnout" is considered. • Finally, staffing patrol with overtime results in differing mixes of officers assigned to patrol teams and beats on a recurring basis. This is counter to the Department's community David M. Griffith & Associates Page 20 Final Report for the Management and 'Operations Analysis of the Huntington Beach Police Department oriented policing philosophy which incorporates patrol team integrity and consistency in officer time and geographic assignments as key factors in building relationships between officers and the community. As will be suggested later in this chapter, we believe that, within existing costs, the City can convert a significant portion of overtime expenditures for patrol coverage into increased patrol staffing and through this action, minimize the problems associated with continuing overtime use as described above. Patrol workload and staffing also needs to be considered in the context of the Department's helicopter program which is a primary patrol support tool. The next section reviews helicopter support operations in the context of patrol operations, staffing, and workload. 4. THE HELICOPTER PROGRAM PROVIDES VALUABLK_SUPPORT TO MLD PATROL OPERATIONS AND SERVICES AND NEEDS TO RE CONSIDERED WM DETE RXUqIG PATROL STAFFING NEEDS. One of the other issues to be addressed by the current management audit involved the cost-effectiveness of helicopter operations. Because the helicopter is primarily a Meld patrol support tool, it needs to be considered in conjunction with any analysis of patrol staffing and workload. I n addition to evaluating maintenance and operations costs associated with the purchase of a new helicopter authorized by the Council in January and documented in an interim report submitted to the Council at that time, our activities have also included survey of police departments in both northern and southern California and review of available research results to place the Huntington Beach program in some context. Key findings are as follows: Daind M. Griffith & Associates Page 21 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department To the extent trends can be identified, it appears that major law enforcement agencies throughout the State are either initiating or expanding aviation programs. Exhibit III, which follows this page, shows the current status of helicopter programs for the major Northern and Central California law enforcement agencies. As can be seen from review of the information presented in the exhibit, the major departments surveyed have or are implementing aviation support programs of the scope indicated in the exhibit. While many/most programs are significantly newer than Huntington Beach's program, it is clear that the trend is to establish rather than discontinue programs. • The Northern California programs differ from the Southern California programs (including Huntington Beach) primarily in the number of hours patrol support is flown weekly. Most major Southern California programs (excluding the smaller agencies which contract for limited flight support hours) fly flight support schedules generally comparable to Huntington Beach (in the 60 to 70 hour per week range). This includes Burbank, Glendale, and Pasadena in Los Angeles County, and the Orange County programs in Anaheim and the joint Newport Beach/Costa Mesa program. In general, the Northern California programs fly less extended flight support schedules, tending} to fly patrol support during those hours (i.e. swing shift) when call for service and other criminal activity peaks. Interviews with the departments involved indicate that these limitations are primarily budget induced and that flight schedules would be increased if resources were available. Most available research indicates positive impact of helicopter program capabilities on law enforcement program effectiveness: Federally and State funded research projects which have measured Part I offenses pre- and post- implementation of law enforcement helicopter programs have found reduction in the number of Part I offenses reported in the jurisdictions evaluated. Similar results have been obtained when pre- and post- aviation program offense frequencies have been measured. These have included stolen vehicles, residential burglaries, and gang activity. Dacid M. Griffith. & Associates Page 22 EXHIBIT III Law Ehforcement Air Support Units Northern and Central California Munidpal Age_ wiles Agency San Jose F.D. Oakland Fresno Sacramento P.D. P.D. P.D. Square Miles 175 82 108 100 Air Craft • 1 Helicopter • 3 Helicopters • 2 Helicopters • 1 Helicopter 520 Notar 2 Mc.Doug.500 T Enstrom 28 FF O.H. 58 A+ (primary use) Military Gov. • 1- Airplane • 1 Enstrom F280 C Surplus Fixed Wing (training only) Personnel Sgt.+3 police Sgt.+ 4 police • 1 chief pilot • 3 sworn officers(all pilots) officers assigned to (retired • Sgt (super.) unit Pasadena police • Pilot • Sgt.+ 2 crew the officer) • Observer helicopter 2 trainees that do not + 4 police • 1 officer fly's the fly - not formally observers plane assigned to the unit • 2 civilian pilots All are pilots • 1 mechanic Days and Wednesday Wednesday through Fly 7 days of Wednesday Hours of through Saturday week thru Saturday Operation Saturday Swing shift 4p.m. to Mid 1500 - 0100 hrs. 4p.m. to Mid Flight 20 hours per week 35 to 40 hrs. per week 30 to 35 hrs. per 20 hrs. per week Time 3 flights -5 to 6 week hours per day 3 - 1.5 hr flights per 4.5 to 5 air hours 1.5 air (fuel) day for each of the 4.5 air hrs, of 8 per day 2.0 air (fuel) two copters for 9.0 hr. day. 1.5 air hrs. then 1.5 air (fuel) air hrs. per day 1.5 air hrs then fuel fuel Primary Patrol Support Patrol Support. Patrol Support Patrol Support Function • No rescue • No rescue • No rescue • No rescue • No medical • No medical • No medical • No medical • Fire aerial * 10% to 15% for fire • Fire support • No fire update only - aerial observation (2;"c max) • Mutual aid - no & water drops • Mutual aid - Works with charge • Mutual aid - no no charge Sac. S.O. in charge '`metro concept. Annual 200 to 250 K per yr. Fuel - $42,000 $482K excluding $ 25 / 30 K far Budget not including Maint - $335,000 personnel cost fuel; Shared personnel for "sworn maint expense officers" with S.O. Program 1991 1970 1997 3 weeks old Start Dauid 11. Griffith 8: Associates EXHIBIT III CauntyAgencies Agency Fresno Contra Costa S.O. Alameda Sacramento S.O. S.O. Contact Sgt. Ed Mee Lt. George. Lawrence Lt. Bob Yoshita 209-251-3723 510-313-2511 916-875-7646 Square Miles 600 800 800 Aar Craft • 2 Helicopters • 1 Helicopter • 3 Helicopters MacDonald Bell407 ( 2 McDon. 500's) Douglas 500E (primary patrol) 1 Hughs 300) (trainer & photos) • 1 Fixed Wing (Cessna 208) Personnel • 9 pers. total • 11 in the Unit + 14 in the Unit • • 6 flight • • Lt. Unit Comdr. • • Lt. Unit ofcrs. • • 3 pilots tCivilian) Comdr. • • 2 pilots • • 6 Sworn • • Sgt. (pilot) • • Sgt. Unit Observers • • 10 deputies Clef. - 3 Co. Co. County - 8 to the copter (pilot also) - 3 Alameda Co. -- 5 pilots • • 1 Mechanic -- 3 observers - 2 to the plane • • 3 mechanics Days and 7 days per week 7 days per week 7 days per week Hours of • Noon to 10+ / - • 4 days for Co Co. • 3p.m, to 3 a.m. Operation - 3 days for Alameda • 6 p.m. to 2 a.m. Flight Time 6 hours per day 4.5 hrs per day 9.6 hrs per day + 2.0 air (fuel) • Flight times of 1.5 ( 12 hr. shift) • 2.0 air (fuel) to 2.0 hrs. then fuel, • 1st flight crew • 2.0 air (fuel) personal break, report starts at 3p.m. for writing. 1.5 hrs. 2nd crew starts at 5p.m. • 2 copters fly Primary Patrol Support Patrol Support Patrol Support Function (primary) (primary for both (primary) • Aerial Photo counties) • Search & Rescue • Search & • Search & Rescue • Fire water drop Rose. • Patrol 1,000 miles • No medical • No Fire inland water way • No Medical • Fire observation • Mutual Aid • No medical (no charge) Annual 1.2 million total • COPS funding for • $700 K - fuel, Budget 400K maint fuel air support program lease, $105. per hour • Alameda Co. pays a maintenance flat rate of$2,800 *No Personnel per month. Cost Program 1997 6 months 20 Years Start David M. Griffith & Associates Final Report for the Management and Operations Analysis of the Huntington Beach Police Department While no recent research could be found (i.e. completed within the last five years), several older studies consistently indicate that one helicopter unit has "value" (as measured by pro -active patrol and response capability) measured in multiples of ground patrol units. Ratios noted in the literature range from "one helicopter unit in the air is equal in value to from eight to ten ground patrol cars" to "one aerial unit has equivalent response and pro -active patrol capacity as thirteen ground patrol units." Finally, research results also relate helicopter support with higher apprehension rates (in those instances when an in -progress crime is reported and police units respond), and lower risk (to the public and ground officers) in vehicle pursuit situations. • As previously demonstrated in this document, field patrol operations in Huntington Beach are relatively minimally staffed when patrol availability by time of day and day of week is compared to call for service demand, even when use of overtime is considered. If the helicopter has the `value" as documented in research results of the scope noted, it provides patrol support which addresses the gap between resources currently deployed on the ground and levels necessary to meet minimum standards for patrol unit time spent responding to calls for service and time available for pro -active activities during those periods when patrol time utilization on calls for service exceeds 65 %. • We have profiled current utilization of the helicopter unit by time of day and type of incidents for which support is provided. This was accomplished by reviewing the Aero Unit's logs and based on the information available, documenting the type of incidents in which support is provided and their frequency by period of the day. The period analyzed was February -- July, 1997. Principal characteristics of helicopter unit activities are as shown below: Average Daily Demand. An "event" is defined as an incident in which it has been recorded that the helicopter unit provided some level of support in response to a dispatch/request for support from ground units, or generated an event as a result of self -initiated activity. The table which follows on the next page shows average activity. David M. Griffith & Associates Page 205 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Time Period Average Daily Helicopter Events Average Events Per Flight Hour'" pay Shift 8.35 1.7 -Swing/Night Shift 10.58 2.1 11 Based on estimated five flight hours per shift. As these data indicate, volume of activity is not significantly different between day and evening shifts when measured on an event frequency basis. Composition of Events. Incident Type Percent of Total Events Handled R'lajor Crimes in Progress 3.7 Other Person Crimes 5.2 % Property Crimes 6.4 % Traffic 12.5 % Alarm Sounding 15.5 % 1]isturbanceslNuisance Incidents 27.0 % Miscellaneous/Unknown 29.7 % Total 100.0 % Distribution of Events by Time of Day and Day of Week. Average Events Per Hour Time Period Mori. Tues. Wets. Thurs. Fri. Sat. Sun. 0000 .25 .25 .88 .25 1.50 1.50 1.00 0100 1.00 0.00 1.25 1.13 2.13 1.38 .13 0200 0300 0400 0500 0600 0700 6800 .63 .63 1.00 .38 .75 .25 .25 0900 .5 .88 .5 1.00 1.63 .63 1000 .75 .5 .88 .38 .88 1100 .25 .38 .13 .13 .38 .13 1200 1.25 1.25 1.88 2.38 2.00 1300 1.75 1.00 1.38 1.13 1.63 1.38 1400 .25 1.00 .75 1.00 .75 .88 2.38 1500 .25 .75 .63 .88 1.13 2.13 1.50 1600 1.63 1.25 1.00 2.00 1.13 1.13 1.63 1700 2.63 1.50 .75 .5 .88 .75 1.13 1800 1.50 1.63 1.63 1.63 1.38 2.38 1.00 Dauid M. Griffith & Associates Page 26 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Events Per Hour rAverage Time Period Mon. Tues. Wed. Thurs. Fri. Sat. Sun. 1900 1.88 1.75 1.25 1.38 .88 1.38 2.13 2000 3.38 1.00 .5 .5 .5 .75 .63 2100 .5 1.13 1 1.00 .75 2.50 2.13 1.00 2200 .88 1.38 1.88 3.13 3.00 1 2.63 1.13 2300 2.25 .75 .63 .98 0.00 1 .75 .13 - Recorded Outcome of Events. Based on an analysis of 500 events selected from the months of February, March, July, and August, 1997. Disposition Type Percent of Total Felony Arrest 3.4 % Misdemeanor Arrest 6.8 Citation 5.9 % Field Interrogation by Ground Unit 19.3 % Cleared by Ground Unit Without Arrest or Field Interrogation 42.2 % Event Identified by. Helicopter But No Ground Unit Available to Respond 22.4 Total 100.0 % These data tend to support the commitment of resources to the helicopter program and the current flight schedule which generally overlays those periods when current field patrol staffing falls short of workload and time utilization guidelines. Given support and deployment of the helicopter, we believe that the lower level 35 % pro -active time and 65 % call for service time for patrol is a practical target for the City on an overall basis, and that, during those limited current periods (once both overtime use and authorized patrol staffing is considered) when call for service time exceeds the 65 % level, the helicopter is available and deployed to provide a pro -active and back-up capability. David M. Griffith & Associates Page 27 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department 5, YM RECONNUM_THAT_nX CITY ADOPT THE MINIMUM 35 %G MO—ACMOACIM AND 65 Ec CAU FOR SERUCE 3= IMQET AS THE BASIS FOR DETEB.MINING PATROL STAFFING NEEDS, AND CO—N-tiERT 0�7ERT_l1VIE USED TO STAFF PATRON ON A CO1 TINUING BASIS TO TEN _ ADDETIONAL _ _OFFICER POSITIONS FOR PATROL, Based on the information presented to this point in the chapter, we recommend the following: • Given the availability of the helicopter as a patrol support and pro -active tool, we believe the 35%a/65% time balance is a practical and appropriate target for determining patrol staffing needs in Huntington Beach, now and in coming years. • With use of overtime and recognizing the - value of the helicopter in a patrol support role, total patrol resources in Huntington Beach are generally consistent with that target. • This is achieved by funding the equivalent of nearly 14 FTE officer positions with overtime. • Since there are no documentable cost efficiencies associated with employing overtime at this level, we strongly recommend that the City authorize ten additional officer positions for Patrol and convert equivalent funds allocated to Police Department patrol overtime, to support these new positions. This is consistent with improving patrol force continuity and reduces overtime work burdens for existing officers. We do not recommend that the full 14 FTE overtime equivalent be converted to new positions, since some allowance will still be needed to handle unpredictable absences and staffing fluctuations. Data contained earlier in the report also showed the number of calls for service diverted from patrol and handled by other means including calls diverted to Desk Officers, the Telephone Report Unit, and non -sworn staff in the field. These data indicate that about 11 % of community generated calls for service are handled by means other than field response by a sworn officer. This is at the lower end of the range compared to other agencies which have implemented a full-scale differential response program and which are typically diverting from 15 % to 20 % of calls for service to other David Al. Griffith & Associates Page 28 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department means. As the City and the Department move forward, we further recommend the following: • Formally adopt the time utilization targets and methodology employed to measure patrol staff utilization presented in _this report as the basis for evaluating patrol staffing needs in future years. As growth in call for service demand occurs, evaluate the potential to increase diversion of lower priority calls to either telephone reports, or additional civilians in the field as part cf the analysis of the needs for additional sworn staff. 6. TO_ 'TIIF EX- - NT POSSIBLE, THE_ DEPARTMENT_ SHOULD EXPLORE POSSIBILITIES TO MAINTAIN THE MOBILE TASK FORCE ON A CONTINUING BASIS. A key component of a community policing program is a street level enforcement unit which can be deployed to target problems identified and prioritized for solution by the Department and the community. The Huntington Beach Police Department until January, staffed and deployed the Mobile Task Force consistent with this concept. Interviews and reviews of records have indicated that the Mobile Task Force was extremely effective in this role. However, the Mobile Task Force has not been staffed on a continuing basis due to the following: • In January, the Mobile Task Force was temporarily discontinued to provide additional staff resources for patrol. • On a continuing basis, the Mobile Task Force was eliminated during summer months and personnel reassigned to the Beach Patrol. We strongly recommend that to the extent possible, the Department should pursue establishing and staffing the Mobile Task Force on a continuing basis. The remainder of the report identifies selected positions in the Department which could be redeployed to sustain the important enforcement capability. David M. Griffith & Associates Page 29 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department 7. IC ENFORCIZIM OPERATIONS- MUSTRY OUTPUT STANDARDS. Commitment of resources to traffic enforcement represents a policy decision by a Department and a community. Our analysis of the traffic enforcement program indicates the following: Motor officer output, once time spent handling calls for service is considered, is consistent with industry standards. Currently, motor officers spend about 25 % of an average shift responding to calls for service, leaving about 7.5 hours for directed and "roving" traffic enforcement. In this residual time, motor officers average about nine citations per shift (1.2 citations per hour). This compares favorably with the "industry standard" of ten citations per ten hour shift (one citation per hour) for traffic enforcement officers dedicated to traffic enforcement activities. The traffic enforcement program is structured, managed, and implemented consistent with progressive practice. This includes: A program under which motor officers respond to citizen complaints about traffic problems including providing follow-up to complainants on steps taken to respond to complaints. This is consistent with community oriented policing practices. Monitoring accident frequency and location and deploying officers for targeted enforcement in higher risk areas on a continuing basis. The Department also staffs and deploys an Accident Investigation Unit as part of the overall traffic enforcement program. The unit includes one sergeant and seven officers who are deployed as follows: • Five officers are assigned to field accident investigations/ collisions. These officers also perform routine traffic enforcement when not involved in investigating accidents. The five positions provide accident investigator deployment seven days per week, primarily during the period from 8:00 AM to midnight. David M. Griffith & Associates Page 30 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department • Two officers are assigned to all cases which require follow-up investigations such as DUI collisions, hit-and-run, and injury accidents. These officers also handle equipment checks resulting from non -hazardous cites ("fix -it" tickets), licensing of tow truck and cab drivers, and video investigations on major accidents. Some major departments, given resource pressures and increasing demand for patrol and other services, have opted to cutback services in the traffic investigation area. The Salt Lake City Police Department which serves a community of the same population as Huntington Beach, is one larger department which has taken this step. This has included: • Eliminating full investigation of all except injury and hit and run accidents. • When a non -injury accident occurs, instead of deploying dedicated investigators, either motor officers or regular patrol officers are dispatched; ensure that there are no injuries and arrange for removal of vehicles, if necessary; provide for the involved parties to exchange information; and prepare a short form report which records the names and other identifying information for the involved parties, and time, date, and location of the accident. If there is an evident violation (e.g. no or expired driver license or registration), a citation is also issued. A short form report is employed to record the information. The Salt Lake City Police Department has found that, for a typical non -injury accident, these activities require about 14 minutes of the responding officer's time. • Dedicated accident investigators respond to and follow-up only on injury accidents, hit-and-run accidents, and the conduct follow-ups on the same types of cases and issues handled by the two investigators in Huntington Beach who 'are not deployed to the field. Salt Lake City took these steps based on the conclusion that the principal value of the accident reports prepared for non -injury accidents was for insurance companies, and that resources involved could be better employed elsewhere in the Department. David M. Griffith & Associates Page 31 Final Report for the Management and Operations Analysis of the Huntington Peach Police Department Clearly, such a step represents a service level decision by the City and the Department. Given staffing and workload demands faced by patrol, and the current inability of the Department to staff and deploy the Mobile Task Force on a year around basis, we recommend that the current dedication of resources to accident investigation be re-evaluated to determine if those resources would better support core law enforcement services and the Department's community oriented policing program by being redeployed to patrol to expand directed enforcement capabilities. This could involve: • Retaining the two investigator positions to handle serious accidents and follow-ups as currently. • Redeploying two of the five investigators as motor officers. • Utilizing the Sergeant and three remaining positions to reestablish the Mobile Task Force as a continuing, year around pro -active resource to support patrol and the community oriented policing program. S. CO EN AT RY TDO IS N A COST-EFFECTIVE MECHANISM FOR REDUCING OVERTEVIE C, During the course of the project, the issue of the cost - effectiveness of compensatory time was raised. The issue involves whether or not compensatory time is a cost - effective approach to employ in lieu of overtime or in concert with overtime. The table which follows on the next page shows how use of compensatory time can increase costs compared to use of overtime. The example is based on the assumed need to use one of the two alternatives to cover a field patrol hour. Dauid M. Griffith & Associates Page 32 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Element Overtime Compensatory Time Need to cover one hour of One hour of work time Officer works one hour and work time. coverages requires payment earns compensatory time off of 1.5 work time hours. at a rate of 1.5 hours Assume that the base cost for compensatory time earned a work hour is $ 10.00. Cost for covering that one for each one hour worked. work hour is $ 15.00 reflecting the base cost of $ 10.00 per hour paid at time and one half. Need to cover compensatory No further obligation. Assume officer takes off the time earned when taken off 1.5 hours of compensatory by officers). earned above. If that officer is in a position which requires coverage/replacement when the time off is taken, that coverage needs to be provided through either overtime or additional compensatory time. Assume overtime used to cover the time off taken related to earned compensatory time. 1.5 hours compensatory time off taken requiring 1.5 hours coverage. At overtime rates, coverage of this 1.5 hours would be at the 1.5 rate. This overtime would cost 1.5 hours times a base rate of $ 15.00 per hour(base rate of $ 10.00 per hour at time and half) for a total cost of $ 22.50. Cumulative Cost Comparison -- Overtime $15.00 $ 22.50 versus Compensatory Time. As demonstrated in the table, compensatory time ultimately costs more than use of overtime if, when compensatory time is taken, the person taking compensatory time off is in a position ;which must be covered when David M. Griffith & Associates Page 33 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department that person is off. As a result, the compensatory time approach ultimately costs more than overtime in this situation. The next chapter reviews dispatch staffing which is a key element in the support of patrol operations. David M. Griffith & Associates - r Page 34 III. CONE IUNICATIONS CENTER III. COMMUNICATIONS CENTER OPERATIONS The purpose of this chapter is to present the project team's analysis of Emergency Communications Unit workload and staffing requirements. This analysis is based on the following: • Workload data collected was based on an annual number of community -generated calls for service for the twelve month period beginning October 1, 1996 and ending September 30, 1997. This data was generated from the Department's CAD and included event type and time and date of occurrence. • The data described above were subjected to a quantitative analysis to determine staffing needs on an hour -by -hour basis. The staffing needs are based on desired or targeted dispatcher utilization levels. • Operational data relating to dispatcher availability were gathered to determine annual staffing requirements. The document opens with a description of the methodology employed to evaluate dispatcher staffing. 1. & QUANTITATE-E APPROACH -WAS UMZED TO ASSESS THE STAFFING _ _ REQUIIEt,EMMWS_ FOR TIC EMERGENCY CONEMIUNICATIONS CENTER. The quantitative approach utilized in this study to analyze communications center staffing relates agency dispatching workload with time standards developed to determine total communications center workload. This approach has been utilized for over fifteen years by mem- bers of this project team and other research organizations. This process begins with the premise that there are relationships among dispatch center workloads that are relatively constant from one agency to another relating to the following: • The ' total number of telephone calls received in a dispatch center expressed on a "per incident" or call for service basis. David M. Griffith & Associates Page 35 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department • The total number of radio transmissions received in a dispatch center expressed on a "per incident" or call for service basis. • The total number of other workloads handled in a dispatch center expressed on a "per incident" or call for service basis. These assumptions are critical because while most public safety agencies count "incidents" and/or "calls for service," few count other dispatching tasks such as the number of telephone calls, radio transmissions and other activities. Our firm has converted these other tasks to total minutes of workload which are expressed on a per community generated call for service basis. This basic workload standard estimates that each law enforcement call for service generates the equivalent of &9 minutes of dispatcher workload when calls for service are related to all dispatch center activities. The 8.9 minute standard combines the following: • Approximately 130 seconds (2.167 minutes) are allocated to process a service request (phone call) and transfer to a radio dispatcher. This standard incorporates the fact that multiple calls can be generated by each incident and that adminis- trative/business inquiries are made. Approximately 327 seconds (5.45 minutes) of total radio transmissions related activity expressed on a per call for service basis including call -related and self -initiated field workloads and administrative transmissions. • Approximately 13 seconds are allocated for records checks (e.g. CLETS, etc.) • Approximately 64 seconds are allocated for other tasks associated with the dispatch center (e.g. administrative, record -keeping, other activities). These time standards are then applied to the number of calls for service dispatched by the center to estimate dispatcher workload by time of day and day of week. The next step involves estimating how many on -duty communication center personnel are required by time of day and day of week to handle incoming communications workload. Research has indicated that David M. Griffith. &: Associates Page 36 Final Report for the Management. and Operations Analysis of the Huntington Beach Police Department dispatcher utilization cannot be projected at a 100 % level. Significantly lower utilization levels are necessary to account for variations in the frequency of incoming calls and other workload during each hourly period, and to avoid call "stacking" ' and dispatcher burnout. This research indicates that each dispatch position can handle a maximum of 22.5 minutes of workload each hour to reflect these factors. The next section of this chapter shows how this analysis was applied to the Huntington Beach Police Communications Center. 2. THE _ DISPATCH CENTL;R HANDLES MURl _ _MM_ CA.000 EMERGENCY _CALLS FOR _ SER_VICE_ ANNUALLY AND IS ZWACTED _ _ _BY _ _ ANOTHER _23,000 CALLS THAT ARE SUBSEQUENTLY QANCELED, There were 64,818 net annual events that can be classified as community -generated calls for service during the period beginning October 1, 1996 and ending September 30, 1997, The table below shows the disposition of those calls by response unit: Response Unit Number of Events Patrol 52,121 Traffic - Sedan 2,857 Traffic - Motors 2,718 TRU 2,363 Parking Enf. 2,103 Desk 1,558 CSI - Civilian 1,098 Total 64,818 In addition to the above calls, dispatch personnel in the Communications Center handled and canceled 23,622 calls for service prior David M. Griffith & Associates Page 37 Final Report for the Management and Operations Analysis of the Huntington $each. Police Department to dispatching to a response unit. Therefore, dispatch personnel handled 88,440 calls for service during the twelve month period. Exhibit IV, on the page following, shows the distribution of`community generated calls for service by day of week and hour of day. Exhibit V, on the page following Exhibit IV, shows CFS workloads in terms of the total minutes impacting the dispatch center for an average day. As described previously, all law enforcement community generated calls for service in which a response unit was dispatched are multiplied by 8.9 minutes to yield the total minutes of communications workload on a time of day basis. The 23,622 canceled calls described above were weighted employing the following assumptions: + As described previously, 130 seconds are allocated to process a service request (phone call) and transfer to a radio dispatcher. • An estimated 90 seconds are allocated to cancel the call for service requests, which may include the following: Handling a follow-up phone call requesting service cancellation. Ensuring an event is secure when during the cancellation process, whether on the same phone call or follow-up. Required data entry and coding describing the reasons for the canceled request. • Approximately 64 seconds are allocated for other tasks associated with the dispatch center (e.g. administrative, record -keeping, other activities). DaLid M. Griffith & Associates Page 38 EXHIBIT FV Average Daily CFS Workload Handled by Communications Section TIME PERIOD MON TUE WED THU FRI SAT SUN 0000-0100 10.4 8.2 10.5 9.1 10.8 17.6 20.4 0100-0200 7.6 7.1 8.0 7.0 8.2 15.5 18.4 0200-0300 7.0 6.6 6.5 6.4 7.3 12.0 15.4 0300-0400 4.3 4.5 4A 4.8 5.8 8.1 9.7 0400-0500 3.3 3.1 3.4 4.0 3.5 5.3 5.2 0500-0600 3.6 2.9 3.3 3.3 4.0 3.2 4.2 0600-0700 4.8 3.4 4.6 4.3 3.7 3.7 3.8 0700-0800 7.4 7.4 7.4 6.9 6.7 5.6 5.4 0800-0900 9.3 9.2 8.6 7.8 9.2 8.1 7.3 0900-1000 9.0 8.6 8.8 8.7 8.9 9.0 9.0 1000-1100 9.0 9.1 9.7 9.3 8.8 10.0 10.5 1100-1200 10.3 9.7 9.4 10.0 9.6 10.9 11.3 1200-1300 9.9 10.7 10.2 8.8 9.6 10.9 11.2 1300-1400 10A 9.1 10.8 10.1 9.8 11.4 10.9 1400-15 00 11.5 10.8 10.6 10.1 10.5 10.9 11.3 1500-1600 11.5 12.1 10.8 10.8 11.8 11.4 11.2 1600-1700 11.8 11.9 10.8 11.4 13.7 11.8 11.2 1700-1800 13.3 12.4 12.6 12.9 14.4 13.7 11.8 1800-1900 13.1 12.0 12.5 12.3 13.6 12.9 13.0 1900-2000 12.0 11.2 11.6 13.2 14.8 13.0 14.0 2000-2100 11.6 11.1 11.6 11.8 14.2 16.2 12.4 2100-2200 11.8 13.1 12.0 12.9 15.6 17.5 13.8 2200-2300 12.6 12.7 12.8 14.4 19.8 23.0 15.3 2300-2400 12.1 11.9 11.5 12.4 19.7 24.9 12.2 Total 228 219 222 223 254 286 269 Average Week Total 1,701 David Af. Griffith Associates EXHIBIT V Average Daily CFS Workload in Minutes Impacting the Communications Section TIME PERIOD MON TUE WED THU FRI SAT SUN 0000-0100 80.8 63.9 8L3 70.4 83.6 136.3 158.1 0100-0200 58.8 55.0 62.1 54.0 63.9 120.2 142.4 0200-0300 54.3 51.3 50.8 50.0 56.8 92.9 119.4 0300-0400 33.3 34.8 34.3 37.1 44.7 62.9 75.2 0400-0500 25.2 24.2 26.3 31.1 27.5 41.2 40.4 0500-0600 27.8 22.7 25.5 25.5 31.1 24.7 32.8 0600-0700 37.6 26.0 35.6 33.6 28.5 28.5 29.8 0700-0800 57.6 57.6 57.1 53.3 52.0 43.2 42.2 0800-0900 72.0 71.7 66.9 60.9 71.2 62.6 56.6 0900-1000 70.2 66.9 67.9 67.7 69.4 69.7 70.2 1000-1100 69.7 70.4 75.2 72.2 67.9 77.8 81.6 1100-1200 80.3 75.5 73.2 77.5 74.5 84.3 87.4 1200-1300 77.0 82.8 79.0 67.9 74.5 84.3 86.9 1300-1400 80.8 71.0 83.6 78.3 76.0 88.1 84.3 1400-1500 88.9 83.8 82.1 78.5 81.8 84.3 87.9 1500-1600 89.1 94.2 83.8 83.8 91.7 88.4 86.6 1600-1700 91.7 92.4 83.8 88.4 106.0 91.7 86.6 1700-1800 103.3 96.5 97.5 100.0 111.4 106.0 91.4 1800-1900 101.5 93.2 97.2 95.7 105.3 100.2 101.0 1900-2000 93.2 86.6 89.9 102.3 114.6 100.7 108.6 2000-2100 90.1 86.4 90.1 91.4 110.3 125.7 95.9 2100-2200 91.4 102.0 92.9 100.0 121.2 135.6 107.3 2200-2300 98.0 98.7 99.5 111.6 153.5 178.8 119.9 2300-2400 94.2 92.7 88.9 95.9 153.0 193.4 94.7 David J1,1. Griffith Associates Final Report for the Management and Operations Analysis of the Huntington Beach Police Department 1 ►• ►� � 1 1 U Exhibit VI, on the page following, shows the current daily staffing of the communications center. This schedule represents average daily staffing levels and reflects the actual positions deployed by time of day and clay of week. The paragraphs that follow present findings and conclusions which can be drawn from the exhibit: • Dispatcher coverage various by day from a low of 85 hours (Tuesday) to a high of 115 (Saturday). + Coverage is provided daily with four shifts with staggered start times. In addition, there are multiple two, three and four hour "slots" in which positions provide additional coverage. • There are 678 hours of weekly coverage provided by Dispatch Operators (including overtime and part-time coverage) for an annual equivalent of 35,256 person hours. If we estimate that dispatchers are available for work 1,700 hours per year (thirty- eight days off for vacations, sick leave, comp time taken, etc.) then annual staffing to cover the above hours would be 20.7 dispatchers. Exhibit VII, following Exhibit VI, shows the number of dispatchers required to handle communications workloads by hour of day and day of week according to the time standards described earlier. Exhibit VIII, on the page following Exhibit VII, provides a staffing schedule which matches dispatcher deployment with and assumptions employed in developing the schedule: • It utilizes the four daily ten-hour shifts currently employed --- with start times of 0630, 1100,1530 and 2100. David M. Griffith & Associates Page 41 EXHIBIT VI Current Deployment Schedule for Communications Dispatcher Operators Day MON TUE WED TIIUR FRI SAT SUN 0000-0100 4 4 4 4 4 5 6 0100-0130 4 4 4 4 4 5 6 0130-0200 2 2 2 2 2 2 3 0200-0300 2 2 2 2 2 2 3 0300-0400 2 2 2 2 2 2 3 0400-0500 2 2 2 2 2 2 2 0500-0600 2 2 2 2 2 2 2 0600-0630 2 2 2 2 2 2 2 0630-0700 2 4 4 4 4 4 4 0700-0800 2 2 2 2 2 2 2 0800-0900 2 2 2 2 2 2 2 0900-1000 3 3 3 3 3 3 3 1000-1100 3 3 3 3 3 3 3 1100-1200 4 4 5 5 5 6 5 1200-1300 4 4 5 5 5 6 5 1300-1400 4 4 5 5 5 6 5 1400-1500 4 4 5 5 5 6 5 1500-1530 4 4 5 5 5 6 5 1530-1600 7 6 7 7 9 10 8 1600-1630 7 6 7 7 9 10 S. 1630-1700 5 4 4 4 6 6 5 1700-1800 5 4 4 4 6 6 5 1800-1900 5 4 4 4 6 6 5 1900-2000 5 4 4 4 6 6 5 2000-2100 5 4 4 4 6 6 5 2100-2200 4 4 4 4 5 6 4 2200-2300 4 4 4 4 5 6 4 2300-2400 4 4 4 4 5 1 6 4 Subtota)- 89.5 1 85.0 1 90.5 1 90.5 1 104.5 1 115.0 1 103.0 Danis! hf Grifth Associates TIME PERIOD MON 0000-0100 3.6 0100-0200 2.6 0200-0300 2.4 0300-0400 1.5 0400-0500 1.1 0500-0600 1.2 0600-0700 1.7 0700-0800 2.6 0800-0900 3.2 0900-1000 3.1 1000-1100 3.1 1100-1200 3.6 1200-1300 3.4 1300-1400 3.6 1400-1500 4.0 1500-1600 4.0 1600-1700 4.1 1700-1800 4.6 1800-1900 4.5 1900-2000 4.1 2000-2100 4.0 2100-2200 4.1 2200-2300 4.4 2300-2400 4.2 Total: 78.5 EXHIBIT VII Staff Required to Handle Communications Workload TUE WED THU FRI SAT 2.8 3.6 3.1 3.7 6.1 2.4 2.8 2.4 2.8 5.3 2.3 2.3 2.2 2.5 4.1 1.5 1.5 1.6 2.0 2.8 1.1 1.2 1.4 1.2 1.8 1.0 1.1 1.1 1.4 1.1 1.2 1.6 1.5 1.3 1.3 2.6 2.5 2.4 2.3 1.9 3.2 3.0 2.7 3.2 2.8 3.0 3.0 3.0 3.1 3.1 3.1 3.3 3.2 3.0 3.5 3.4 3.3 3.4 3.3 3.7 3.7 3.5 3.0 3.3 3.7 3.2 3.7 3.5 3.4 3.9 3.7 3.6 3.5 3.6 3.7 4.2 3.7 3.7 4.1 3.9 4.1 3.7 3.9 4.7 4.1 4.3 4.3 4.4 4.9 4.7 4.1 4.3 4.3 4.7 4.5 3.8 4.0 4.5 5.1 4.5 3.8 4.0 4.1 4.9 5.6 4.5 4.1 4.4 5.4 6.0 4.4 4.4 5.0 6.8 7.9 4.1 4.0 4.3 6.8 8.6 7 5.6 76.6 76.8 87.6 98.7 SUN 7.0 6.3 5.3 3.3 1.8 1.5 1.3 1.9 2.5 3.1 3.6 3.9 3.9 3.7 3.9 3.8 3.8 4.1 4.5 4.8 4.3 4.8 5.3 4.2 92.7 586.5 David Af. Griffith Associates EMBIT VID Dispatcher Schedule to handle Communcation Workload • .: ..: eee ee=IfMM eee® eee e�� eases { S { { --Q---Q--MQ---Q---©---® Q......®.. C.�Q......Q......Q......mMum====......Q..�....Q......Q......QMMM © -Q--MQ_--Q---Q-M-QM-- -QQ_-QM -QQ--QQ--QQ-- II�Q--©Q Q -®Q -QQ--Q©�-®©--®©--®Q--i 1 { HMO==== ®Q--® --QQ--QQ--QQ-mQQmom --I m M ,fl ®©mo ©©mom©:' 1 m a©� Q© Q,....�.mmmm.�mmmm....®....mmm Q©OMEMQQ.... ©....©�.....�.©....©Q....©Q.. { f ....QQ....mQ....m©..mmmmmmmmmm mMMM.�.MMMM©..C�Q® � David it. Griflh Associates Final Report for the Management and Operations Analysis of the Huntington Beach Police Department It does not utilize the shift minimum and extra fill "slots" --- including the following: - 0700 --1100 - 0900 —1100 - 1100 —1600 - 1600 -- 2100 - 2100 — 0130 These slots are always filled with overtime (dispatcher and officer) or part-time positions. • The 1530 — 0130 shift is staggered, with one or two positions scheduled between 1630 - 0230. The table, below, shows the annual staffing required to achieve the projected daily staffing levels: Annual Staff Requirement Target Number of Dispatchers Deployed Number of Shifts per Week Total Dispatcher Shifts Per Week 1 7 7 2 5 10 3 9 27 4 5 20 5 2 10 Weekly Shifts Required 74 Total Annual Shifts 3,W Net Shifts per Dispatcher 170 Positions Required 22.6 David M. Griffith & Associates Page 45 Final Report for the Management and Operations Analysis of the Huntington. Beach Police Department The table shows that the Communications Center requires twenty- three filled, trained and deployable dispatcher positions to handle workloads adequately. This analysis is based on coverage provided by regular dispatch hours — no overtime coverage is required if all positions are filled utilizing this schedule. During calendar year 1997, approximately 13,705 hours of non -regular hours were charged to the Communications Center, as shown below: Coverage Provider Hours Daily Average Police Officers -- Overtime 6,286 17.2 Supv./Dispatchers — Overtime 4,127 11.3 Part-time Operators 3,292 9.0 The high use of overtime is a result of the following staffing conditions: • The authorized number of full-time operators is sixteen positions. • During the last twelve months, vacancies ran as high as six positions. As with the patrol staffing analysis presented in the previous chapter, we do not believe that it is effective practice to meet significant portions of continuing staffing needs with overtime. Given the above, we recommend that at minimum of six additional full-time dispatcher positions be authorized for the emergency communications center, and that overtime be authorized and funded to support the additional .6 FTE identified as required in our staffing analysis. David M. Griffith & Associates Page 46 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department 4. C SUPERVISORY STAFFING IN THE EIVIEE.GENCY COMMUNICATIONS CENTER IS JUSTIFIED. The Center is staffed with six Communication Supervisors. The positions are scheduled and deployed to provide 24-hour/day coverage. Under current operations, these positions are working supervisors — that is, they work the radio and phones during shift and lunch breaks, when vacancies exist (sick, vacation, etc.), during times of high activity levels, and when more when more than one supervisor is already on shift. Currently, Supervisors perform dispatcher duties approximately 33 — 50% of the time. Our analysis indicates that this practice and deployment plan for supervisors provides back-up in the event of unanticipated staff absences including some reserve capacity when vacancies occur due to turnover or extended other leaves. Additionally, with six supervisory positions, the Communications Center has some capacity to assign one supervisor responsibility for training. If the Department increases dispatcher staffing as proposed, the Center will need to provide extensive academy training to fill slots. Also, it appears that the Center provides little on -going training for existing positions. By employing one of the supervisors as a lead position for training, the Center could develop and manage the provision of academy training for new recruits and on -going training for existing positions. Finally, if the current supervisory staffing pattern is sustained, we believe supervisors should function as combination supervisors and lead dispatchers in lieu of authorizing one or more "over hire" positions to account for dispatcher turnover. In this capacity, supervisors should be expected to accomplish assigned supervisory responsibilities and provide console and dispatch position coverage during periods of dispatcher availability due to either position vacancies and/or unanticipated absences. Supervisors should be expected to perform coverage duties in lieu of use of David M. Griffith & Associates Page 47 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department overtime or compensatory time to replace line dispatchers unless supervisors are unavailable to provide this coverage. The next chapter reviews investigative operations. David M. Griffith & Associates Page 48 IV. INVESTIGATIONS IV. INVESTIGATIVE SERVICES AND OPERATIONS_ Unlike patrol, there are few clear and generally accepted standards for analyzing investigative staffing and workload. Recently, we conducted a survey of the 50 largest police departments in the United States to determine if any had developed clear quantitative standards or measurement approaches for relating investigative staffing requirements to workload. This survey indicated that: None of the agencies contacted has developed either standards or workload measurement systems to determine investigative staffing needs. • There is no apparent research in progress in this area. We have typically employed a variety of approaches to broadly assess investigative staffing adequacy. They include the following: • Analysis of investigative case management techniques to determine if the Department is employing generally accepted approaches including: Supervisorial review of each case prior to assignment to ensure that solvability factors (evidence or information which provides some basis for the investigator to pursue the case) are present, and assignment of only cases with solvability potential to line investigators. - Periodic caseload review by supervisors to screen out "dead" cases. Broad comparison of investigative workload and staffing compared to "industry" patterns documented through an annual survey of 50 police departments across the United States by David M. Griffith & Associates. These measures include: - Comparison of number of Part I offenses per line investigator (excluding supervisors and investigators in pro -active assignments like vice and narcotics). Our survey has indicated that the average range for this David M Griffith & Associates Page 49 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department measure is 400 to 650 Part I offenses per line investigator. Proportion of core or line investigators (again, excluding supervisors and any investigators in pro -active assignments) compared to sworn staffing. The average range as documented through survey is 12 % to 15 % of sworn staff assigned to core or line investigative functions. Average caseloads by type of case (e.g. property crimes, person crimes) for investigators assigned to core investigative functions. Investigators in the Huntington Beach Police Department are also assigned to several pro -active units including vice and narcotics as well as regional pro -active task forces. There are no quantitative or comparative standards for evaluating resource allocations in these areas, and any evaluation must be based on whether or not these units are managed effectively; deployed to address significant community problems; and the like. The sections which follow present our findings related to investigative operations and services in Huntington Beach. Appendix A at the end of this report provides detailed information on investigative staffing and assignments for both pro -active and reactive units. 1. AT CURRENT STAFFING LEVELS, THE INVESTIGATIONS DIVISION IS AT THE LOW END OF THE WORKLOAD RANGE WHEN INVESTIGATE WORKLOAD IS EMUATED BASED ON PART I_ OFFENSES PER_LINE INVESTIGATOR, AND ASSIGNS ABOUT 12 % QF TOTAL ffORN STAFF„ TO CORE INVESTIGATIVE SERVICES. One broad measure of investigative workload and staffing adequacy is the measure of average number of Part I offenses per line investigator, exclusive of supervisors or line investigators assigned to pro -active functions like narcotics enforcement. During 1996, 7,336 Part I offenses were reported in Huntington Beach. Based on the number of investigators David M. Griffith & Associates Page 50 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department assigned to the core investigative functions of person, property, and economic crimes units, the average number of Part I offenses per line investigator averaged 305 -- below the "industry range" of 400 to 650 Part I offenses per line investigator. Concurrently, the Huntington Beach Police Department assigns about 12 % of sworn staff to core, line investigative functions which compares to the industry range of 12 % to 15 %. These broad comparisons need to be considered in light of the following: • Core line investigators in Huntington Beach handle both felonies and misdemeanors. Under current approaches, most cases which are not immediately (during the shift) resolved by field patrol personnel are referred to the Investigation Bureau for follow-up. • As a result, line investigators are handling a mix of felonies and misdemeanors and caseloads, as will be demonstrated in a subsequent section, are higher than those based on the Part I offenses per investigator comparison. These broad comparative measures suggest that the allocation of resources to investigative services - in Huntington Beach. is generally consistent with industry patterns, and once investigative policies are considered (e.g. assignment of misdemeanors to investigators and limited follow-up by patrol personnel), there are no comparative indications of either under or overstaffing in the core investigative functions. 2. REVIEW OF ---CORE INVESTIGATEM CASE LOADS ALSO INDICATES THAT NO SIGNIFICANT STAFFING AND WORIKLOAD IMBALANCES CURRENTLY EXIST. To supplement the comparative data presented in the first section, the study also included review and analysis of case assignment and caseload patterns in the core investigative units as identified previously. This included interviews with unit supervisors and review of supporting written documentation reflecting unit workload by activity, by month for the twelve preceding months. The next tables show the results of this analysis. David 111. Griffith & Associates Page 51 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department 1997 Property Crime Unit Activity Position Cases Cases % Of Average Clearance 1996 Received Assigned Cases Monthly Rate Clearance Screened Caseload Rate Due To Western Soly. us ability Burglary/ Theft Inves. Burglary 1228 218 82.2% 18 14% Burglary 1037 229 78% 19 14% Burglary 931 157 83% 13 13% Burglary 905 173 81% 14 13 Burglary 1004 152 85% 12.6 1547 Burglary/ Arson 771 42 95%G 12 15% Unit Burglary Totals 5856 1071 81.7%c 14.8 14% 12.2% Theft 19.5% Other Property Crimes Inves. Juvenile 317 224 29% 18.6 49% Jul./Bikes 1 932 1 173 j 81.5% 1 14.4 8% Principal findings related to property crime unit activity and staffing are as follows: Average caseload of 14.8 cases per month is the low end of the range 15 to 25 cases per month per property crimes investigator we have documented based on our survey of other agencies. With the recent reassignment of one property crimes investigator to another unit, average case load per investigator will increase to 17.8 monthly assigned cases which is at the lower end but within the standard range. Clearance rates are within the norm of other policing agencies in the Western United States. 1997 property crimes declined by 14% (8238 to 7105) when compared to 1996, and the Police Department responded by reassigning one investigator from this unit. I auld M. Griffith & Associates Page 52 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department 1997 Person Crimes Unit Activity Position Cases Cases Cases Average Clearance 1996 Received Assigned Screened Monthly Rate Clearance Due To Caseload Rate Soly- Western ability Us Assault 591 329 44% 27 55% Agg. Dom/Vio. Assault 58.4% Assault 610 321 47% 27 53% Dom/Vio Robbery 358 188 47% 15.6 31`/c 25.2% Robbery 339 190 44% 16 25% 25.2% Sex 337 177 47% 15 39% Crimes Sex 375 231 38% 19 52%a Crimes Homicide/ 765 626 18% 52 37% Missing Persons Homicide/ 251 70 7N 6 30% Assault Unit Total 1 3626 2062 57% 1 21.5 • Average caseloads per investigator are above the high end of the range of 10 to 14 cases per month per person crimes investigator. However, the caseloads above include missing persons cases and domestic violence cases which are not included in the caseload range. If these cases are excepted, average caseloads drop to about 15/16 which is still slightly above the average range. • Clearance rates are generally consistent with industry norms. 1997 Economic Crimes Unit Activity Position Cases Cases Cases Average Clearance 1996 Received Assigned Excluded Monthly Rate Clearance Due To Caseload Rate Solv- Western ability US Generalist 82 52 37% 4 0% Auto Theft 630 115 82% 9.6 16% 11.1% Auto Theft 468 98 79% 8 14% 11.1% Forgery / 165 83 50%r, 7 27% C. Cards Druid M. Griffith & Associates Page 53 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Position Cases Cases Cases Average Clearance 1996 Received Assigned Excluded Monthly Rate Clearance Due To Caseload Rate Solva• Western bility US Forgery 277 123 56% 10 21% Fraud 54 38 30% 3 19%r. Fraud 41 19 54% 1.6 15% Check 193 171 13% 14 63%c NSF Check 121 111 8% 9 30%c NSF This Unit investigates incidents of fraud, forgery, financial elder abuse, Not Sufficient Funds (NSF) checks, and auto theft. Three investigators are assigned to auto theft. Two within the Unit and one assigned to a regional task force. The remaining five work economic crimes. Two non -sworn personnel work the check detail. Principal conclusions related to the Economic Crimes Unit are as follows: Workload for auto theft detail is low at 9.6 and 8 per month for each of the two investigators, compared to the 15 to 25 caseload per investigators average range in other jurisdictions surveyed. Clearance rates at 14% and 16% are slightly above the 11.1% average for the Western United States. • One officer/investigator is assigned to the Orange County Auto Theft Task Force (OCATT), and is excluded from the data shown in the table above. In 1997 OCATT responded to Huntington Beach on five cases, three at the request of the HBPD and two generated by the Task Force. OCATT addresses only cases that either involve multi -car theft rings, suspects facing prison sentences, or major auto theft cases. Major fraud investigations are very specialized and labor intensive with the potential for redundant investigative activities between and among private financial institutions and County, State, and Federal law enforcement agencies. The Economic Crimes Unit is managed and supervised consistent with and to avoid any potential redundancy, and appropriately refers victims to the external agencies. Huntington Beach provides a high level of service with this unit commonly not Dauld M. Griffith & Associates Page 54 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department found in other police organizations. The following is a sampling of recent Unit activity. Sample Of Fraud Investigative Activity Activity Agencies Invest. Time Money Lost Disposition Embezzlement None 30 hours $84,000 Trial Pending Embezzlement None 400 hours $86,000 Guilty Embezzlement None 250 hours $40,000 Guilty Embezzlement None 40 hours $38,000 Comp. Issued Invest. Scam None 100 hours $2 Million Invest. In Prog. Embezzlement None 100 hours $32,000 Invest. In Prog. Business Scam FBI, Sec. Serv. 300 hours $3 Million Invest. In Prog. Invest. Scam Nevada, Col.. 400 hours $600,000 Invest. In Prog. Computer Scam FBI 200 hours $4 Million Federal Pros. Business Scam None 150 hours $84,000 Trial Pending Real Est. Scam Dept. of R.E. 75 hours $15,000 Invest In Prog. Embezzlement None 200 hours $1.2 Million Invest. In Prog. Senior Cit. Scam None 150 hours $50,000 Invest. In Prog. Business Scam None 80 hours $300,000- Invest In Prog. Invest. Scam None 250 hours $400,000 Invest In Prog. Business Scam None 160 hours $2.4 Million Invest in Prog. Embezzlement None 160 hours $1 Million Invest In Prog. Bank Scam None 10 hours $33,000 Invest In Prog. Caseload averages are not an appropriate measure for the fraud and comparable investigative services provided by this unit. As noted above, this is a high service function offered by the Huntington Beach Police Department; assigned staff are utilized on high priority cases; and it appears that the Department takes step to ensure that investigations do not overlap other public and private agencies. As noted at the beginning of this chapter, there are no definitive standards associated with investigative caseloads. Within this context, however, conclusions related to the workload and case assignment patterns noted above are as follows: • Case assignments are generally within range of case assignment patterns in other jurisdictions in which we have completed investigative unit analyses. Exceptions involve David M. Griffith & Associates Page 55 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department some person crimes investigators (above the range), and the in-house auto theft investigators (well below the range.) While Huntington Beach contributes an officer to OCATT, it appears the task forte's activity within Huntington Beach is relatively limited. While regional task forces like OCATT cannot be measured based on activities within the geographic boundaries of Huntington Beach because their activities often impact auto theft patterns, the Department should periodically monitor the results of investment to confirm that task force activities do benefit the City on an overall basis. Investigative caseloads are significantly impacted by. the current approach under which patrol officers handle limited follow-up, including misdemeanors, and most cases are forwarded to the Investigations Division for follow-up. Because patrol staffing, even if the adjustments recommended in Chapter II are implemented, will provide pro -active time at the lower end of the range and it is probable impractical to expect that patrol follow-up investigation of misdemeanor cases can be expanded to a level at which investigative workload would be impacted. 3. INVESTIGATIVE CASE ._ MANAGEMENT APPROACHES ARE CONSISTENT WITH EFFECTIVE AND PROGRESS PRACTICE. As noted at the beginning of this chapter, case management practices are an important component of investigative operations. Our analysis indicates that the Department's current approaches are consistent ,vith effective practice. More specifically: Division Unit Supervisors have access to and employ strong individual case management in terms of using a prioritized system of case assignments predicated on "solvability factors" and case activity follow-up by using a very detailed individual monthly activity report. The case assignment system assigns priorities to cases based on solvability potential as follows: Priority 1 - Requires immediate follow-up. Mandatory are in custody's and homicides. A written progress report is required in two working days. Dat.,id M. Griffith & Associates Page 56 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Priority 2 - Requires follow-up as quickly as possible due to suspect leads or nature of offense. A written progress report is required in four working days. Priority 3 - There are investigative leads to pursue and/or physical evidence but the case does not require immediate follow-up. A written progress report is required within 30 calendar days. Priority 4 - Case is unassigned. No solvability factors with little chance of solvability. Case assignments using solvability criteria are consistent with industry standards compared to recent research for 1997. For example: Property Unit - 5,856 cases received, 1,071 cases assigned - 81.7% of cases were unassigned due to low solvability potential. Property crimes often do not have a witness, suspect, or physical evidence which will lead to a suspect. Persons Unit - 4,151 cases received, 2,316 cases assigned - 44.2% of cases were unassigned due to low solvability potential. Persons crimes more often provide victim / witness identification this percentage is lower than property crimes. Because of the "beach environment" and lack of potential witnesses of an assault, this percentage is slightly higher than the norm of approximately 30% to 35%. Economic Crimes Unit - 1,717 cases received, 528 cases assigned - 69.2% of cases were unassigned due to low solvability potential. As investigations in this unit are very labor intensive (excluding auto theft) the unit supervisor employs a "pre screening interview and assessment" prior - to formal case assignment to assure that the case is not "civil" in nature and to determine to the extent possible that the investigation will produce facts of criminality "beyond a reasonable doubt". It is at this point that the "case assignment priority is employed". David J11. Griffith & Associates Page 57 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Unit supervisors employ appropriate case review and reporting systems. All cases are reviewed for clearance or inactivation after 30 days from assignment. Exceptions are granted only with specific approval of an immediate supervisor. Monthly reports are issued to monitor this process. • - Non -sworn staff and volunteers have been effectively employed to support sworn and investigative staff. This includes use of RSVP program volunteers to provide assistance to sworn staff in a number of areas as noted in the Appendix A Profile, and use of non -sworn staff for NSF check investigations in the Economic Crimes Unit. 4. AVAILABLE INFORMATION INDICATES THAT MOST RESOURCES ASSIGNED TO PRO -ACTIVE FUNCTIONS ARE EFFECTIVELY UTILIZED BUT THE COMMITMENT TO REGIONAL NARCOTICS ACTIVITIES SHOULD BE REEVALUATED. Currently, the Huntington Beach devotes a number of sworn staff resources to local and regional pro -active enforcement and investigative functions. Our analysis of these units and allocations are as follows: • Vice Unit: This unit provides multiple pro -active investigative services including: (1) Enforcement of Alcohol Beverage Control (ABC) laws in Huntington Beach; (2) Inspection of occupancies with potential vice offense risks (e.g. massage parlor registration, inspection, and enforcement); (3) investi- gation of entertainment permits; (4) Monitoring and regulating registered sex offenders and "hard core criminal" parolees resident in Huntington Beach; and (5) Developing criminal intelligence for the Department. Additionally, One (of three) Vice investigators devotes 50% of his time to "Internet child pornography" cases. This investigator has been very successful and enjoys a "National" reputation for his expertise. Although some cases have been cleared in Huntington Beach, most successes are cases involving subjects and victims outside of the City. Our analysis indicates that, with one exception, the Vice Unit is effectively utilized and targeted on ' problems and issues directly related to quality of life in Huntington Beach. The one exception involves the current involvement of one officer in Internet child pornography cases which do not involve Huntington Beach residents. We believe it is appropriate for David M. Griffith & Associates Page 58 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department the Department and the City to re-examine if they want to continue to support the commitment of this officer to assisting other jurisdictions, or if it would be more effective to refocus this position on local issues which involve the primary mission of the Vice Unit. Gang Unit This two person Unit provides proactive "street gang activity" intervention and carries an investigative case load of approximately 4 cases each per month for incidents involving gang members. This is an effective use of resource given the "gang intelligence" information required to expeditiously and productively bring these incidents to a proper conclusion. Narcotic Enforcement Operations: The HBPD currently assigns staff to two different regional, multi jurisdictional task forces, and staffs a "local" in-house pro -active narcotics enforcement unit as follows: Regional Narcotic Suppression Program (RNSP): Four detectives are assigned from Huntington Beach to the regional narcotics unit. Interviews suggest that very little time is spent in Huntington Beach by the 60 member regional narcotics task force. Staff could not provide an accounting of the time spent by the regional task force in Huntington Beach nor the impact of the Task Force's activities on Huntington Beach drug and narcotics problems. Interviews did indicate that: Most of the task force work is surveillance and that surveillance is generally conducted in locations other than Huntington Beach. The "in-house" narcotics unit (Sergeant and 4 officers) relies on assistance for raids and major arrests from in-house staff and from other law enforcement agencies contiguous to Huntington Beach, rather than the Regional Task Force. Historically, the RNSP has generated far more revenue through asset forfeiture funds than the cost of the four detectives assigned to the unit. However, for the past three years, consistent with the general trend of declining asset forfeiture funds experienced in many areas, staffing the regional unit has cost Huntington Beach significantly more than the value of asset David M. Griffith & Associates Page 59 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department forfeiture funds received as shown in the table which follows below: Cost and Revenue 1995 1996 1997 Component Cast Staffing Costs for $320,000 $320,000 $320,000 Four Detectives Overtime $124,541 $137,682 $126,117 Total Cost $444,541 $457,682 $446,117 Revenue $151,661 $111,067 $59,962 Asset Seizures Overtime $124,541 $137,682 $126,117 Reimbursement Total Revenue $276,202 $`1A8,749 $186,079 Net Performance Gain / (Loss) ($168,338) ($208,933) ($260,038) Over the three year period, costs have exceeded revenues collected by about $ 637,000. It should be noted that interviews indicate that a reported $ 184,000 in asset forfeitures are pending receipt which would reduce the net cost to about $ 453,000 for the three year period. Given these trends and results and the apparent infrequency of Task Force activities in or in support of Huntington Beach related activities, it would be appropriate for the Department to re-evaluate the current level of commitment to the RNSP and determine if one or more of the officers currently contributed to the Task Force could be reallocated to increase patrol staffing and increase capabilities associated with the Community Oriented Policing Program. Drug Enforcement Administration Task Force: One detective is assigned to this unit from Huntington Beach. Interviews indicate that this task force also works primarily external to Huintington Beach since the focus of this task force is major inter -state drug trafficking. Unlike RNSP, asset seizure revenues from this task force for Huntington Beach have significantly exceed costs as demonstrated in table on the next page. David M. Griffith & Associates Page 60 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Cost and Revenue 1995 1996 1997 Component costs Salary ( 1 Detective) $80,000 $80,000 $80,000 Overtime $26,500 $26,500 1 $26,500 Total Cost $106,500 $106,500 $106,500 Revenues $117,463 $13,330 $349,699 Asset Seizures Overtime $8,095 $8,095 $8,095 Reimbursement Total Revenue $125,558 $21,425 $357,794 Net Performance Gain / (Loss) $19,058 ($85,075) $251,294 As can be seen from the table, while performance has fluctuated significantly by year, three year performance has resulted in a net gain of about $ 186,000. Interviews indicate that an additional $ 407,000 in asset forfeiture funds may be distributed. If and when these funds are received, the positive cash flow associated with this program would be further enhanced. Drawing on the preceding paragraphs, the matrix which follows summarizes findings and recommendations related to the Investigations Division. Unit Issues Finding/Improvement Opportunity Impact and Next Steps General Employment of • None. All three units None Investigations Case within this bureau Management & adhere to very solid Case Solvability Management Policies. Factors Property Individual • Given limited patrol None Crimes Unit Case Load at 17.8 time for follow-up is at low end of investigation of ratio. misdemeanors, there is no practical capability for reducing unit caseload or adjusting staffing. David JIT. Griffith & Associates Page 61 unit Crimes Unit Crimes -- Fraud Unit Final Report for the Management and. Operations Analysis of the Huntington Beach Police Department Issues Domestic Violence investigations are very labor intensive due to victim and District Attorney follow-up. a The Unit recently lost a valuable "grant funded" Victim Specialist of Domestic Violence position. a With an average case load of 21.5 per investigators, officers appear to be above the case load ratio norm of 10 - 15 cases per assigned investigator. a Five sworn investigators work economic crimes, Fraud, Financial Elder Abuse, Major Business Scams, Telemarketing Fraud. Monthly caseload is very low (3 cases) as investigations a complex pand labor a Valuable sworn investigative time by funding a Domestic Violence Victim Specialist at the Community Service Officer Classification for immediate follow-up contact for coordination of providing guidance and resource information to domestic violence victims would improve service. a Missing person & Domestic Violence reports inflate the numbers of the incidents commonly investigated by officers assigned to this unit. Once adjustments are made for these types of cases, and a Domestic Violence Specialist is added, caseloads would be within reasonable ranges. Department has a good reputation fqr providing excellent investigative service in the area. This Unit will work cases that other agencies (County, State, Federal, Private) do not have the resources to work. a Continue to provide "up front" evaluation of potential investigations 'a }/4SMtOW, Wtnak2,k. Impact and Next a Add one Civilian Domestic Violence Specialist. Currently being pursued through application for grant funds. a Make no personnel change. The Unit is appropriately staffed if the Domestic Violence Position is provided. a Continue to evaluate the Department commitment of resources to this area, considering any redundancy of investigation by another agency, (public and/or private) and the "community impact" of the various economic crimes investigated. David M. Griffith & Associates Page 62 Crimes Unit -- Auto Theft 2 sworn in- house investigators Narcotic Task Force Operations Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Issues • Caseload for the 2 investigators is low at B and 9.6 per month. Property crimes caseload norms are 15 to 25. • Theft recoveries are primarily by field officers, either as abandoned or occupied with an arrest. Recoveries for 96' - 61% 97' - 89% • Five officers are assigned to two regional narcotic task force assignments. Task Force presence and activities in Huntington Beach and specific support to the Department Narcotics Unit • Evaluate the personnel resources committed to this activity to determine the actual impact that follow-up investigative activity contributes to arrest and prosecution. Reducing this unit by one sworn would increase the caseload to 17.6 per month, which would be in the "industry range." • Rely more on the regional OCATT for support in this area. • Evaluate the return to the City of the Departments commitment of four officers to the County Regional Narcotics Task Force in terms of time actually spent in the City and/or the support of the Task Force to the Departments own Narcotic unit in terms of the cost to the City. Next • Evaluate reallocating one officer assigned to auto theft to patrol or other pro -active assignment. • More closely monitor OCATT impact on Huntington Beach as long as the assignment of an officer to this unit is continued. • Reduce the commitment of sworn personnel assigned to the County Regional Task Force by two in the short term. - Maintaining some commitment will provide for asset seizure return of moneys in the "pipe line". Maintain the commitment one David M. Griffith & Associates Page 63 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Unit Issues Finding/Improvement Impact and Next Steps Opportunity Narcotic Task has been very Evaluate the return to the sworn officer to the DEA Force limited and for City of the Departments regional team. Operations the past three commitment of one (continued) years. officer to the Federal • Officers DEA Regional assigned to these Narcotics Task Force in units are funded terms of time actually through asset spent in the City and/or seizure. the support of the Task Availability of Force to the Departments these funds in own Narcotic Unit in recent past years terms of the cost to the have been in a City. decline, and costs significantly exceed revenues. Special • Unit effectively None None Investigations deployed and Bureau - Vice / targeted on vice Intelligence / and criminal Unit-3 intelligence officers issues in the community. Special + 50% of one • Closely monitor the • Evaluate Department Investigations officers time is time spent by this officer commitment of resource Bureau - Vice. devoted to internet not only for cases to this area and (Internet child pornography developed with victims reallocate officer's time Time) investigations. and suspects outside of in support of other vice . The majority of the City, but also the unit activities. the victims and requests for training by suspects developed other law enforcement through these agencies due to this investigations are officers expertise. from areas outside of the City. The next chapter evaluates the internal affairs and complaint investigation process._ David Al. Griffith & Associates Page 64 V. INTERNAL AFFAIRS V . THE INTERNAL AFFAIRS AND COMPLAINT EWESTIGATION PROCESS This chapter reviews the internal affairs and complaint investigation process of the Huntington Beach Police Department. The purpose of the analysis was to review the current process and address the following questions: • Is the current process, by policy and actual implementation, consistent with progressive law enforcement agency practice? • Does it provide an objective process for addressing allegations of misconduct or performance problems by personnel of the Huntington Beach Police Department? • As currently structured and implemented, does the process provide open access to citizens who wish to lodge complaints about police activity, and to the extent available within the law, does it provide adequate and timely feedback to citizens regarding how their complaint was resolved. To address these issues, we accomplished the following: • Reviewed the Department's written policies and procedures which provide the basis for the complaint investigation and resolution process. • Conducted interviews with Police Department staff responsible for managing the process, and for investigating allegations of misconduct. • Conducted interviews with other Departmental managers, supervisors, and line staff to get their reactions to the current process. • Interviewed a randomly selected sample of citizens who had lodged complaints during 1996 and 1997 to determine their attitudes toward how they were treated. • Interviewed representatives of the City Attorney's Office and the City's Risk Manager to get their reactions to complaint issues including the results of Iitigation resulting from Departmental activities. David 11I. Griffith & Associates Page 65 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department • Reviewed trends in complaints and dispositions over recent years for the Huntington Beach Police. Department. The chapter which follows presents our finding, conclusions, and recommendation resulting from this analysis. The chapter opens with an introduction to the complaint process and an overview of statistics related to trends in complaint frequency. 1. OVERVIEW OF THE COMPLAINT AND PEO&RNAL AFFAIRS PROCESS IN THEE BMWGTON BEACH POLICE DEPARTMENT. Penal Code Section 832.5 (a) requires every law enforcement agency to have a procedure for investigating citizen complaint. A complaint is an allegation against an employee of a violation of law, Department policy, rule, regulation, or order. The complaint may be generated internally (by another member of the Department) or externally (by a member of the Public). A complaint can be made by a citizen or department member as follows: • Directly to the employee's immediate supervisor, the on -duty watch commander, or the bureau commander. • Directly to a member of the Department's Professional Standards Unit who are responsible for conducting internal affairs investigations. Initial complaints may be -lodged either verbally or in writing. All complaints, regardless of where they are initiated, . are routed to the Administration Division Commander. The Administration Division Commander will either assign the investigation to the Professional Standards Unit, or to the supervisor of the involved employee. For those complaints not investigated by PSU personnel which involve staff assigned to the Patrol Division, investigations are conducted by the Administrative Sergeant assigned to Patrol. Complaints assigned to the Professional Standards Unit are usually those which are of a more serious and/or sensitive nature. The basic procedure for processing and investigating DaUld M. Griffith ce: Associates Page 66 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department complaints and ultimately, making the disciplinary decision is as described below: • Depending on workload of the PSU, most minor complaints are forwarded to the involved employee's supervisor (or the Administrative Sergeant in Patrol for cases involving Patrol Division personnel) for investigation and development of findings. The Professional Standards Unit has responsibility for monitoring the investigation of these complaints for progress and for content upon completion by the responsible supervisors. Serious complaints are investigated directly by one of the two sergeants assigned to the PSU. This includes: (1) Contacting and interviewing complainants and witnesses; (2) Collecting other relevant information: (3) Interviewing other departmental employees who have knowledge of he alleged incident; and (4) After the previous steps have been completed, interviewing the involved employee(s). Once information has been collected, the assigned PSU Sergeant evaluates the information and prepares the investigative report which includes a conclusion about the validity of the complaint. That conclusion is classified according to Huntington Beach Police Department Policy 2/745.18 in one of the following five categories: Unfounded: When the investigation prove the alleged act did not occur or did not involve Department personnel. - Exonerated: When the investigation proves the act occurred, but that the act was justified, lawful, and proper. Not Sustained: When the investigation discloses insufficient evidence to sustain the complaint. - Sustained: When the investigation proves that the act covered by the complaint did occur and constitutes misconduct. - Misconduct Not Based on the Complaint: When the investigation proves misconduct or improper job performance which was not part of the original complaint. Dauid M. Griffith & Associates Page 67 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Completed PSU investigations are forwarded to the Administrative Captain for review, and then to the involved employee's Division Commander. The Division Commander and Watch Commander/Bureau commander review results and recommend discipline and return the investigation with the discipline recommendations to the Administrative Captain who forwards the completed investigation to the Chief. The Chief determines the discipline to be rendered. All investigations are routed through the Administration Division Commander. • Once the Chief has determined appropriate discipline, the case is returned through the Administrative Division Captain to the assigned PSU Sergeant. If the discipline is greater than an official reprimand, the assigned PSU Sergeant prepares the Skelly (pre -disciplinary conference) letter and forwards the letter to the involved employee. Official reprimands or warnings do not allow for a Skelly conference. • The Skelly conference is the opportunity for the employee to tell his/her side of what occurred and to clarify other aspects of the case to the Chief before he actually administers the proposed discipline. The employee is entitled to have a representative of their choice present during this hearing. Often, that representative is an attorney retained by the Huntington Beach Police Officers Association on behalf of the employee. • Once the Skelly conference has been completed and the discipline determined, the PSU Sergeant follows -up to insure the discipline is administered and records results in the unit's data base system. The Sergeant forwards a letter to the complainant informing of the results (in terms of classifications previously described) of the investigation. By law (Penal Code Section 832.7), the contents of an investigation of complaints against peace officers, and the nature of the discipline rendered, are confidential and cannot be released to the public, including the original complainant, unless ordered by a court following a legal action requesting the release of the information. As a result, complainants are notified of the outcome of their complaint in terms of finding (e.g. sustained, unfounded, etc.), but not the specific nature of the discipline rendered. • Peace officers have the right to and can appeal disciplinary decisions in a formal arbitration process. If this occurs, the officer is represented by his or her counsel, and the City and the Department by the City Attorney's office. The appeal can Daz,id M. Griffith & Associates Page 68 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department result in confirming the disciplinary decision of the Chief, or can result in reduction or elimination of the discipline. . The sections which follow evaluate each step in the process as described above. As background to the evaluation, the next section provides selected quantitative information of complaint frequency and disposition patterns. 2. TRENDS IN COWMIAINTS INYOLVING POLICE CONDUCT ARE GENERATED BY CMZELNLS AND BY PERSONNEL FROM WITHIN THE POLICE DEPARTMENT ORGANIZATION. As noted above, allegations of police misconduct are generated from two sources: Citizens who contact the Department and allege either misconduct or some performance problem by either sworn or non -sworn employees of the Police Department. • By managers, supervisors, or line staff (both sworn and non - sworn) who raise issues of misconduct or violation of policies or procedures by other employees of the Department. The table which follows shows the volume and source of allegations of misconduct or performance received from both sources over the last four years. Trends in Complaints for the Huntington Beach Police Department Complaint Source 1994 1995 1996 1997 Percent Change Citizens Number 56 36 44 30 (35.7 ale) Percent of Total 60 40 51 40 (33.3 %) Department Staff 37 53 43 45 21.6 % Number * Percent of Total 40 60 49 60 50 % TOTAL COMPLAINTS 93 89 1 87 75 1 (19.4 %) * Number excludes staff allegations of vehicle misuse which totaled 18 in 1994, 30 in 1995, 26 in 1996, and 19 in 1997. Dat-id 111I. Griffith & Associates Page 69 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department As can be seen from the information presented in the table: • The annual volume of citizen generated complaints has gradually declined over the 1994 - 1997 period. Data are insufficient to determine the reason for the decline, but this trend should be recognized and focused on in coming years. • Over the same period, the volume of allegations related to misconduct or performance raised by Departmental personnel has increased. • By 1997, the majority of complaints were generated from within the Department. • This trend tends to indicate that Departmental personnel are sensitive to and aware of the performance of their peers and subordinates and take steps to raise issues when they perceive violations of policy or rules. While law prevents us from reviewing the content and results of specific cases, it is possible to identify disposition patterns of complaints. The next table summarizes disposition of citizen generated complaints and those complaints raised by Departmental personnel during calendar year 1997. Type of Total Disposition Complaint Number Sustained Not Unfounded Exonerated Sustained Citizen Generated Complaints 0 Conduct 5 2 1 1 1 Use of Force 6 - 1 3 2 False Arrest 4 1 1 1 1 Rudeness/ Courtesy 14 3 8 - 3 Total for Citizen Generated 29 6 8 5 6 Complaints David M. Griffith & Associates Page 70 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Type of Total Disposition Complaint Number Sustained Not Unfounded Exonerated Sustained Department Generated Complaints Absent Without 15 15 - - - Authorization/ Leave Conduct 11 9 - 2 Performance 9 5 1 2 1 Vehicle Operations 11 10 - 1 - Violation of Rules/policies 7 5 - 1 1 Insubord- ination 2 2 - - - Total For Department Generated 55 46 1 4 4 Complaints As can be seen from the information presented in the table, a significantly higher proportion of complaints generated from within the Department are sustained than those registered by citizens. One factor which we believe contributes to these differences involves the fact that Departmentally generated complaints have a higher frequency of multiple witnesses to alleged incidents which can support a sustained finding than do many citizen complaints (especially those involving allegations of rudeness) which frequently involve only the two involved parties and it is difficult, if not impossible, to develop sufficient evidence of misconduct to support the allegation within the legal requirements of the internal affairs and complaint investigation process. Nevertheless, the relatively high proportion of departmentally generated complaints sustained tends to indicate that the process is conducted to thoroughly investigate complaints and when evidence supporting the allegation can be developed, to sustain the complaint and set the stage for determination and rendering of discipline. David JW. Griffith & Associates Page 71 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department 6 14,1010W 1 D I: DI' ! I A Wi i This section reviews the current process by which citizens are informed of how to make complaints, and how complaints by citizens are received by the Department. (1.) Broader Dissemination of the Pam filet Describin How Citizen Can Make Com laints and Clarification of Process Descri Lions in the Pamphlet Should be Undertaken lb Improve Public Kno wledgre of the Process and How to Make Complaints The Police Department currently publishes a pamphlet entitled "Citizen Complaint Reporting Procedure" which is made available at the Department and explains how complaints can be lodged, and how the complaint investigation process works. Appendix C to this document provides an example of the pamphlet. As such, the document provides the major vehicle available to inform citizens of how to make a complaint and how the process works once that complaint is made. Review of the pamphlet and interviews with citizens who had previously registered complaints indicated the following improvement opportunities: • The placement of the citizen complaint pamphlet, solely, in the Police Department makes it more difficult for citizens to avail themselves of the information about the process. This sole location is particularly difficult when the citizens believe that they have been a victim of police abuse. • The pamphlet can be enhanced in several areas to improve the understanding of the citizens of the complaint process. Indeed, many of the citizens interviewed indicated that they found portions of the pamphlet confusing or incomplete. David M. Griffith & Associates Page 72 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Given the above, recommend the follows steps be taken: The HBPD should expand placement of the Citizen Complaint Reporting Procedure pamphlet to more areas that are open to and used by the public. Arrangements should be made to have these pamphlets placed in Council chambers, City personnel testing areas and bulletin boards, libraries, and other public and private establishments which have high public accessibility. The intent is to make sure everyone that the HBPD contacts understands that this is an open and professional department which welcomes the public's comments on the effectiveness of law enforcement services. We believe broader distribution of the pamphlet will underline the Department's commitment to an open and accessible complaint process. The pamphlet content could be enhanced by abbreviating the description of "Who Can File?" by simply stating something to the effect that "anyone who receives information that a member of this Department has acted in an improper .manner in the delivery of service to this community" should feel free to report this to the City and the Police Department. This simple statement emphasizes an open channel to the Department and encourages the public to feel that they play an important role in policing their police. The pamphlet could be further enhanced by stating in "Who To Contact" the phone number of the on -duty Watch Commander and the Professional Standards Unit. Citizens do not usually know who the identity of the supervisor of an employee about whom they may wish to lodge a complaint. Additionally, citizens may perceive that the employee's immediate supervisor may tend to support the employee and not be receptive to their complaint. Under the "How Can A Complaint Be Filed?" section, exclude the second sentence of the first paragraph which notifies the complainant that the complainant will need to file a written statement. Although the complainant will need to be subsequently informed of the Department's preference that he/she will need to put their complaint in writing, this sentence could serve to intimidate some complainants early in the process. Discussions about the more formalized aspects of the David Ill. Griffith & Associates Page 73 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department process are probably better addressed after the complainant has spoken to a Department representative who can tailor explanation of the process to the nature of the complainant. The pamphlet should be written to make the Police Department appear open and approachable. (2.) Interviews Mith Citizens Who Have L&Kjgcd Complaints Clearly Indicate that Steps„Need to Jug Taken to Make the Complaint Intake Process Less Intimidating and More, User Friendly. During the course of the evaluation, interviews were conducted with 12 randomly selected citizens who had filed complaints with the Police Department. The sample represents 16 % of the citizen generated complaints which have been investigated and disposed of by the HBPD over 1996 - 1997. Interviews were conducted with the complainants at homes, businesses, and other locations removed from the Police Department. During those interviews, these citizens were asked to describe their reactions to the process and environment for filing the complaint. Some common threads were identified during these interviews: • Most felt that entering the Police Department, asking desk officers how to file the complaint, finding out who to talk to, and waiting to talk to the appropriate supervisor was intimidating. • There were mixed reactions related to how Desk Officers dealt with them once they indicated that they wished to file a complaint. • Almost all indicated that initial waits to speak with the appropriate person were lengthy. Some Departments have addressed the intimidation issue associated with the initial contact by locating Internal Affairs Units at sites away from the Police facility and using these off -site offices as the main, initial intake point for citizen complaints. While this may not be practical in Huntington Beach, there are steps the Department David JVT Griffith & Associates Page 74 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department should take to moderate the potential intimidation people may feel when coming forward with a complaint. They include the following: Priority_ should _ be accorded_ to interviewing, citizen complainants at their homes, businesses, or any other location the citizen prefers rather than pursuing the current practice under which citizens are encouraged to come to the Police Department for interviews and statements. While we understand that the major reason for taking statements at Police Department headquarters involves administrative convenience including the availability of equipment to provide better audio recording of statements, the representative contacting the complainant first inform the complainant that a representative will meet the complainant at a place of his or her choice, and the Police Department Headquarters should be mentioned as one of equal choices. A _policy should be immedi tely put in place under which env Pal oe Departmen�emplo„�ree who _is_asked ly a citizen for an information pamphlet on com lain s or is asked haw to file a complaint be mqujmd to refer the citizen to a Departmental suptryisor to discuss their concern. This would serve to expedite the complaint filing process, and would also make a positive statement about the Department's receptiveness to listening to citizens with issues and concerns about an officer's of other employee's performance. 4. Once a complaint has reached disposition, the Department forwards a letter to the citizens to inform them that the process has been concluded. Our review of the letters employed and interviews with selected citizens who have been complainants raised the following issues: Two letters are currently employed and they are shown in Appendix C to this report As currently structured, the letters are quite terse and provide information regarding the disposition of the complaint in terms of one of the definitions of outcomes (e.g. exonerated, unfounded, not sustained, or sustained). They do not explain what the terms mean, or David M. Griffith & Associates Page 75 Final Report for the Management and Operations Analysis of the Huntington Reach Police Department further explain to the citizen why any discipline that may have been rendered or the factors underlying the decision that the complaint was not sustained cannot be revealed to the complainant. * Interviews with the selected citizens who have filed complaints indicated that virtually all felt that the letter received at the end of the process were confusing; provided them little understandable closure to the process; and could not understand why more information about the decision or discipline was not provided. The letter that is sent to the citizen telling them of the disposition of their complaint can and should clarify the reason for the lack of detail. For example, a simple statement such as the following could serve to eliminate the confusion and sense of lack of closure expressed by most of the complainants interviewed: "California law does not permit me to divulge the contents of our investigation to you. It does permit me to inform you of the category of the disposition. I can also assure you that in order to maintain the public trust that comes with the professional responsiveness of your Department, appropriate action has been taken." Whatever the wording, it is essential that the letter convey to the citizen that the Department is sincere in its effort to seek the truth in the investigation of the allegation, and that the reason more detail about the proceedings and any discipline is not provided is because of current law to which the Department must conform. Additionally, the current letters simply state how the case was concluded {e.g. not sustained, sustained, etc.), but provide no definition of the terms. Since most complainants are not expert in law or police practice, these terms are confusing and again, based on interviews, probably confuse many complaints about ultimate disposition. The current letters could be improved if a simple, understandable definition of the appropriate disposition classifications were provided. David M. Griffith & Associates Page 76 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Appendix C to this report also provides recommended notification letters which incorporate statements which address the issues noted above. We recommend these Ietters, or revisions of the current letters which incorporate the spirit of the changes proposed, be adopted by the Department and the follow-up letters to complainants be modified to provide better and more understandable closure information to complainants. 5. WHILE THE STRUCTURE AND CONDUCT OF THE INTERNAL AFFAIRS MESTIGATM PROCESS _ APPEARS TO BE CONSISTENT WITH COTIMMIP42HARY POLICE PRACTICE, REVIEW OF COMP DISCIPLINARY OUTCOMES MDICATES SEVERAL AREAS SHOULD RECEIVE ATTENTION. This section reviews the structure and results of the complaint investigation process. (L) The I mited Quantitative Comparisons Which Can Be Made Between Huntington Beach_ and Other LavEnforcement Agencies Raise Several Potential Issues Associa_ d- with the Complaint Inyestigation_Process in,Huntingion Beach. Because the process is confidential, we have not evaluated the actual content and results of cases. It is possible, however, to make some broad comparisons where data are available to review major trends in process results. Again, because of the confidentiality of the investigations and disciplinary results associated with the complaint process, it is difficult to compare disposition patterns in Huntington Beach with other communities. The California Department of Justice is required by law to collect and report data about citizen complaints against law enforcement agencies and provides some broad information on a statewide basis. Reporting does not include breakdowns of complaint volume and dispositions by individual David 11. Griffith & Associates Page 77 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department agency. Nevertheless, it is possible to make some broad comparisons between the Huntington Beach Police Department and broad, statewide patterns. The table which follows on the next page shows a comparison of the proportion of citizen complaints sustained (found to be true as a result of the investigative process) in Huntington Beach compared to statewide averages as reported by the California Department of Justice. Citizen Generated Complaint Disposition Huntington Beach Versus Statewide Averages Percent of Citizen Complaints Sustained (Found to Be Mrue) Jurisdiction 1992 1993 1994 1995 1996 Five 1997 Year Average California 16 % 13 % 15 % 15 % 14 % 15 % NIA Statewide Huntington 11 % 16 % 5 % 3 % 6 % 8.2 % 21 % Beach As can be seen from review of the information shown in the table, the proportion of citizen complaints sustained in Huntington Beach has fluctuated over the five year period and is below statewide patterns based on the five year average. While the proportion of cases sustained dropped significantly between 1993 and 1994 and remained at lower levels through 1996, the proportion of cases sustained rose significantly in 1997. The significant change in 1993 to 1994 and the difference between Statewide averages, by themselves, are insufficient to draw any conclusions about the Huntington Beach process. Similarly, the significant increase in complaints sustained in 1997 reverses the previous three years' patterns. They do, however, indicate that: • The Department should monitor disposition patterns on an annual basis to identify changes in not only David M. Griffith & Associates Page 78 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department disposition patterns but also the volume and nature of complaints received. • The Department should also monitor these patterns to ensure that changes result from changes in the validity of citizen complaints rather than the Department's internal process. Concurrently, we also reviewed the outcome of employee appeals of disciplinary actions. Over the period 1994 through February, 1998, fifteen employees appealed discipline imposed. Of these fifteen appeals, ten resulted in the discipline determined through the Department's internal process being modified, reduced or dismissed. Again, while comparative data are unavailable, this two-thirds rate of modification, reduction or dismissal is relatively high based on the experience of the project team. There are four basic factors which could effect appeals results: • Flawed policies and procedures as they relate to the internal affairs process. • Inaccurate application of sound policies and procedures during the investigation and final disciplinary decision. • Presentation of the information about the case was insufficiently clear or convincing to persuade the arbiter during appeal proceedings. The paragraphs which follow review the current process to determine if there are issues associated with any of the factors noted above and identify improvement opportunities.. (2.) The Internal Affairs Process as Currenfly Qrganized, Provides A ro riate Levels of 1Vlana eme t ntrol. Internal Affairs investigations are accomplished or coordinated by the Professional Standards Unit. The unit is staffed David At. Griffith & Associates Page 79 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department with two sergeants who report through the Administrative Support Bureau Lieutenant to the Captain who manages the Administrative Services Division. The current process for investigating cases involves two different sequences: • For cases investigated by the PSU Sergeants, cases go directly from the Administrative Services Division Captain through the Lieutenant who directly supervises the PSU investigators to one of the assigned PSU sergeants. • For the less serious cases which will be investigated by the employee's immediate supervisor (or the Administrative Sergeant in the case of Patrol Division personnel), cases are forwarded to PSU sergeants as described above and then routed by the PSU sergeants to the designated supervisor. When the investigation is complete the route is reversed and the Administrative Division Captain then confers with the Chief about the disposition of the investigation. Under this vertical organizational structure, lateral communication is limited, preventing influence from other sergeants, lieutenants and captains on the investigating sergeants in the PSU. This restriction provides the independence that is essential for the internal investigation function to maintain its objectivity in gathering the facts of an inquiry. The procedure of routing all personnel investigations to the Administrative Commander, even from other commanders, then. to the Chief ensures continuity of command and a high level on accountability. The short chain of command provides a high level of control directly from the Chief. In some departments, this chain of David M. Griffith & Associates Page 80 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department command related to the complaint investigation process is longer, providing opportunities for opinions and interpretations of the facts gathered by the original investigators. This problem is minimal in the Huntington Beach Police Department. This organization r structure is appropriate and should not be changed. (3.) The D artment Has Im leme to and amtains an Eff 've Counselog PolicRelated to Complaints. Huntington Beach Police Department Directive Number 12 -- "Complaint Counseling" which was implemented during October, 1997 is a contemporary and progressive policy designed to identify employee performance patterns which may be a problem. The Directive requires counseling of employees who have been the subject of a designated number of complaints, regardless of the disposition of those complaints. The PSU maintains a data base to support monitoring of complaints related to individual employees. When a threshold number of incidents is reached, formal counseling is provided and as appropriate, additional training to correct real or potential behavior patterns is provided. This is an effective practice to identify and address potential problem behaviors and a proactive approach for attempting to mitigate behavior which may generate complaints. (4.) Inyesft'n on and Discipline Process. A key component of an effective internal affairs process is. holding supervisors accountable for the process and making it clear • to employees that supervisors' authority includes direct involvement in all those steps which address performance problems and associated discipline. Huntington Beach Police Department Policy 2/700.20 E clearly states the supervisor shall recommend the type of finding (in terms of the resolution classifications previously David M. Griffith &- Associates Page 81 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department discussed) to the Police Chief. While this directive is consistent with progressive practice, there are several issues and inconsistencies in actual or planned practice which should be addressed. They include the following: • Reconsider the Plan to Assignsti anInveations is the Administrative Sergeant in Patrol. Interviews conducted during the study indicated the new position of Uniform Division Administrative Sergeant will handle the investigation of personnel complaints which have been forwarded to the Uniform Division for investigation. These complaints constitute the majority of the Department's minor censurable conduct complaints. These interviews also indicated that there would be no prerequisite that the employee's immediate supervisor would have significant responsibility for fact finding and/or recommendation of discipline. Since the link between supervisorial authority and accountability and the internal affairs investigation and discipline recommendation process is a critical one, we strongly recommend that immediate responsibility for investigation and discipline recommendation continue to be placed with the employee's immediate supervisor and that the Administrative Sergeant, be employed in a support role if necessary. In All 1VIatters of Discipline, Require that the Immediate l5upisor Provide Input Via the_ Chain of CommandJb the Division Commander Who Will Make tke Final Written Recommendation of Disci line to the Chief. Currently, the employee's Division Commander is responsible for the recommendation of discipline to the Chief. How the Division Commander receives input from subordinate supervisors is a critical component of an effective process. Some departments have limited the written recommendation to that prepared by the Division commander to avoid the potential for inconsistent written recommendations which could provide the basis for reversal or modification if the complaint was appealed. David M. Griffith &- Associates � Page 82 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department To ensure that the immediate supervisor is always included in the determination of discipline, we recommend that current policy and practice be clarified to clearly state that the employee's immediate supervisor be involved in making a specific verbal recommendation on discipline, and that the Division Commander be responsible for ensuring that the supervisor's recommendation has been solicited and received through the chain of command before the Division Commander prepares the formal written recommendation. This is not clearly stated in current policy documents. (a.) The Rate of Modification of Discipline Resulting from the Appeals Process Suggests That There Mav Be Training Needs Associated with the In esti anon Process and that 1m roved Accessibility-to-Legral Assistance Could Reduce Potential for Changes During Appeals. As noted earlier in this section, the rate of overturn of decisions resulting from appeals is relatively high. Without access to and review of the individual cases, it is impossible to determine if there is a pattern of causes. Our review has indicated that the Huntington Beach Police Department's policies and procedures and basic internal affairs process are consistent with contemporary police administration, and as noted above, management controls are also adequate and appropriate. Given these findings, there may be issues associated with how the process has been applied which results in the appeals results noted above. These could range from completeness of investigations by both PSU Sergeants and supervisors through inconsistencies in ultimate decision making. To avoid problems in this area, we recommend that the Department and the City consider the following: • Provide increased training upon initial assignment for PSU Investigators beyond the three day course available at California State University, Long Beach. Both Police Officers Standards and Training (POST) and the California Peace Officers Association (CPOA) offer courses related to internal affairs procedures and David Alf. Griffith & Associates Page 83 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department techniques. Concurrently, PSU investigators should receive annual update training in this area as long as they are in the PSU assignment. If possible, consider a "ride along" type program under which supervisors from throughout the Department would work with PSU investigators on a case so that all supervisors would have exposure to issues and techniques associated with internal affairs investigations. , The availability of expert legal counsel on an as needed basis for all aspects of the internal affairs process could significantly strengthen the outcome of cases and potentially moderate appeals reversals. The process of contracting with outside counsel for the handling of some City legal matters, which has already been initiated by the City Attorney, should be expanded to include provision of outside counsel, expert in lawn enforcement discipline law, to provide counsel to the Department prior to the completion of discipline, to ensure that any issues or inconsistencies have been adequately dealt with before final discipline is determined. This could serve to reduce the proportion of cases modified or reversed during the appeals process. It would also be useful to provide counsel through the same external source to assist the Department in potential civil liability situations. This could serve to provide expert and timely response when incidents involving potential civil liability occur, and could reduce subsequent City exposure in civil liability situations. (GJ Investigation Turnaround Times Are Not Meeting the 30 Target Established by the Department. _ If That Target is to be Sustained Sko Need to be Taken to Pro 'd Professional Ijnv_estigative Back up When Demands Peak, and to Provide Additional Clerical Assistance for the Process. The act of balancing the workload with the staffing level in Professional Standard Unit can be more difficult that other units because the workload often comes in peaks and valleys. For example, a serious allegation with a number of employees and witnesses takes considerably more time to investigate than a traffic dispute involving the complainant and an employee. David M. Griffith & Associates Page 84 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department There are two main sources of work for the Professional Standards Unit. One requires handling or coordinating the investigations of allegations of misconduct by Huntington Beach Police Department (HBPD) personnel received from the public. The second source is allegations of misconduct by HBPD personnel received from other HBPD personnel. Most complaints, regardless of the source, tend. to be allegations of minor censurable conduct such as rudeness to a citizen, improper handling of an incident, and the like. The Professional Standards Unit investigates more serious complaints of criminal violations, corruption, and any others that the Chief may deem appropriate. All complaints are inspected and maintained by the PSU. In 1995 the Unit processed 119 allegations and in 1996, 113 allegations. Members of the PSU indicated that the majority of their time, approximately 66%, is spent responding to "subpoena daces tecum" (a court process that requires a person bring certain records to the court), "In camera proceedings" Oudicial proceedings held in a place like a judge's chambers), and requests that involve their custody of records, as well as, additional administrative matters. The remaining 33% of their time is spent handling investigations of complaints. Based on current complaint volume and the assignment of two sergeants to the PSU, staffing is adequate as long as the number and type of complaints are proportionate and relatively evenly distributed over the course of the year. When peaks occur, there are periodic situations when requirements to interview witnesses and collect and process information exceeds the capacity of the two assigned sergeants. Daoid M. Griffith & Associates Page 8a Final Report for the Management and Operations Analysis of the Huntington Beach Police Department The critical factor in evaluating the adequacy of staffing levels in this Unit is the 30 day turn around time targeted for the investigation of complaints. According to the Police Department, the average time to process an investigation from original complaint to disposition is approximately 60 days. This time is twice the 30 days that the Department has targeted to investigate complaints. It should be noted that the 30-day average investigation time is a reasonable target, and consistent with comparable targets adopted by other progressive police departments. The Uniform Division, which handles the initial investigation and provides clerical support for a majority of the initial investigations, has implemented an Administrative Sergeant position. This newly established position in the Division is handling internal affairs investigations, in addition to a number of other duties. Establishment of this position could improve turnaround time performance, but as noted elsewhere in the report, should not supplant the employee's supervisor's role in the investigation. Another aspect of this problem is the unavailability of clerical support for evening and early morning watch commanders and supervisors in the Uniform Division. These staff members are required to provide information and statements related to internal affairs investigations, and these documents must be typed/word processed, and require sensitivity and privacy. This complicates assigning clerical processing of internal affairs investigation documents to other clerical staff throughout the Department. Based on the above, we believe there are two issues which impact turnaround time performance: David M. Griffith & Associates l Wage 86 Final Report for'the Management and Operations Analysis of the Huntington Beach Police Department • Periodic complaint peaks during which workload requirements exceed the capacity of the two sergeants assigned to the PSU. • Establishing clear priorities for conduct and completion of investigations which are assigned to supervisors and holding personnel responsible for meeting assigned deadlines. Clerical processing delays associated with transcribing statements and documents. To address these problems, we recommend the following: Place a full-time clerical person in the Professional Standards Unit who would handle the clerical work of the Unit investigators and would provide supplemental support for other departmental personnel involved in preparing documents and information for the internal affairs process. This could be accompanied by a system under which this clerical position could provide internal affairs related clerical support to all Departmental personnel preparing documents related to the process. An approach would include having personnel from units other than the PSU who are involved in investigating complaints place a tape, disk, etc. into a sealed and signed or initialed envelope, which could be placed in a secured place. A possible secured location could be locked files in the on -duty Watch Commander's Office. The PSU clerical person would retrieve and type the documents and return them to a secured location for the author to retrieve. This process would expedite processing of documents and materials from shift and other personnel who do not have direct access to clerical support. This would address privacy issues. Additionally, the Department should consider transcribing tapes and documents on an as -needed basis as determined by the assigned investigator rather than the current practice of transcribing all. The Department should identify those supervisors in the Department with the necessary investigative skills to supplement the PSU when there is a sudden increase or peak in complaint workload. These supplemental personnel would be coordinated by the supervisor David M. Griffith & Associates Page 87 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department assigned to conduct the investigation. They would be temporarily relieved of the other supervisor functions or would conduct their assigned part of the investigation as an additional duty. These personnel should receive supplemental training which would prepare them for this emergency function. • Thirdly, the chain of command should hold subordinates accountable for completing investigations within time frames established by the Professional Standards Unit. Finally, to provide better feedback to complainants, steps should be taken to notify those complainants if completion of the investigation of their complaint will exceed the 30 day target (of which they are informed at the time the complaint is filed). The PSU should maintain a "tickler" file to identify those instances when the 30 day point is reached for investigations which are not yet completed. The investigating officer should be tasked with notifying the complainant of the status of the complaint after the 30 day point has been reached. G. TRENDS IN C01%WLA] TS AND DISPOSITIONS SHOULD BE PUBLICIZE!) ANNUALLY. To ensure that the City's and the Department's commitment to the internal affairs process and objective resolution of complaints is clear, we recommend that the Department annually publish a report and provide it to the City Council and the City Administrator as well as the local press which contains the following information: • Number and type of complaints received from citizens. • Disposition of those complaints with an explanation of what the various dispositions mean. • Presentation and review of trends in complaints received and dispositions over the previous five years. • Identification of steps being taken to address any adverse trends. Dat-ld M. Griffith & Associates Page 88 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department The next chapter evaluates the Department's training program. Dawd M. Griffith & Associates Page 89 VI. TRAINING V I . ASSESSMENT OF TRAINING PROGRAMS AND PROCESSES This chapter analyzes the current training program. Appendix D to this report provides a detailed documentation and assessment of the many training programs provided by the Huntington Beach Police Department. It also presents the results and an interpretation of the training needs survey conducted by the consulting team as part of the management and operations audit. 1, TRAINING PROGRAMS WITHIN_ THE ,DEPARTMENT _ ARE COMPREHENSIVE AND HAYE A NUMBER OF POSITIVE FEATURES The HBPD has designed and implemented a comprehensive and on -going process of initial and in-service training for sworn personnel and many of its non - sworn, civilian staff. This training includes: • The four to six month Field Training Officer Program for new hires selected by the department. • A multi -month training program for new Communications Operators. + In-service training for sworn officers and Sergeants dealing with a variety of mandated and advanced officer topics which occurs virtually every month of the year. • Specialized training for SWAT (once a month), motor officers, the helicopter program and other units. • Specialized schools each year which are attended by a relatively large number of sworn and non -sworn personnel. • A Field Training Program for new Sergeants. • Opportunities for Sergeants to attend the P.O.S.T. Sergeant's Leadership Institute and Lieutenants and Captains to attend the Command College and FBI Academy. Command officers are also provided the chance to go the P.O.S.T.'s supervisory, middle management and executive development courses. In 1994-1995 approximately $100,000 was budgeted for training in the department Nvith another $10,000 in funds available for training through different grant or David M. Griffith & Associates Page 90 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department other funds. In 1997-1998 about $111,000 was budgeted for training with another $7,500 available through grant or other funds. Training within the HBPD, particularly that for rank and file line officers and other specialized units is given a high priority. Over the past several years, various steps have been taken to make in-service training more realistic, useful and job -related. Emphasis also has been given to topics related to officer safety. Steps also have been taken to strengthen the FTO program and the criteria used to rate new officers are progressive. Training for non -sworn personnel in the HBPD exists, particularly that which is provided initially (e.g. the Communications Officer Academy) and then through specialized schools and is supported. This is not the case in some other policing agencies where non -sworn personnel receive little training attention. Sergeants, Lieutenants and Captains have a wide range of training opportunities of which they can take advantage. Civilian supervisors and managers also are trained. 2. A M MBER OF OPPORTUNITIES EXIST FOR STRENGTHENING TRAINING IN THE DEPARTMENT. It is recommended that the Department and City take the following steps to strengthen technical and management training in the department. These steps are summarized in the paragraphs which follow. Q.) Increase the Funds Allocated to Training to $150,000 Annually and ry • 1 T 1 l'. • Y �� - A•r cif Av-cif A . Y • T1 1 . Y A way exists to help insure that individual staff can avail themselves of training, particularly that offered through specialized schools, as well as provide a sense of fairness in how training funds are used. It is also possible and desirable to strengthen employee ownership in the training David M. Griffith. & Associates Page 91 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department process and their on -going development. The solution is to allocate X dollars every year to each staff person, regardless of rank, for job related training. Individuals could bank this amount so it increases but would need to use all of it every four years. Each sworn and non -sworn staff would initiate a request for use of their training allocation and the rationale for this training: how the department and the employee would benefit. The department would authorize it, if it was job ' related, up to the limits provided. It is recommended that from $150 to $200 be allocated each year for each sworn and non -sworn staff member. During a four year period, each staff member could accumulate from $600 to $800 for relevant, job related training. With 366 authorized staff, this would amount to from $55,000 to $73,000 annually. The overall training budgets for the department should be increased from about $111,000 to $150,000 each year. These individual allocations would be part of this moderately expanded budget. (2.) Add Interpersonal and Problem Oriented SkiUs Enhancement_ Training to the Annual in -Service Training Program. ' In-service training primarily focuses on basic and highly important law enforcement and officer safety skills (e.g. range qualification, EVOC, arrest and control, PIT, building searches and so on). It is proposed that this annual training be expanded or restructured to include each year, . from a half to a full day of skill enhancement or refresher training related such interpersonal skills as conflict management, listening, verbal judo, how to deal with difficult people, non-verbal behavior and giving directions as well as problem oriented policing skills like identifying beat problems, creative problem solving, drawing upon resources of other agencies and so on. Dauid 11I. Griffith & Associates Page 92 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Many of these interpersonal and problem oriented policing skill areas are dealt with in the FTO program. It is important that refresher and enhancement training occur regularly to assist sworn personnel in maintaining the full range of skills needed to be a successful police officer. (3.)quft. "After Action Reports" from All Sworn and Non -Sworn Staff Attending Training Outsidedthe-Department. A simple and inexpensive way to leverage each training dollar is to require each individual attending training outside the department to prepare a one to two page summary of the lessons learned from the training event in which they participated. These "after action reports" would then be circulated among all personnel in the department who could have profited from the same type of training had they participated. The "after action reports" provide the opportunity to spread and re - enforce job related skills and also help to insure that participants in training events come away with useful information and learning. K) Based on the feedback contained in the employee survey, it appears that in-house refresher training for Sergeants, Lieutenants and non -sworn managerslsupervisors would be useful in several basic but important skill areas, including: • How to make your staff feel important and valued and build an employee's self esteem. • How and when to give positive feedback as well as constructive criticism. • Leadership styles and when and how to use each one (e.g. director, coach, cheerleader and delegator) • How and why to build a motivating work environment. Dauid M. Griffith & Associates Page 93 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Some Lieutenants in the department also could profit from new or refresher training related to how to develop the supervisory skills of Sergeants or non -sworn supervisors. The training for new Sergeants appears to be primarily task related versus responsibility and value related. The intent and content of this program should be re -thought. In addition, after restructuring, a similar program should be considered for people newly appointed to the rank of Lieutenant. It is suggested that a Task Force composed of Captains, Lieutenants, Sergeants and Officers as well as related non -sworn personnel be created to determine what the key roles and responsibilities should be for a Sergeant (and non -sworn supervisor) and Lieutenant (or middle manager) and how successful performance should be measured for each of these supervisory and management positions. For example, the task force may, as a starting point, wish to consider the following conceptual responsibility definitions for a Lieutenant and Sergeant: LIEUTENANT (Middle Mangzer) • Coordinates related work teams internally as well as work with other divisions and agencies which relates to the program for which he or she is responsible. Develops specific objectives and monitors their attainment. • Develops and mentors first -line sworn or civilian supervisors. • Develops and manages program budgets. • Facilitates upward and downward communications. • Handles personnel management and human resources development issues. David M. Griffith & Associates Page 94 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department • Other? SERGEANT Orst Line Su eru ' or • Controls the quality of work produced by the work team as well as its productivity. • Trains work team members so they have the skill to do the job. • Facilitates efforts to improve work methods and work smarter and not harder. • Creates a positive motivational environment for the work team. • Insures high quality service is provided. • Communicates upward, downward and sideways. • Other? The recommendations of this task force should be reviewed, refined and approved by the Chief of Police and his executive team. Once this role assessment is completed, the Orientation and Training for new Sergeants should be revised accordingly and an in-house program created for new Lieutenants. t5J Revise the Performance Planning and Assessment Process for Supervisory_ and Middle Management Positions. Once the above role analysis is complete and approved, a new performance appraisal process should be designed and instituted for Sergeant and Lieutenant positions. The performance appraisal form now used is an instrument which has performance dimensions that have little relationship to the roles of these two position or the department's values statement. David M. Griffith & Associates Page 95 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department A new performance planning and appraisal process for the HBPD should consist of: (1) a simple performance plan for each supervisory and management position which outlines key job responsibilities for the position and performance standards for each of these areas of accountabilities ; (2) regular feedback on the positive and negative areas of performance, if any: and (3) an annual evaluation which includes performance strengths and weakness, improvement goals and career planning, if applicable. (6.) Develop a Three Year Training Plan which Integrates all Training to he Done in the De attment Steps should be taken to formalize the process for developing an integrated training plan for the department which includes all the different training activities and processes which exist, a brief summary of what skills or topics will be addressed and estimated or authorized costs. The Police Chief should be the central point for approving this plan and any subsequent modifications. As part of this process for formalizing and integrating the planning of training activities and processes: • A needs assessment should be done for each training program, once every three years, to help validate the training topics addressed. • The topics to be covered should be identified for each program (e.g. in-service; FTO; SWAT, management/supervisory; specialty schools; dispatcher academy; and so on). • Where applicable and needed, lesson plans should be part of the for the year of the plan to be next instituted. • The hard and soft costs of each program should be estimated. • Criteria and processes for assessing the quality and usefulness of each training program should be described and then followed up on. David M. Griffith & Associates Page 96 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department It is envisioned that this integrated, three year plan would include all existing training programs as well as new or restructured ones like: (1) orientation and in-service training for investigative staff; (2) orientation and in-service training for non -sworn staff in various units besides Communications; (3) orientation and training of Sergeants and Lieutenants; and the like. This recommended process provides not only a "bottoms up" approach for training plan development, but also a top/down quality control over training plan approval and implementation. The next chapter reviews management organization and staffing. David M. Griffith & Associates Page 97 VII. MANAGENIENT AND ADMINISTRATIVE ORGANIZATION VI I. MANAGEMENT AND ADMINISTRATIVE ORGANIZATION As noted at the beginning of this report, the Huntington Beach Police Department commits a generally comparable portion of overall sworn staff resources to management and supervisory positions as the other generally comparable police department surveyed during the course of the project, and once non -sworn staff are considered, probably a lower proportion than many policing agencies. While these comparative ratios suggest that the HBPD is not out of line in terms of total staff resources devoted to management and supervision, we believe there are opportunities to slightly streamline the organization and these opportunities are explored in the chapter which follows. Exhibit IX, which follows this page, shows the current plan of management organization of the Huntington Beach Police Department. The exhibit portrays major reporting relationships and allocation of functional units and does not include all personnel in the department. As can be seen from review of the information presented in the exhibit, the Department currently employs a relatively traditional plan of management organization which consists of four basic operating divisions, each managed by a captain. While the current plan of organization is similar to those employed by comparably sized police departments (including many of those surveyed during the study), we believe there are several improvement opportunities associated with the current approach. They include the following: • A sworn Captain currently manages the department's technical services and support functions. While this is a commonplace practice in many departments, we believe that this is an area in which the City should consider moving toward transitioning this sworn position to a non -sworn manager as turnover occurs for the following reasons: David M. Griffith & Associates Page 98 1 P= vm.nae.0 1 +•+<..wY�.r� L1+sin.l.pw chwa Pdly N...pr r C�Y�lyim Mdd Al. Griffith 6 At"!.aa Cm— 1=s1Ta (5tia mmano Bed POUF. UEPAIs W4TCURBT-%M".&M(W08GATi UnCIN1 L Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Rapid change and increasing complexity in information technology will make it increasingly difficult for a career law enforcement professional, who is called upon to manage these critical functions on a rotational basis, to keep pace with change and fully understand developments, issues, and options in the technology area. Concurrently, the Huntington Beach Police Department, while advanced in many programmatic and service areas, is clearly lagging the industry in some critical areas including: Computer aided dispatch. Information management including such approaches and capabilities as computerized report preparation and input by officers in the field; electronic processing and dissemination of report and other related information throughout the department; and access to management information to provide the basis for evaluation of service and operations. In recognition of these issues and improvement needs, the City and the Department will be pursuing acquisition and installation of a new computer aided dispatch (CAD) system which will represent a major investment. To ensure that the Department has the skills, technological background and experience, and abilities to manage technology in the coming years, we believe it would be most cost-effective to replace one of the four Captain positions with a non -sworn Technology Manager position to serve as the Department's lead manager for technology implementation, and to direct and coordinate the key services of communications, records and information processing, and information systems management. This would provide the Department the opportunity to have an experience information and electronics technology specialist coordinate all aspects of these important programs. In the Huntington Beach Police Department, as in many law enforcement agencies across California and the United States, the comparative roles and responsibilities of Captains versus Lieutenants are blurred and/or some Lieutenants are underutilized in some portions of the organization. Review of the current plan of organization of the Huntington Beach .Police Department indicates the following: The Investigation Division captain has a span of control of three (two Lieutenant and the Manager of the Scientific David M. Griffith & Associates Page 100 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Investigation Unit) and the two lieutenants assigned to the Division have significantly different management and supervisory responsibilities as follows: One Lieutenant oversees the bulk of investigative personnel and has a span of control of 1 : 3. One Lieutenant oversees the special investigative units and personnel with a span of control of 1 : 2. This includes a number of personnel who are actually "detailed" to regional enforcement units are assigned to this Lieutenant for administrative purposes. The Administrative Service Division Captain similarly has a span of control of 1 : 2 -- overseeing the Lieutenant who manages the Professional Standards, Training, and Personnel Units and the Department's Budget and Research Unit. Considering spans of control and the fact that each of the units noted above (e.g. the special investigative units and the Professional Standards, Training, and Personnel Units are each directly supervised by a Sergeant) it is not at all clear that the Captain -- Lieutenant management structures noted above contribute "value added" at each level of management and justify the limited spans of control which characterize the current plan of organization. Given the above, we recommend that the Department and the City consider implementing some adjustments in the plan of management and administrative organization as turnover through retirement or other transitions occurs at the Captain and Lieutenant level. Exhibit X, which follows this page, shows a recommend alternative approach which addresses the issues outlined above. The principal characteristics of the alternative is as follows: The proposed organization groups all technology related functions and services under a single non -sworn Technology Manager and the Department's fiscal unit would report directly to the Chief of Police. It should be clearly noted that this recommendation is not focused on reducing costs or the number of positions devoted to top management in the Department. Four Captains would be replaced by the proposed plan which provides for three Captains and a civilian Technology Manager of top quality and experience and probable compensation equivalent to the Captains when full compensation is considered. The rationale for the organizational adjustment is to provide the Department a senior manager who has the professional skills, Dazid M. Griffith & Associates Page 101 iieut�aet Administrati�,e AadKo[u<s 5s:prane iiesamaal tit W.lcIVArc C.Pd.. [ipla- Inw�ti�atimu tiev�eaa SnDsasei Vic llnl'!1, !`aecetica t,� [:caftrd Inv a. rani `.'MsWMA pea t}neea Ea . Crimea fiv�Xr�t Juamilo7-4 I CbwOf I 1l Al Adjulaw Police [1Rlcer [:ommunity Uaisoo Analyst Buds" and' mr 1 AdminQW4�t2M t:nn P.vfe"Mi l P�nad Sumduds Treinin` Ser¢ma Jail David 3i. Griffith & Associates F—lDiBrr a Ctyarr Beshch PROPOSED PLAN OF ORC.W4M'nON FORMIR POUM DEPAKIR OCr Technical Servicva Maaagr Adm istrala ite v+ds Cansmupieati�a Manager Mid Infon alm Sya� I I C4lmioolc%— Final Report for the Management and Operations Analysis of the Huntington Beach Police Department technical background, and experience to assist in 'the planning, implementation, and use of technology within the Department. • The proposed organization retains the three current divisions of Patrol/Field Services, Investigations, and Administrative Services with Captains managing each, but eliminates two lieutenant middle management positions. Under this approach, the Investigative Division Captain would be assisted by one lieutenant to manage general investigations, but would directly manage the special investigative units. The Forensic Laboratory would be reassigned to the Technology Manager. In Administrative Services, the Captain would directly oversee the four units noted on the organization chart, each of which is either directly supervised by or staffed with Sergeants. Clearly, any recommendation for organizational change is qualitative in nature and has certain advantages and disadvantages associated with modification in plan of organization and management staffing. Additionally, there are some mitigating factors which need to be considered before proceeding with implementation. Advantages, disadvantages, and mitigating factors are as summarized in the table which follows: Proposed Adjustment Advantages Disadvantages Implementation Considerations Replace One Provides the Eliminates career Best implemented Captain with a opportunity for the development upon turnover at civilian Technology Department to rotational the Captain rank. Manager. group all assignment for technology related the Captains in functions and the Department. services under a senior manager Reduces with professional promotional and training/ career enhance - background in ment systems and opportunities in technology. the Department with elimination • . Maintains of one top stability in management assignment sworn position. requiring technical expertise and background David M. Griffith g. Associates Page 103 Final Report for the Management and Operations Analysis of the Huntington Beach Police Department Proposed Adjustment Advantages Disadvantages Implementation Considerations versus the current approach of rotating Captains with varying background and experience through the assignment. Eliminate One Provides *Over recent years, • With the recent Lieutenant position reasonable span the Admin- and pending in the Admin- of control for the istrative Captain resolution of the istrative Division Administrative has been heavily labor contract of and Have Captain. involved in labor the Police Administrative relations and Officer's Units Report Each subordinate related issues Association Directly to the unit directed by a which have been a contract, there is Captain. senior staff major demand. If potential for member at the this demand internal labor Sergeant rank. continues, time relations issues to Should limit available for close stabilize. impact on involvement with Implementation of Administrative the subordinate this recommend - Division Captain units of the ation should of increased span Administrative probably be of control. Division could be deferred for six restricted in the months to • Reduces one level absence of a determine if labor of management Lieutenant middle relations in the manager. demands Administration moderate. Division. Reduces promotional and career enhance- ment opportunities in the Department with elimination of one lieutenant position. David M. Griffith & Associates � Page 104 Final Report for the Management and Operations Analysis of the Huntington Beach Police department Proposed Acl justment Advantages Disadvantages Implementation Considerations Eliminate One Eliminates the Reduces None Lieutenant Position limited spans of promotional and in the Investigations control career enhance - Division and Have associated with ment the Division the current plan opportunities in Commander of organization. the Department directly manage the with elimination special Involves the of one lieutenant investigation Division position. functions. commander in the direct oversight of the sensitive special investigations functions. - We strongly recommend that the Department and the City pursue these recommended organizational adjustments. This concludes Volume I of the Management Audit report.. Volume II, which has been provided as a separate document, includes the appendices which contain supporting materials related to the findings, conclusions, and recommendations which have been presented in the preceding pages. David M. Griffith & Associates Page 1005 i DMG Volume II Technical Appendixes for the Management Audit of the Police Department CITY OF HUNTINGTON BEACH, CALIFORNIA June,1998 David M. Griffith & Associates Burlingame, California AppendixA Profile or Current Organization and Operations of the Huntington Beach Police Department APPENDIX A PROFILE OF THE ORGANIZATION AND .OPERATIONS OF THE HUNTINGTON BEACH POLICE DEPARTMENT.' This appendix provides an organizational and operations profile of the Huntington Beach Police Department. Data contained in the Profile were developed based on interviews with staff from various levels of the Department and review and analysis of various documents, manuals, and reports. The purpose of the Profile was to document the management audit team's understanding of the Department's organization; allocation of sworn and non -sworn staff by unit function, and primary assigned responsibilities. The responsibility descriptions provided in the Profile also summarize the team's understanding of the major programs and service activities to which staff throughout the Department are currently assigned. It'should be clearly noted that responsibility descriptions are not intended to be at the "job description" level of detail, but rather, are intended to describe the basic nature of each unit and characteristics of units and positions including deployment and work schedules; program targets; service descriptions; and where available, workload and service level data. These data have been reviewed for accuracy and completeness by the Police Department. Based on the results of that review, the Profile was corrected to reflect Department comments. The Profile was employed to support subsequent analysis of issues and improvement opportunities during the management and operations study. The pages which follow describe the Department by division, function, and position. David M. Griffith & Associates Page A - I 0 Appendix A Organization and Operations Position and No. of Function I Pos. Program and Serviee ADMINISTR.A- TION/TOP MANAGEMENT Police Chief 1.0 Overall direction and management of the Huntington Beach Police Department. Directly supervises four Captains in charge of four Bureaus and five Units. Also supervises the Adjutant and Administrative Assistant. Administrative I 1.0 I Provides secretarial and administrative support to the Assistant Police Chief. Chiefs Adjutant 1.0 This three year, rotational position devotes about half of the work time in assisting the Chief in handling requests for information, responding to correspondence, drafting speeches, developing weekly and monthly reports, overseeing the Management Reporting Program and legislative liaison; another 30% of the work time is devoted to handling media relations, including responding to media requests, being a spokesperson for major incidents, building media relations and maintaining (using a Cadet) clipping files; and the remaining 20% of work time is spent supervising the Community Liaison Team (which is headed by an Officer) and provides DARE, Neighborhood Watch, Business Watch and RSVP, and OPTED. This person also sits on various boards and committees, including OC human relations, HB human relations task force, children's needs task force and the like. A recent organization change has shifted the Communications Unit to the Chiefs Office and the Adjutant currently oversees the unit. Police Officer 1.0 Serves as the Adjutant's assistant (about 20% of his Community Liaison time) and supervises the work (about 80% of his time) of Team the four DARE officers; one Educational Specialist dealing with Neighborhood Watch and other adult crimo prevention programs; one Educational Specialist focusing upon Business Watch, child crime prevention programs as well as RSVP and CPTED; one student worker; and a Secretary. This position also serves as the Sergeant at Arms at City Council meetings, is in charge of executive protection (which is required about six times a year) and the 20 person departmental honor guard and makes violence in the workplace presentations. Da cid M. Griffith & Associates Page A - 2 Appendix A Profile of Organization and Operations Position and No. of Function Pos. Program and Service Responsibilities Police Officer 4.0 Teach drug awareness and resistance to 5th and 8th DARE grade students and make visitations to the lower grades in the Huntington Beach School District (taught about 204 classes); Oceanview School District (taught about 216 classes); Westminster School District (taught about 97 classes); and private schools (taught about 84 classes). DARE officers also provide executive protection, when needed, and go back to patrol in the summer time when school is not in session. Educational 1.0 Provides various adult orientated crime prevention Specialist programs, including neighborhood watch (with about Neighborhood 100 watch meeting annually) and a monthly Watch and Adult newsletter which goes to 10,500 residents; Combat Auto Crime Prevention Theft Program; Senior Crime Prevention Program; Spanish neighborhood watch for the Oak View community; tours; produce four crime prevention programs for HBTV-3; and coordinates volunteer speakers bureau. Educational 1.0 Developed and implements the crime prevention Specialist through environmental design, including the review CPTED and RSVP of new developments as well as major retrofits (with about 120 applications annually); provides business watch and child safety programs; and coordinates the RSVP (Retired Senior Volunteer Program) with 50 active members which provided the HBPD with 19,600 hours of work in 1996 including vacation checks, sign removal, RD patrols, parking patrols and various in - station work. Secretary 1.0 Provides secretarial and clerical assistance to the team. A part-time student worker also assists the team. ADMINISTRATIVE DIVISION 1.0 This three year rotational position manages the Captain Professional Standards, Budget and Research, Personnel, and Training Units. The two sergeants in the PSU report directly to the Captain, as does a civilian manager who directs the Budget and Research Unit, and a lieutenant who directs the operations of the Personnel and Training Units. Responsibilities include a wide variety of administrative tasks commensurate with the position and units directed and as assigned by the Chief of Police. These include review of all complaints received, determination as to who will investigate, monitoring and advising investigations, review of completed investigations, and briefing Chief on results. Spends about 85 % of his time dealing with labor relations/personnel/citizen complaint issues, including representing David M. Griffith & Associates Page A - 3 Appendix A Profile of Organization and Operations Function Pos. Program and Service Responsibilities management on the POA negotiation team, discipline, Captain grievances, lawsuits, MOU interpretations, working (Continued) with legal counsel, and resolving citizen complaints and frequent personnel issues. Sergeant Professional Standards Unit 2.0 Responsible for investigation and management/ coordination of complaints related to Police conduct. Complaints handled/addressed based on two approaches: Depending on workload of the PSU, most minor complaints are forwarded to the involved employee's supervisor for investigation and development of findings. The ' Professional Standards Unit has responsibility for monitoring the investigation of these complaints for progress and for content upon completion by the responsible supervisors. Serious complaints are investigated directly by one of the two sergeants assigned to the PSU. This includes: (1) Contacting and interviewing complainants and witnesses; (2) Collecting other relevant information: (3) Interviewing other departmental employees who have knowledge of he alleged incident; and (4) After the previous steps have been completed, interviewing the involved employee(s). Once information has been collected, the assigned PSU Sergeant evaluates the information and prepares the investigative report which includes a conclusion about the validity of the complaint. One of five "findings" is determined based on the results of the investigation by the PSU Sergeant: - Exonerated: Action occurred as alleged but was determined to be justified. - Unfounded: No basis to the allegation could be determined. - Not Sustained: Unable to prove if the incident occurred as alleged based on the information available. - Sustained: Allegation determined to be either wholly or partially true. - Misconduct: Original allegation unfounded or not supported, but investigation resulted in identification of other misconduct. Druid M. Griffith & Associates Page A - 4 Appendix A Profile of Organization and Operations Position andTP No. of Functionos. Program and Service Responsibilities Completed PSU investigations are forwarded to the Administrative Captain for review, and then to the involved employee's Division Commander. The Division Commander and Watch Comm anderBureau commander review results and recommend discipline and returns the investigation with the discipline recommendations to the Administrative Captain who forwards the completed investigation to the Chief who determines the discipline to be rendered. All investigations are routed through the Administration Division Commander. Once the Chief has determined appropriate discipline, the case is returned to the assigned PSU Sergeant. If the discipline is greater than a written reprimand, the assigned PSU Sergeant prepares the Skelly letter and forwards the letter to the involved employee_ If the proposed discipline is formal, the letter is forwarded to the employee, the Chief, the employee's association representative/attorney, and the City Attorney. If the proposed discipline is informal, the letter is sent to the employee and the Chief. Once the Skelly hearing has been completed and the discipline determined, the PSU Sergeant follows -up to insure the discipline is administered and records results in the unit's data base system and forwards a letter to the complainant informing of the results of the investigation. The PSU unit also maintains a data base to track progress and disposition of complaints and prepares a series of reports which track complaint patterns and results. The PSU unit is a three year rotational position. Administrative Support Bureau Lieutenant 1.0 Manages two units, including the Personnel Unit (staffed by two officers) and the Training Unit (headed by a Sergeant). He also spends about 20% of his time reviewing civil claims and conducting investigations; monitoring and assisting on civil lawsuits; and monitoring all people off on injuries, finding them light duty assignments, communicating with medical people and so on. David M. Griffith & Associates Page A - 5 Appendix A of Organization and Operations Position and No. of Function Pos. Program and Service Responsibilities Police Officer 2.0 One officer serves as the Personnel Officer and Personnel Unit supervises a full-time and part-time clerk. This non - rotational position, spends about 60% of his time coordinating the recruitment and testing of sworn, primarily lateral entry (with about 11 to 12 being hired annually), and non -sworn personnel. About 25% of his time spent assigning and monitoring light duty assignments; and the other time on revising the General Order manual and other special projects. The second officer, a non -rotational position, handles background investigations for all sworn and non - sworn positions and actively works on over 100 background investigations annually. background investigations. This position assists in the testing for laterals, academy applicants, reserves and cadets and keeps track of the files of persons not appointed. Senior Police Clerk 1.0 Provides clerical support to this unit as well as a part- time Police Clerk Sergeant 1.0 Supervises one Police Officer, Secretary and part-time Training Unit senior clerk and part-time aid involved in the department's training function. About 50% of the Sergeant's time is spent evaluating existing training and researching newer or better training opportunities (e.g. pursuit intervention training); 40% purchasing training items; and 10% in meetings with other training managers and departmental staff. Police Officer 1.0 Serves as the departmental Training Officer and involved in training directives and bulletins, obtaining POST certification for classes; providing the 24 hours of mandated training every two years; coordinating firearm qualification (now done at Fountain Valley) as well as other qualifications like less lethal and taser; providing department specific in-service training like EVOC/PIT; coordinating the educational incentive program; coordinating the physical fitness training and gym which is rewarded by comp time; develops video training; involved in new employee orientation; maintains training records; runs the Cadet program. Secretary 1.0 Schedules people who go to schools; serves as travel agent for employees attending conferences and schools; maintains all training files; schedules in- house training. A part-time Senior Aid provides data entry to document schools and training; and a part-time Cadet does duplication, distribution and runs errands. David M. Griffith & Associates Page A - 6 Appendix A Profile of Organization and Operations Position and No. of Function I 'Pos. I Program and Service Resoonsibilities Budget and Research Unit Senior Financial 1.0 Position manages Department's fiscal operation, Analyst which includes payroll, payables, crime analysis, budget preparation and monitor, and grant writing/ management. Responsibilities include the following: • Lead position responsible for budget preparation and monitors spending/ compliance. • Manages five positions (four FTE's) responsible for payroll, A/P, desktop publishing and crime reporting. • Manages Department's in-house Focus Group, which is charged with reviewing new technology, including, report writing software and document processing. • Performs various projects for the Police Chief, including overtime analysis, grant management, year-end summaries, etc. Payroll Clerk 1.0 Performs tracking, data entry, payroll exception reports and other duties associated with payroll processing. A/P Clerk 1.0 Tracks and reconciles purchases and payables on behalf of Department. All purchases are reconciled through this position — position opens and closes all P.O.'s annually. Senior Police Clerk 0.5 Both positions work 20 hours a week and the primary Police Clerk 0.5 responsibility is processing the liCR. The Senior Clerk is permanent part-time and the Clerk is temporary part-time. Responsibilities include the following: • Routinely search all arrest reports to determine which crimes should be reported and the appropriate index. These are manual searches from the arrest reports. • Logs appropriate crimes manually on a tally sheet. • Prepares various reports. David M. Griffith & Associates Page A - 7 A ,anization and O Position and No. of Function Pos. Program and Service Responsibilities Planner/Drafter 1.0 Primary responsibilities include the following: • Prepares new maps for areas with recent developments (new streets, addresses). • Enters new address data into GeoMap file. • Draws crime scene illustrations for court and other uses. • Designs new forms for Department use — there are currently 250 forms. • Performs various special presentation on behalf of the Department. INVESTIGATION MWEEME01i DIVISION Captain 1.0 This position normally rotates every three years and directs two bureaus, each headed by a Lieutenant: General Investigations (includes Scientific Investigations); and Special Investigations. It is estimated that about one-third of his time is spent in meetings; one-third responding to investigative, crime and related issues, including research and writing reports/correspondence; and one-third managing the division. General Investigation Bureau Lieutenant 1.0 Provides direction to four follow-up investigative units: Crimes Against Persons (3,201 cases received on 1996); Juvenile and Property Unit (8,238 cases received;; Economic Crimes Unit (2,709 cases received); and Scientific Investigations Unit. This Lieutenant has been out on sick leave, is retiring and was not interviewed. Sergeant 1.0 Supervises eight (8) Detectives involved in various Crimes Against crimes against persons, including homicide, robbery, Persons sex crimes, assault/D-V; and one (1) Police Specialist. In 1996 personally handled nine cases which were all cleared. Detective 1.0 Received 636 assault/D-V cases in 1996; assigned 340 of them; and cleared 270, or 42%. Detective 1.0 Received 529 assault/D-V cases in 1996; assigned 209; and cleared 192 92, or 36%. Detective LO Received 375 robbery cases in 1996; assigned 219; and cleared 142, or 38%. David M. Griffith & Associates Page A - 8 Appendix A ization and Operations Position and No. of Function Pos. Program and Service Responsibilities Detective 1.0 Received 330 robbery cases in 1996; assigned 215; and cleared 142, or 43%. Detective 1.0 Received 384 homicide/other people crimes in 1996; assigned 124; and cleared 93, or 24%. Detective 1.0 Received 222 homicide/other people crimes in 1996; assigned 43; cleared 30, or 14%.. Detective 1.0 Received 339 sex crimes in 1996; assigned 191; and cleared 145, or 43%. Detective 1.0 Received 377 sex crimes in 1996; assigned 226; and cleared 177, or 47%, Police Specialist 1.0 Provides clerical assistance to the CAP unit. In addition, RSVP and Reserve personnel assist in handling threatening phone call reports. Sergeant 1.0 Supervises nine (9) Detectives, one Police Specialist Juvenile and and one Senior Aid in handling follow-up Property Crimes investigations for Juvenile (2,148 cases received in Unit 1996) and Property Crimes (6,138 cases received). In 1996 personally handled five cases. Detective 1.0 Received 819 juvenile/missing person cases; assigned 773; and cleared 70, or 9%. Detective 1.0 Received 269 juvenile crimes cases; assigned 184; and cleared 152, or 57%. Detective 1.0 Received 1,060 bicycle cases, assigned 94; cleared 55, or 5%. Detective 1.0 Received 554 burglary cases; assigned 93; cleared 15, or 3%. Detective 1.0 Received 1,226 burglary cases; assigned 319; cleared 207, or 17%. Detective 1.0 Received 1,045 burglary cases; assigned 238; cleared 176, or 17%. Detective 1.4 Received 1,133 burglary cases; assigned 110; cleared 85, or 8%. Detective 1.0 Received 1,217 burglary cases; assigned 209; cleared 141, or 12%. Detective 1.0 Received 958 arson and burglary cases; assigned 257; cleared 151, or 16%. Senior Aid 1.0 Assists in follow-up of stolen bicycle cases. Police Specialist 1.0 Provides clerical assistance and assists in handling Pawnshop work. In addition, three RSVP personnel assist in bicycle investigation and run errands. Sergeant 1.0 Supervises seven (7) Detectives , two Police Specialists Economic Crimes and two civilian staff involved in follow-up Unit investigations for economic crimes (2,288 fraud, forgery, credit card and auto theft crimes in 1996 and 421 check cases). Detective 1.0 Received lab economic crime cases; assigned 108; and (Generalist) cleared 57, or 36%. Detective 1.0 Received 802 auto theft cases; assigned 142; cleared 106, or 13%. David M. Griffith & Associates Page A - 9 Appendix A le of Organization and Operations Position and No. of Function Pos. Program and Service Responsibilities Detective 1.0 Received 574 auto theft cases; assigned 105; cleared 86, or 15%. Detective 1.0 Received 345 credit card/forgery cases; assigned 72; cleared 32, or 9%. Detective 1.0 Received 305 forgery cases; assigned 126; cleared 84, or 28%. Detective 1.0 Received 56 fraud cases; assigned 36; cleared 14, or 25 %. Detective 1.0 Received 48 fraud cases; assigned 27; cleared 10 or 127%. Check investigator 1.0 Received 244 check cases; assigned 222; cleared 71, or 29%. Check investigator 1.0 Received 177 check cases; assigned 174; cleared 54, or Police Specialist 2.0 Provide clerical assistance and one does follow-up on auto theft cases. Special Investigations Bureau Lieutenant 1.0 Provides direction to the seven person Vice, Intelligence and Gang Unit and eight person Narcotics unit; and coordinates with the Regional Narcotics Suppression Program (with four Detectives from Huntington Beach) and DEA task force (which has one Huntington Beach officer). Sergeant 1.0 Supervises the two Detectives assigned to gang Vice, Intelligence, problems, three Detectives assigned to Vice and Gang Unit Intelligence and the one Police Specialist who provides clerical assistance as well as handles massage permits and statistics. Detective 2.0 The two positions, for 1996, received 89 gang related cases, were assigned 61 and cleared 31 cases; made 17 felony arrests and 22 misdemeanor arrests associated with gangs; made 78 field interrogation; were involved in 98 in person, 120 telephone and 18 meetings related to gang related contacts and intelligence; assisted Patrol 7 times and Probation 12 times; and assisted the HBPD 162 times and other agencies 50 times. Detective 3.0 These three positions were devoted to vice and intelligence work and, for 1996, made 72 adult and 5 juvenile arrests; 25 massage parlor inspections; and 113 ABC inspections. This staff also handles background investigations on people applying for entertainment permits, tracks sex offenders, and investigates Internet pornography involving pediphiles. Police Specialist 1.0 Provides clerical assistance, processed 61 massage permits and prepares statistics. Dauid M Griffith & Associates Page A - 10 Appendix A of Organization and Operations Position and No. of Function Pos. Program and Service Responsibilities Sergeant 1.0 Supervises the five Detectives involved in narcotics Narcotics work, one Police Specialist, the asset forfeiture investigator; and liaisons with the four Detectives assigned to the Regional Narcotics Suppression Program and one Detective assigned to the DEA task force. Detective 5.0 These five positions form the Narcotics Unit and in 1996: made 148 adult arrests related to narcotics with 89 being for meth possession, sales and manufacturing (with 386 adult arrests for narcotics being made by other units in the department); dealt with 324 citizen complaints; seized narcotics with a street value of over $1.5 million; were involved in 28 agency assists and 55 search warrants. Asset Forfeiture 1.0 Takes steps to uncover, seize and track assets Investigator connected with narcotics cases and arrests involving departmental; regional and DEA narcotics activities; currently monitoring cases with the potential of over $500,000 in revenues to the HBPD; also devotes about 50% of work time to narcotics enforcement and investigation. Police Specialist 1.0 Provides clerical assistance, handles statistics and assists in search warrants. RSVP personnel enter drug complaints into the computer. Detectives 4.0 Assigned to the Regional Narcotic Suppression Program. Detective 1.0 Assigned to the DEA task force. Scientific Investigation Unit The SI unit performs three primary functions — Identification (latent fingerprint), Photography, and Chief Criminologist Scientific Analysis (serology, trace evidence, 1.0 narcotics, blood alcohol, etc.). The unit is comprised of eleven positions (ten FTE's). The Chief Criminologist functions as civilian manager of the unit. The following describes the responsibilities of the position: • Plans assignments for criminalist positions which rotates every three months. • Monitors Unit budget and expenditures. • Investigates and makes recommendations regarding new technology. • Participates in various professional organizations. • Participates in acquisition of grant monies, including recent DNA upgrades. David M. Griffith & Associates Page A - 11 Appendix A Profile of Organization and Operations Position and )unction No. of Pos. Program and Service Responsibilities Scientific Analysis Criminalist positions provide all forms of scientific analysis, including serology, trace evidence, Supv. Criminalist 1.0 narcotics, toxicology, blood, urine and breath alcohol, Criminalist 3.5 firearms and arson. Specific responsibilities and workloads (Calendar Year 1997) include the following: • Analyzing blood and urine samples for DUi's — 774 checks. • Breath samples testing — 529 tests. • Analysis of narcotics samples - 1,531. • Analyzing biological and trace evidence for investigative purposes — 366. • Analyzing firearms evidence for investigative purposes — 193. Positions are given specific assignments on a three- month rotation, as listed below: 1) Serology, bulk narcotics analysis. 2) Trace analyses, arson analyses and blood alcohol. 3) Firearms and toolmark analysis. 4) Toxicology, comply with subpoena duces tecums. The supervisor performs scientific analysis approximately 50% of the time. This position takes the lead on hair and fiber analysis and any DNA analysis. In addition, the position fills in for positions on vacation/not working. For the remaining 50% of the time, the position performs the following: • Evaluates/approves techniques utilized in various analysis. • Orders supplies for Unit and those used by Department for evidence collection. • Develops various Unit procedures. David M. Griffith & Associates Page A - 19 Appendix A Profile of -Organization and Operations Position and No. of Function Pos. Program and Service Responsibilities Latent Identification Primary responsibilities of this sub -unit are to perform latent fingerprint comparisons, operate CAL -ID Forensic Specialist 2.5 system, and process evidence in lab for latent prints. These functions constitute approximately 80-90% of the (1.0 on positions' available time. During Calendar Year 1996, IOD) this group achieved the following: • Individuals identified through the use of latent fingerprints — 484. • Comparisons of latent fingerprints recovered from crime scenes to an individual's ten -print card --- 35,969. • CAL -ID ten -print card and latent finger print entries — 1,237. Number of hits -- 66. Positions also perform the following: • Assist in processing crime scenes at major occurrences. • Testify in court. • Train CSI officers in collection of latent prints. • Maintain latent print and ten -print card files. Photographer 1.0 Theprimary function of the photographer is to develop and enlarge photographs taken by Department personnel — approximately 85% of total time. Other duties are as follows: • Shoots some field photos (surveillance, helicopter, assault). • Maintains mug file. Trains CSI's in use of cameras. • Takes PR photos — DARE, SWAT, Senior Volunteers, "swear -ins", etc. Laboratory Services 1.0 Functions as the unit secretary, performing evidence Technician log -in, typing various reports, routing correspondences, and maintaining supplies. UNIFORM DIVISION Captain 1.0 Overall responsibility for the Uniform Division, which includes the Patrol and Traffic/Aero bureaus, the COP program, foot beats SWAT, and the Beach r Detail. David M. Griffith & Associates Page A - 13 Appendix A Profile of Organization and Operations Position and No. of )unction Pos. Program and Service Responsibilities Traffic/Aero Bureau Lieutenant 1.0 The position oversees the operations of Traffic Enforcement (motors, accident investigation), Parking Enforcement and the Aero Unit. Specific responsibilities include the following: • Directly supervises four sergeants and the Parking Enforcement Supervisor. One sergeant is in charge of the Aero Unit, two supervise the Motors Unit and one is in charge of Accident Investigation. • Monitors and approves/disapproves requests for overtime to meet minimum staffing. • Provides limited supervision to the Aero Unit, however, is involved in approving various equipment purchases. • Preparation of the Bureau budget. • Effective 1-1-98, will serve as SWAT Team. commander. The position works a day shift (0700-1700), Monday through Thursday. The six positions are scheduled to provide seven-day a Sergeant 1.0 week helicopter coverage. Two shifts are scheduled Officer 5.0 Tuesday through Saturday and one shift is scheduled Sunday and Monday. Acro Unit The positions within this unit are deployed according to the following schedule: Sat Sun Mon Tue EV_ed TIL Fr 0800-1800 2 2 2 2 2 1300-2300 2 2 1730-0330 2 2 2 2 2 The sergeant is scheduled Wednesday through Saturday, from 0800 - 1800. This position was formerly an administrative position that performed pilot and observer duties on a coverage basis — vacation, sick leave, training, etc. David M. Griffith & Associates � Page A 14 Appendix A Profile of Organization and Operations Position and Function No. of Pos. Program and Service Responsibilities During a ten-hour shift, a team — consisting of a pilot and observer — is scheduled to log five hours of flight time. The following is a typical_ day for a team (will use the 0800-1800 shift) 0800-0900 Perform pre-flight of ship — e.g., cleaning windows, inspecting ship, check batteries, review maps, weather briefing, etc. 0900-1030 Flight time. 1030-1200 Pilot performs post flight inspection while observer updates daily log. When completed, positions take lunch break, while staying in contact with dispatch. 1200-1330 Flight time. 1330-1430 Post flight inspection, update of daily logs and rest/break. 1430-1530 Flight time. 1530-1630 Post flight inspection, update of daily logs and rest/break. 1630-1730 Flight time. When a pilot or observer position is off for a particular shift, the unit has the option to borrow a position from the patrol bureau or just not fly that shift. However, the preference is to borrow a position. Two of the pilots are certified flight instructors and provide in-house training to new positions and on- going training to existing staff. Chief Mechanic 1.0 Both positions provide all maintenance to the Unit's Assistant Mechanic 1.0 three ships, except the following which is contracted out: (1) engine overhaul, (2) main rotor transmission, and (3) tail rotor box. Positions are scheduled Monday through Thursday, 0730 — 1800. Dauid M. Griffith & Associates Page A - 15 Appendix A Profile of Organization and Operations Position and No, of Function Pos. Program and Service Responsibilities Secretary 0.5 Position works Monday through Thursday, from 0730 - 1230 — 20 hours a week. Position provides clerical support to the unit, including data entry for flight and maintenance logs. Student Worker 0.5 Position is'eurrently scheduled Monday through Thursday, 0730 - 1630. Position provides support to mechanics, secretary and pilots. The Traffic Unit is comprised of three sub -units: Day Traffic/Motors Motors, Night Motors, and Accident Investigation. Two sergeants are assigned supervisory duties to the Sergeant 2.0 day and night teams, which include the following Officer 17.0 duties: • The day sergeant expends approximately 50- 75% of time on administrative duties, including grant management, CASE team management, post storage hearings, officer evaluation and logs, equipment purchases, etc. • The day sergeant spends the rest of the available time performing field supervision and responding to patrol back-up calls. • The night sergeant spends approximately 33- 50% on administrative duties, including motor FTO supervisor, complaint processing, post storage hearings, officer logs and evaluations, DUI enforcement management, budgeting, etc. • Similar to the day motors sergeant, the position spends the remainder of time available out in the field. The Day and Night Motors unit staffing is as follows: Sat aun Mon Tue w TL a 0630-1630 5 6 7 5 6 0900-1900 4 4 1330-2330 (sgt) 1 1 1 1 1400-2400 4 3 3 3 7 4 4 According to a review of the workload for Jan. 1, 1997 through June 30, 1997, motors officers wrote approximately 9.0 citations a day. In addition, approximately 30%, or three hours a day, is spent performing patrol activities, including travel time to and from calls, report writing and patrol call back-up. Positions average 2.25 reports a day (from both traffic and patrol activities). Daiid M. Griffith & Associates Page A - 16 Appendix A Profile of Organization and Operations Position and )Function No. of Pos. Program and Service Responsibilities Accident The Accident Investigation unit includes one ]Investigation I i sergeant, five field officers and two station officers. The following describes the activities of the positions: Sergeant 1.0 , Officer 7.0 • Approximately 90% of the Sergeant's time spent on administrative functions, including collision review, complaint processing, post storage hearings, briefing, training programs, and miscellaneous projects. • Five positions are dedicated to field accident investigations/collisions. These positions perform routine traffic citation activities (average five a day) until collisions occur. The five positions investigate approximately one-half of all collisions. The positions are scheduled as follows: Sat Sqn BIon Tue Wed TIL a 0800-1800 1 1 1 1 1 2 1 1400-2400 2 1 1 3 3 2 • Two positions are scheduled Monday through Thursday, from 0630 - 1630, to perform in-house accident investigations and other activities. These two positions handle all cases that require follow-up investigations (that are workable), including DLTI collisions, hit-and- run, injury accidents, etc. The positions also handle equipment checks resulting from non- hazardous cites (fix -it tickets), licensing of tow truck and cab drives, and handles video investigations on major accidents. Dauid 11�T Griffith & Associates Page A - 17 Appendix A Prof le of Organization and Operations Position and Function No. of Pas. Program and Service Responsibilities Parking The supervisor manages seven full-time and five part - Enforcement Unit time parking control officers plus three clerks. Specific responsibilities include the following: Parking Supervisor 1.0 • Schedules and supervises officers to ensure adequate coverage. • Performs employee evaluations. • Responds to complaints/investigations resulting from parking enforcement activities. • Transcribes reports involving traffic/motors activities (collision, injury, fatality, DUI, etc.) primarily the narrative portion — witness/ participant/victim statements, etc. • Log reports at the beginning of the shift. Parking Control 7.0 Four positions are assigned the day shift and three are Officer assigned the night shift. The positions are scheduled as follows: Lum0A Zup. Wed T.i E 0530-1530 1 1 1 1 1 0700-1700 1 2 2 2 2 2 1 1500-0100 2 1 1 3 3 2 The unit has designated the City into four quadrants. Typically, three persons during the day are assigned to one quadrant each and one night position is assigned the four quadrant. Other positions, when available, respond to complaints regarding oversize/ abandoned/unattended vehicles. This involves picking up complaints in the morning, responding to. site and possibly tagging vehicle, next day follow-ups to determine status and procuring tow services. In addition to the regular assigned duties, the positions also assist motors and All officers with traffic control following collisions. During the period Jan. 1 - July 30, 1997, the unit has written 26,897 cites, of which approximately 60% are for meters and 40% all others (fire hydrant, two-hour parking, red stripe, etc.). This is a daily average of 126 citations (Note: this includes recurrent staffing described below). David M. Griffith & Associates Page A - 18 Appendix A Profile of Organization and Operations Position and No. of Function Pos. Program and Service Responsibilities Parking Control 5.0 The recurrent staff members are assigned to the Officer — Part time Downtown meters and the two Bluff parking lots. Positions typically work 40-hour work weeks during the summer and 20-hours during the remaining nine months — not to exceed 1,000 annual hours. Police Clerk 1.0 Position provides support to Traffic/Motors unit. Position staffs the traffic counter and processes reports. Other duties include the following: • Transcribe reports. • Handle telephone requests/complaints regarding oversize, unattended vehicles. • Make copies of reports prior to processing to Records. Patrol Bureau Patrol Watches and The five lieutenants provide coverage as Watch Area Commanders Commanders seven days a week, between the hours 0630 — 0130 hours. Three positions function in this role Lieutenant 5.0 on a full-time basis and two positions share responsibilities as Watch and Area Commanders. As watch commanders, each position supervises four patrol sergeants on shift and operations at the two substations. The following describes the activities and assignments of the positions: • Two positions provide seven-day a week coverage during the 1530 - 0130 shift — Wednesday is the overlap day. • One position covers the day watch (0630 - 1630) on Sunday through Wednesday. • The Day Shift Watch Commander manages the Field Training Officer (FTO) program. Two Lieutenants function as both Watch Commanders and Area Commanders. • One position covers the day watch on Thursday and Friday, and on Tuesday and Wednesday, the position functions as the North Area Commander — which includes everything north of Talbert. Assignments and responsibilities of forth Area Commander are as follows: David M. Griffith & Associates Page A - 19 Appendix A Profile of Organization and Operations Position and No. of Function Pos. Program and Service Responsibilities - Manages the police officers assigned to the Oakview Sub Station. This is a "self- contained" four -person unit in which the primary purpose is to clean-up and solve problems in Oakview. The Lieutenant meets weekly with the unit on Wednesdays — the overlap day. Manages one-half of the C.O.P. unit, of which one-half of a sergeant and one officer have responsibility in the North Area. This unit focuses on any problem identified in the north area. Serves as manager for the Reserve Officer Program. • Finally, one position covers the day watch on Saturday. On Wednesday through Friday, the position is the South Area Commander. Assignments are as follows: Manages the Downtown Sub Station Unit. This unit typically walks a foot beat in the downtown area — between 1st and 7th and PCH (pier) and Orange. Manages one-half of the C.O.P. unit, which includes one-half of a sergeant and one officer. Serves as Special Events Coordinator and incident commander in charge of all 4th of July planning. Manages Summer Beach Detail. Both Area Commanders are responsible for coordinating identification and resolution of problems in their assigned areas. Includes working with the Community Policing Sergeant, Area Officers, the Mobile Task Force, and other Division and Department assets to review and prioritize Directed Enforcement Requests (DE's) which can be generated from a variety of sources including field patrol officers, citizen requests, and other units within the Police Department. DE's are reviewed, prioritized, and assigned for action to: • The Area Officers to either resolve and/or coordinate and implement action in conjunction with other City departments and services. - • To field patrol officers if it is determined that the DE can be accomplished within pro -active time available in patrol. David M. Griffith & Associates Page A - 20 ndix A Profile of Organization and Position and No, of Function Pos. Program and Service Responsibilities • To the Mobile Task Force for pro -active enforcement in the field. • To some combination of patrol and other Departmental assets for resolution. In addition to the above duties, positions are assigned ancillary program responsibilities which include (1) Telephone Reporting Unit, (2) SWAT administration, (3) FSO management, (4) School Resource Officers, and (5) Job Center. Community The Sergeant and the two Area Officers serve as Policing Team community policing liaison both within the Department, between the Department and the Sergeant 1.0 community, and the Department, community, and Officers 2.0 other City departments and other public and not -for - profit services available in Huntington Beach. Area Officers are assigned to the North and South Areas as previously described for the Lieutenant Area Commanders above. In this capacity, they handle and resolve DE's through either direct action, coordination with other City departments, joint action with the Mobile Task Force, and working with community residents and other community agencies. Area officers work variable hours. The Sergeant backs -up the Area Officers in handling DE's; monitors status of all outstanding DE's; and works with the Area Commanders, Area Officers, the Mobile Task Force, and other assets to develop, prioritize, and implement problem resolution efforts. Field Patrol Two sergeants function as station commanders -- Sergeant 2.0 basically watch commanders — during the hours 0130 through 0630. One position is scheduled Wednesday through Saturday and one is scheduled Sunday through Wednesday — with an overlap on Wednesday. The two positions work between the hours 2100 - 0700. During the hours 2100 to 0100, both the Lieutenant and Sergeant are at the station and typically leaves to perform field supervision/observation. This position will be eliminated effective 1-1-98 and positions will be reassigned as Watch 4 sergeants. David M. Griffith & Associates Page A - 21 Appendix A Profile of Organization and Operations Position and Function No. of Pos. Program and Service Responsibilities Each sergeant supervises one squad of six officers Sergeant 12.0 covering three shifts seven days a week. Specific responsibilities include the following: • Field supervision/observation of police officer activities. • Patrol back-up when other units are unavailable. • Watch commander relief — typically one hour per shift. • Administrative duties as assigned by the Lieutenant. Administrative Reports to the Day Shift Watch Commander. Sergeant 1.4 Coordinates Citizen Police Academy Alumni Association volunteers on all projects within the Division. Maintains Division patrol officer statistics. Supervises the Telephone Reporting Unit and reviews reports taken by the unit. Coordinates Field Service Officers (FSO) within the Division and between the Division and the Scientific Investigations Unit. Coordinates forms used by the Division and maintains Division Standard Operating Procedures. Assists the South Area Commander with special events planning and administration. David M. Griffith & Associates Page A - 22 Appendix A Profile of Organization and Operations Position and Function No. of Pos. Program and Service Responsibilities Officer 72.0 Officers are assigned (or bid) among twelve squads covering three shifts — four squads per shift. Exhibit I, on the pages following, shows the deployment plan for the Patrol Bureau. Squads are scheduled such that two squads — twelve officers — are always deployed, except during the following: • Wednesday day watch, in which an overlap occurs and one desk officer is assigned, for a total of 19 scheduled officers. • Friday and Saturday graveyard shifts, in which three squads are scheduled and one squad reports three hours early to beef up peak times. • Friday and Saturday swing shifts, in which three squads are scheduled. During most shifts, the minimum staffing is ten officers covering 12 beats. When staffing falls to eleven officers, beat 8 is not covered; and when staffing falls to ten officers, beat 10 is not covered. Staffing usually never falls below ten officers, except in those instances when sufficient call back officers cannot be found to cover vacancies below the ten officer level. During Friday and Saturday nights, minimum staffing is fourteen positions. With fourteen positions, the bureau can fill all beats and may run a two -person car in beat 9 (Oakview) and add an extra body downtown, or set-up an area (e_g., south, north) cover car to run back-up to back-up. Included in the above are two K-9 units assigned to Watch 4 (2100 - 0700). One unit is always scheduled with Tuesday as the overlap shift. These units are typically deployed in industrial areas and where commercial alarms are frequently set off. Desk Operations Positions are scheduled to provide front desk coverage at the Police Station between the hours 0630 to 0100. Officer 4.0 Wednesdays are an overlap day — an extra officer is typically assigned to patrol. Specific responsibilities include the following: • Functions as information desk. • Writes reports on walk-in cold incidents. • Performs all walk-in and phone reception. David M. Griffith & Associates Page A - 23 Appendix A Profile of Organization and Operations Position and No. of Function I Pos. Program and Service Responsibilities David M. Griffith & Associates Page A - 24 Appendix A Proftle of Organization and Operations Position and No. of Function I Pos. I Program and Service Responsibilities David M. Griffith & Associates Page A - 25 Appendix A Profile of Organization and Operations Position and No. of Functi( I Pos. I Program and Service Responsibilities Field Services. Field Service Officers (FSO's) are non -sworn Officer 6.0 positions assigned to the day and swing watches. The FSO's have two primary functions: Crime scene investigations in support of sworn officers and report taking for reported incidents consistent with Department policy related to assigning certain types of reports to non -sworn staff. The following specific activities are major responsibilities of the FSO's: On those watches to which FSO's are assigned and available, they provide crime scene investigation support to sworn officers including taking photographs, fingerprinting, and the like. In general, FSO's are assigned to crime scene investigations which do not require collection of fibers or for major incidents for which the Investigation Division is the lead and assumes responsibility for crime scene evidence collection as well as other investigative activities. • For those incidents in which Investigation Division staff have lead responsibility at the crime scene, FSO's provide support as requested by the Investigations Division staff in charge of the crime scene. • FSO's also respond to various calls for service to take reports in lieu of a sworn officer. Calls for service/incidents in this category include "cold" residential and minor commercial burglaries, thefts, and auto thefts. FSO's are deployed/scheduled as outlined below: Sat Sun 'Aon Tue Wed Th Fr 0630-1630 2 1 2 1 2 2 2 1530-0130 2 1 2 1 2 2 2 During the graveyard watch when no FSO's are deployed, crime scene investigations are accomplished by one of the sworn officers assigned to the watch who has been trained in crime scene investigations. David M. Griffith & Associates Page A - 26 Appendix A ,,anization and Operations Position and No. of Function I Pos. I Program and Service Responsibilities Downtown Positions typically provide foot and bike patrol to the Substation Downtown area — which includes the area within 1st and 7th streets and the Pier and Orange Street. Officer 4.0 Positions are typically deployed as two -person units because most of the incidents in the downtown area typically require a two -person response (i.e., lots of public assembly and alcohol related businesses). Positions are scheduled between 1400 and 2400, with Saturday as the overlap day. This unit is the primary response unit for incidents occurring within the area described above and provides Community Oriented Policing to that area. Oakview Substation Positions provide primarily vehicle patrol and Community Policing to the area within Slater to Officer 4.0 Warner and Beach to Nichols. Like the Downtown Unit, the positions in this unit are deployed as two - person units. These units are the primary responders to incidents occurring within the boundary mentioned above. Positions are scheduled between 1400 and 2400, with Wednesday as the overlap day. School Resource Positions are assigned geographically — north, Officer Unit central and south — each covering four beats. The officers are responsible for all schools within their Officer 3.0 respective areas. Positions respond to incidents from dispatchers — e.g., campus fight , etc. -- and from cell phone/pager. In these instances, the officer is contacted directly from a school representative to respond to an incident — child molestationlabuse, campus burglary, daytime curfew, etc. In addition, the SRO's respond to incidents as a back- up for the beat officer approximately 20% of the time. During the summer, two officers are redeployed to the Downtown Unit (to make a six person unit) and one officer is assigned to beach patrol. David M. Griffith & Associates Page A - 27 Appendix A Profile of Organization and Operations Position and Function No. of Pos. Program and Service Responsibilities Beach Detail The unit is activated during the summer months and is staffed with positions from other bureaus/units. Sergeant (1.0) Assignments are as follows: Officer (8.0) • The Mobile Task Force Unit is deactivated and the positions — one sergeant and three officers — are assigned Beach Detail. • One school resource officer is reassigned to the Beach Detail. • Four officers assigned to DARE and other crime prevention programs within the executive unit are reassigned to the beach patrol. The positions are scheduled to provide coverage at the beach five days a week, Thursday thru Monday (On Tuesdays and Wednesdays, trained civilian positions provide coverage). Eight positions are scheduled Friday, Saturday and Sunday and four positions on Monday and Thursday. On Sunday, Monday and Thursday, the unit is scheduled between 1000 to 2000 and on Friday and Saturday between 1300 to 2300. This unit serves as the Department's primary pro - Mobile Task Force active unit to address problems identified through the community policing program and staff as described Sergeant 1.0 earlier in this Profile, The unit is deployed to address Officer 3.0 problems identified through DE's and prioritized for action as part of the community oriented policing and decision making process involving the Area Commanders, the COP Team, and the Mobile Task Force sergeant and officers. Recent examples of the unit's operations include the actions against skin heads, auto theft and shop lifting at the Huntington Mall and Check Forgery operations. The unit operates Wednesday through Saturday, from 1200 - 1000, and will work variable hours depending on directed enforcement activities and demands. David M. Griffith & Associates Page A - 28 Appendix A Profile of Organization and Operations Position and Function No. of Pos. Program and Service Responsibilities Telephone Reporting The TRU generally operates Monday through Unit Thursday, from 0700 to 1700. The purpose of the unit is to take reports on incidents in which there exists zero Officer 1.0 investigative probability — primarily reports for insurance purposes. The unit is assisted on Tuesdays, Wednesdays and Thursdays by a position from the Investigative Division. Additionally, the unit is supplemented with light duties, when available, including on Fridays through Sundays. The current occupant of this position is due to retire in November. SERVICES DIVISION -0 Captain 1.0 Overall management and responsibility of Division, which includes Records, Jail, Systems Group, and Fleet Management. The Communications Unit, which was previously part of the Services Division, now reports Chief of Police's Adjutant. This Profile provides a description of the Communications Unit in the Services Division sections which follow. Jail Unit Sergeant 1.0 The City of Huntington Beach operates a Type I jail used primarily for Pre -arraignment holdings. The Unit houses inmates for no more than 96 business hours, excluding weekends and holidays. The facility has a 75-bed capacity — 56 beds for males and 19 beds for female (however, the unit is expanding the female capacity to 20-beds). The Jail provides services under contract to seven agencies — Costa Mesa, Fountain Valley, Garden Grove, Irvine, Seal Beach, Westminster, and State Park Peace Officers. The sergeant functions as the Jail Manager, overseeing five Senior Detention Officers, two Nurse Detention Officers and eleven Detention Officers. Daiid M. Griffith & Associates Page A - 29 Appendix A Profile of Organization and Operations Position and of Function Pos. Program and Service Responsibilities Sr. Detention Off. 5.0 The sixteen positions are scheduled to provide 24-hour, Nurse Det. Officer 2.0 seven day a week coverage to the jail. The facility is Detention Officer 11.0 always staffed with a minimum of three positions — one SDO, one male DO, and one female DO. The positions are deployed according to the following schedule: 8—at Su iVI o n T-m 0630-1130 3 3 4 4 4 3 3 1130-1630 4 4 4 4 4 4 4 1600-2100 4 3 3 3 3 4 4 2100-0200 7 5 6 6 6 7 7 0200-0700 4 4 3 3 3 4 4 Assignments are as follows: • Book and process arrestees. There must be a minimum of three detention officers present — one staffing the security and control panel and two search and book the inmate. During calendar year 1996, 9,791 inmates were booked and processed — a daily average of 27. • Provide daily court transportation. Positions transport pre -arraignment and warrant arrestees to the Westminster Municipal Court and Orange County Jail, Monday through Friday. The number of transports are typically increased on Mondays and Tuesdays. Transports occur between 0800 and 0830 with one Detention Officer and a Patrol escort. • Handles inmate visitations, which increases on the weekends. • Preparation for Court runs, which impacts the graveyard watch — gathering property and processing required paperwork. Positions working Monday and Tuesday graveyard positions are typically impacted the most due to increased inmate population. • The Nurse Detention Officers, in addition to regular detention officer tasks, perform sick calls daily and blood draws when necessary. All custodial, food preparation and distribution, and miscellaneous details are performed trustees, pay-n- stays, and weekend/work furlough inmates. These inmates, both male and female, are housed in separated cells to accommodate these programs. David III. Griffith & Associates Page A - 30 Appendix A Profile of Organization and Operations Position and No. of Function I Pos. I Program and Service Communications Unit Sergeant 1.0 Responsible for the management and operation of the Communications Center for the Huntington Beach Police Department. Specific responsibilities include the following: • Manages and directs six Communications Supervisors. • Reports to the Chiefs Adjutant. • Handles all problems/issues that occur between the Communications Unit and other divisions. This position is being replaced by a civilian Communications Manager subsequent to retirement of the most recent incumbent. Communications 6.0 All positions are working supervisors — they work the Supervisor radio/phones and perform various responsibilities, on a rotating basis, as listed below: • One position is in charge of on -going training for supervisors and operators. The position manages a $5,000 training budget. • One position is in charge of training for new employees. Responsibilities include performing daily/weekly/ and monthly evaluations and coordinating the schedules. • One position is the Unit's contact with the Emergency Operations Center. Specific responsibilities include inputting new street addresses and computer support. • One position manages the Unit's recruiting efforts — which includes coordinating with Police and City Personnel Departments. • One position produces the Unit's staffing schedule and manages shift sign-ups and open shift sign-ups. • One supervisor performs various administrative duties, however, the assignment is considered more of a "rest" from the other duties. Supervisors are scheduled to provide 24-hour coverage and supervision of the dispatch center. Supervisors are also scheduled for and operate as line positions when supervisory coverage is adequately provided. Dauid M. Griffith & Associates Page A - 31 Appendix A Prole of Organization and Operations Position and F'unction No. of Pos. Program and Service Responsibilities Communications 16.0 Positions handle all law enforcement radio and Operator telephone transmissions, including call -taking, (6.0 dispatching and processing various requests. During vacant) fiscal year 1996, the unit handled an annual total of 184,977 emergency and non -emergency telephone calls. Exhibit II, on the page following, shows the deployment plan for the Communications Center. This schedule represents minimum staff levels and includes per diem and overtime "slots". Systems Group Information Position manages the operations of the following units: Systems Manager 1.0 (1) Computer Systems, (2) Security & Electronics, (3) Radio Shop, (4) Alarm Office, and (5) Property Unit. Specific responsibilities include the following: • Involved in settlement conferences and depositions with lawsuit from McDonnell - Douglas. • Involved in bankruptcy proceeding on OCS and software license. • Project Manager for 800 MHz for all departments, including Police, Fire and Public Works. • Involved in design, finance, and implementation of 800 MHz. • Personnel evaluations for Systems Group staff. • Project manager for computer system technology used in public safety in Huntington Beach. David M. Griffith & Associates Page A - 39 Appendix A Profile of Organization and Operations Function I Pos. I Program and Service David .M. Griffith & Associates Page A - 33 Appendix A Profile of Organization and Operations Position and No. of I )Function Pos. Program and Service Responsibilities j Alarm Office The primary functions of this unit are to monitor commercial alarm companies doing business in Alarm Officer 1.0 Huntington Beach, permit businesses with Police Specialist 1.0 commercial alarms, and, through fines, reduce the amount of alarms ringing. The following describes the program: • There are approximately 4,000 commercial and 6,000 residential alarms in the City. • There are approximately 250 different alarm companies with clients in Huntington Beach. • Every business/resident with an alarm pays an annual permit = $30. • Every alarm owner is allowed two free false alarm soundings in a 12-month period — the third alarm receives a $50 fine, and this increases to a $ 500 by the eighth alarm Responsibilities of the two positions are as follows: • Enforces the City's Alarm Ordinance, which includes the following tasks: - Renews Commercial and Residential permits monthly. - Issues approximately 3-5 permits per day. - Prepares billing for false alarm fines. • Responds to complaints regarding noise and fines. • Provides security and alarm technical assistance to other City departments and functions. Security / Position is responsible for all security systems for City Electronics Unit operations, including the Jail, Lifeguard headquarters, parking structures, five libraries, City Communications 1.0 Clerk's office and City Treasurer's office. Position is Technician responsible for installation, maintenance, and upgrades and programs alarm panels and security 1.0 cameras. Student Worker Assists Communications Technician as assigned. David M. Griffith & Associates Page A - 34 Appendix A Profile of Organization and Operations Position and No. of Function Pos. Program and Service Responsibilities Computer Systems Positions provide technical support for public safety communications — however, fire communications is CAD Specialist/ 2.0 now contracted with Metro Net. Primary Network responsibilities include: Coordinator • Responds to 12-20 requests for service per day, regarding the Police Dispatch System, Police Records Management system, Fire Records Management System, and department networks. • On -going or routine assignments, including regular system problems, nightly system back- ups, maintenance of various files. Radio Shop Two positions provide maintenance and repair of all communications equipment — including two-way Communications 2.0 radios, pagers, cellular phones, etc. — for Police, Fire, Technicians Marine Safety and Public Works. They also provide services under contract to Fountain Valley, Buena Park, and Seal Beach. Currently, the positions respond to approximately 11 requests for services per day. Student Worker 1.0 Assist Communications Technicians as assigned. Property Unit The unit is responsible for the booking, tracking, bar coding, storing and transferring of all evidence Property Officer 2.0 confiscated by the Police Department. In addition, the Senior Aide 1.0 unit manages disposals, auctions, drug burns, and gun disposals. The following are workloads: • Telephone inquiries — 25/day • Booked property and evidence — 10,566 per year, 42 per day. • Evidence reviewed with detectives — 12/ day. • Found property returned to owners -- 5/day. David M. Griffith & Associates Page A - 35 Appendix A :on and Operations Position and No, of Function I Pos. I Program and Service Responsibilities Records Unit Administrator 1.0 Overall responsibility for the Records Unit, which includes transcription, teletype, subpoena/warrants, court liaison, and general records units. Reports to the Services Division Commander. Specific responsibilities include the following: • Overseeing the activities of the four supervisors assigned to the Word Processing Unit (1) and Records Proper (3). • Clarifying legal issues for various records transactions. • Recruiting and hiring of Records Clerks. • Identifies scheduling and staffing needs. • Reviews, recommends, and monitors budgeting needs and expenditures. • Monitors work flow and evaluates work products, methods and procedures. • Reviews and updates manuals. • Trains staff and evaluates performance as needed. • Coordinates records services with other Divisions, other City Departments, other police agencies, and citizens. DcaL--id 114. Griffith & Associates Page A - 36 Appendix A Profile of Organization and Operations Position and Function No. of Pos. Program and Service Responsibilities Word Processing This unit is responsible for transcribing police officer reports. The unit averages approximately 500 reports a Supervisor 1.0 month — approximately 17% of the total reports written Records Clerk 4.0 within the Department. Specific responsibilities include the following: • Reports transcribed (approx. 17/day) average four pages and take 1.0 — 1.5 hours each. • Follow-up corrections per Watch Commander requests can add another 0.25 — 1.0 hours each. • Unit positions also field approximately 10 - 15. calls on the day shift and approximately 5 calls an the swing shift. • Assist with RMS data entry as time permits. • The Supervisor performs the above tasks as well as the following: - Tallies RMS statistics — 3 hrs/week. - Functions as Computer liaison with Systems Group. - Performs employee evaluations annually. The positions within this unit are deployed according to the following schedule: Sat Sun Mon Tue Weir. Th Fr 0630-1700 1 1 1 2 2 1 0800-1830 1 1 1 1 1630-0300 1 1 1 1 1 .2 1 The Supervisor is scheduled Monday through Thursday, from 0630 to 1700. David M. Griffith & Associates Page A - 37 Appendix A Profile of Organization and Operations Position and Function No, of Pos. Program and Service Responsibilities Teletype This unit is responsible for all data entry into the State (CJIS) and Federal (NCIC) databases, which includes Police Specialist 3.0 the following tasks: • Enter, locate and clear missing persons. • Enter, locate, clear and cancel vehicles: stolen, stored, PPI's and repo's. • Enter, locate, clear and cancel boats: stolen, stored, PPI's and repo's. • Enter, locate, clear and modify guns. • Respond to 10 minute hit confirmations. • Run warrant checks and pull rap sheets for booked subjects. • Enter locate information into the Supervised Release File. • Enter, clear and modify domestic violence restraining orders and work harassment orders. • Send point to point messages and responses. • Train and certify other Department personnel in CLETS policies and procedures. • Process monthly NCIC validation list. • Seal juvenile records. The positions within this unit are deployed according to the following schedule: Sat -Sw Mon Tue W T-h— F-r 0730-1800 1 1 1 1 1 1 1 1730-0400 1 1 1 1 1 Dat-id M. Griffith & Associates Page A - 38 Appendix A Profile of Organization and Operations Position and No, of Function Pos. Program and Service Responsibilities General Records General records is a 24 hour per day, seven days per Processing week operation. Eighteen full-time and four part-time positions are assigned to General Records. The Supervisor 3.0 following outlines current shift assignments: Records Clerk 15.0 Records Clerk --- PT 4.0 Seven positions (one supervisor and six records clerks) and two part-time workers provide coverage seven days a week between the hours 0630 - 1700 (Day Shift). Six positions are scheduled Monday through Friday and three positions are scheduled on the weekends. • Six positions (two supervisors and four records clerks) provide coverage between the hours 1630 - 0300 (Swing shift) — of which three or four positions are scheduled daily. • Four records clerks provide coverage between the hours 2000 - 0630 (Graveyard Shift). During these hours, scheduled coverage is between two and three positions. • Two additional part-time workers are assigned Tuesday through Friday, 0800 — 1300. • One records clerk is assigned to the Warrant Desk and one position is the Court liaison — both work a day shift. General Records is responsible for record keeping functions and to provide access to records information to all units of the Police Department, the public, and other agencies. Principal activities include the following: General Records staff perform almost all data entry into the Records Management System (RMS). They process about 75 to 100 reports per day and estimate that each report requires from 9 to 15 minutes to process. Day shift personnel receive about 20 calls per hour from outside the Department, and an additional 10 to 15 calls per hour from inside the Department. Most calls require some sort of assistance such as locating, copying, and faxing documents. Swing and graveyard shifts average a total of 20 to 25 calls per night. Staff estimate that telephone calls require from 3 to 10 minutes to handle. Day shift personnel assist about 5 to 7 citizens per hour in response to requests at the front Records Counter. On a daily basis, Records staff perform about 10 to 12 vehicles releases, David M Griffith & Associates Page A - 39 Appendix A nization and Operations Position and No. of Function Pos. Program and Service Responsibilities Bell about 20 reports, assist 5 citizens with fingerprints and process about 5 registrants per day. Staff estimate task times as follows: - Vehicle Release -- 7 to 15 minutes. - Report Sale -- 7 to 10 minutes. - Fingerprinting and Fee Collection -- 5 minutes. - Registrant process -- 15 to 25 minutes. The Records Counter closes at 1700 but swing shift and graveyard shift personnel do process vehicle releases, averaging about 10 per week during this period. • The Records Unit receives about 25 to 35 request for records by mail per day. Part-time staff handle this activity which is estimated to require about 10 to 12 minutes per request. • The Records Unit also handles about 20 to 25 arrest bookings per day for processing with each estimated to require about 7 to 10 person minutes to complete exclusive of checking subjects against the various criminal history and information systems which if required, can add several minutes to each booking process. • Routing, duplicating, and assembling court packages is an on -going activity on each shift. • Other tasks and staff estimates of time required include the following: - Processing stored vehicle file -- 45 minutes per day. - Process court dispositions -- 7 hours per week. - Processing applicant print cards -- 3 hours per week. - Processing registrant paperwork -- 10 hours per week. - Preparing reports for filing -- 20 hours per week. - Shuffling files -- 10 hours per week. - Purging records -- 5 hours per week. - Warrant processing -- 40 hours per week. - Subpoena processing -- 30 hours per week. Shift Supervisors perform the various tasks listed above and also handle evaluations for line personnel who report to them; answer questions and problem solve; and address/resolve personnel issues. Positions within the Records Unit are deployed according to the schedule shown on the next page. David 114I. Griffith & Associates Page A - 40 Appendix A Profile of Organization and Operations Position and Fraction No. of Pos. Program and Service Responsibilities Sat Spa Mn T�Lg Wed TIL Er 0630-1700 5 4 6 7 7 7 8 1630-0300 3 2 3 3 4 4 3 2000-0630 2 3 3 2 2 2 2 Shift supervisors work the following schedules: • Tuesday -- Friday: 0630 - 1700. • Saturday and Sunday: 0630 - 1700 and Monday and Tuesday: 1630 - 0300. + Wednesday -- Saturday: 1630 - 0300. David M. Griffith & Associates Page A - 41 [iiva- • 06 Data Collection and Evaluation Methodology Employed To Analyze Patrol Stang F41 "3tZ1 Lf7W DESCRIPTION OF DATA CO CTION AND EXALU T�, ION -METHODOLOGY TO EVALUATE PATROL STAFFING This appendix describes how patrol workload data were collected and evaluated. It opens with a description of how base patrol workload was determined. 1. ANALYSIS OF DATA EXTRACTED FROM THE DEPARTHU- T'S CAD SYSTEM SHOWS THAT DURING A RECENT L RONTH PERIOD THERE 64,818 COIVIMUNITY- GENERATED CALLS FOR SERVICE. OF WHICH PATROL UNITS I raA va-1011r In order to analyze patrol staff utilization and availability, on a time of day and day of week basis, the Project Team reviewed community - generated call for service workload for the 12-month period from September 1, 1996 through August 31, 1997. A community -generated call for service is defined as any event in which a citizen or member of the public calls the Huntington Beach Police Department, via 9-1-1 or a seven -digit direct number, and requests police assistance or reports an incident in which police response is required. These do not include activities which are generated by patrol or traffic officers in the field, nor do they include various other activities, including administrative details, 10-8 s, follow-up investigations, and the like. The principal focus of the analysis was to determine officer time required to handle calls for service and time available for pro -active or self -initiated activity. CAD/MIS data were analyzed to determine patrol call for service workload. The analysis required a number of steps to isolate calls for service handled by patrol units as described above. The paragraphs which follow describe the process undertaken to determine net patrol call for service workload. David M. Griffith & Associates Page B - 1 Appendix B -- Patrol Workload Data Collection Methodology • An initial first pass indicated that 185,945 events were recorded in CADRVIIS for the twelve month period. This was a "raw" list of all radio and telephone activities. • A second pass revealed 184,187 total incidents on file. These included all activities — calls for services, self -initiated activities, broadcasts, assignments, status calls, etc. • The next pass excluded events designated Priority 6 through 9 and the following 20 event codes: 1016, 1017, 1019, 1042, ALL, ATL, B&P, BARX, C1, C5, C6, CAT CN, CVC, FTY, GB, IMP, INFO; PC, and TRAFFIC STOP -- largely self -initiated activities. This resulted in the exclusion of 92,838 events from the database. Therefore, the net number of events remaining were 91,349. The next pass or analysis excluded those events with an event code of 1022 and DISP — both of which are canceled events. The utilization of the DISP code is a way of assigning the incident to a dispatcher for subsequent cancellation. There were 1,765 incidents with a 1022 nature code and 23,622 incidents with a DISP nature code — a total of 25,387 events. This resulted -in 65,962 events remaining as community - generated calls for service. A final pass of the 65,942 events found that 1,144 should also be excluded because they included the following nature codes: PC, 924, 28, DETAIL, INFO, GB, ADMIN, 1010, 1012, 1014, 1016, 1017, C5, C6, Therefore, the net number of community -generated calls for service in Huntington Beach for the 12-month period was 64,818. Upon determination of the number of community -generated calls for service, the Project Team determined the number of events responded to by units other than patrol. The table, on the following page, shows the workload of other response units: David M. Griffith & Associates Page B - 2 Appendix B -- Patrol Workload Data Collection Methodology Call For Service Response by Non Patrol Units Response Unit Number of Events Traffic - Sedan 2,857 Traffic - Motors 2,718 T R U 2,363 Parking Enf. 2,103 Desk 1,558 CSI - Civilian 1,098 Total 12,697 According to the data above, 12,697 out of 64,818 total events, or 19.6%, were responded to or handled by other than patrol units. Therefore, during the 12-month period, patrol units responded to 52,121 community -generated calls for service. Attachment A, at the end of this document, shows the total number of incidents, by type, responded to by Patrol Units. Exhibit I, on the page following, shows the distribution of calls handled by patrol by time of day and day of week. It should be noted that calls diverted to the TRU, Parking, Front Desk and the Civilian CSI, were most likely appropriate assignments; however, many, if not most, of the calls handled by Traffic units (5,575) were likely due to patrol unit unavailability and resulting call -stacking. This suggests that 57,696 community -generated calls for service required a police officer level field response, and further would have received a patrol unit response had units been available. DaLid M. Griffith & Associates Page B - 3 EXHIBIT I Community Generated Call for Service Workloads by Time of Day and Day of Week TIME PERIOD MON TUE WED THU FRI SAT SUN 0000-0100 319 252 321 278 330 539 624 0100-0200 232 217 245 213 252 475 562 0200-0300 214 202 200 197 224 367 472 0300-0400 132 138 136 147 177 248 297 0400-0500 100 96 104 123 109 163 160 0500-0600 110 90 101 101 123 98 130 0600-0700 149 103 141 133 113 113 118 0700-0800 227 227 225 210 205 171 167 0800-0900 284 283 264 240 281 247 223 0900-1000 277 264 268 267 274 275 277 1000-1100 275 278 297 285 268 307 322 1100-1200 317 298 289 306 294 333 345 1200-1300 304 327 312 268 294 333 343 1300-1400 319 280 330 309 300 348 333 1400-15500 351 331 324 310 323 333 347 1500-1600 352 372 331 331 362 349 342 1600-1700 362 365 331 349 419 362 342 1700-1800 408 381 385 395 440 419 361 1800-1900 401 368 384 378 416 396 399 1900-2000 368 342 355 404 453 398 429 2000-2100 356 341 356 361 436 497 379 2100-2200 361 403 367 395 479 536 424 2200-2300 387 390 393 441 606 706 470 2300-2400 372 366 351 379 604 764 374 TOTAL 6,978 6,715 6,811 6,821 7,782 8,775 8,239 52,121 Appendix B -- Patrol Workload Data Collection Methodology 2. A REVIEW OF M VARIOUS COMPONENTS IMPACTING PATROL OFFICE ORKIAAD SHOWS T AN AVERAGE COADED TTY-GENERATED CALL FOR SERVICE REQUIRES SEVENTY MINUTES OF OFFICER TIME. Data generated from the CAD system were also utilized to determine event handling time and other factors necessary to evaluate patrol staff utilization. The paragraphs which follow describe how these assumptions were developed and show the resulting factors. Call Time for Primary Officers, which includes Dispatch to Arrival and Arrival to Finish, is shown in the table below: Call Handling Time for Patrol Officers Priority No. of Events Dispatch to Arrival Arrival to Finish Total Handling Time 1 1 5,130 5.58 32.53 195,539 2 6,849 6.45 30.30 251,701 3 9,645 6.80 2283 285,814 4 6,676 8.85 31.98 272,603 5 3,640 12.50 42.75 201,110 Subtotal 31,940 242,987 %3,779 1,206,766 vg. Handling 7.6 30.2 Time: 37.8 In calculating the officer handling time, 31,940 records were utilized, or approximately 60% of the total events responded to by patrol units. Of the total records indicating patrol responses to community -generated calls for service, the records utilized had time -elements that were considered reliable. The Project Team believes that the 60% is a very reasonable sampling in determining officer handling time. The data above shows that, on average, response and handling time for community generated events is 37.8 minutes for the first responding unit. David 11I. Griffith & Associates Page B - 5 Appendix B -- Patrol Workload Data Collection Methodology • Total Call Time When Back-up is Included was estimated as follows: The number of calls for which back-up units support the primary responding unit is reportedly also tracked by CAD. The table below shows the back-up rates during the same twelve month period as extracted from the CAD system: Average Officers per Event Officers Assigned No. of Inc. Officers Assigned 1 10,427 10,427 2 23,912 47,824 3 8,795 26,385 4 4,854 19,416 5 4,271 21,355 Total 52,259 125,407 Avg. Officer/Event: 2.40 As shown in the table above, the data collected from CAD indicated that the majority of incidents (8"o) were responded to with two or more officers, and over 34% were handled by three or more officers. The resulting officer back-up rate based on CAD information is 1.4 --- that is, 1.4 officers in support of the primary responding officer, for an overall response rate of 2.4 officers per event. At this level, the number of officers responding to a community -generated call for service which averages of 2.4 is significantly above patterns observed by the DMG team which includes patrol workload and utilization analyses of over 65 police agencies in the Western United States. Our experience is that back-up rates consistently range between 1.2 and 1.5 officers per event in other agencies. The impact of the high back-up rate in Huntington Beach, when compared to predominant patterns documented in other, comparable jurisdictions, is as follows: David M. Griffith & Associates Page B - 6 Appendix B -- Patrol Workload Data Collection Methodology If the average rate were 1.4 officers per CFS (the average back-up rate documented in 65 previous studies) and 100% of the on -scene time for the first responding officer was assumed as time devoted for back-up officers— the average officer handling time for a community -generated call for service would be 72.4 minutes. Therefore, 37.8 fewer minutes of officer time would be required per incident. With 52,121 incidents annually, this results in 32,836 additional hours impacting officer availability. At an average availability of 1,453 hour per officer, this is the equivalent of 22.6 officers. - During the course of the study, there was much debate about the validity of back-up rate information extracted from CAD. Managers, supervisors, and officers who participated in an internal review process strongly felt that these data were not representative of actual operations in the field, and that actual back-up rates were much lower. A variety of reasons for data invalidity were advanced, but subsequent attempts to further analyze CAD system data did not result in refining the back-up issue. As a result, it was determined that a more representative workload analysis would be based on use of common back-up patterns observed in other jurisdictions. As a result, a Back-up factor of 1.4 average officers per call for service was used. - CAD data were utilized to determine the amount of time back-up officers devoted to calls. Analysis indicates an average back-up rate of 72% of the time of the initial responding unit — this is consistent with patterns in other similar jurisdictions in which we were able to quantify the amount of time back-up officers devoted to calls. The 1.4 back-up rate and 72% time consumption rate were applied to the primary unit handling times to calculate total officer handling time per call as shown in the table on the next page: David M. Griffith & Associates Page B - 7 Appendix B -- Patrol Workload Data Collection Methodology Time Officer Back-up Consumption Total Officer Minutes Rate Rate Time/Event 37.8 1.4 0.72 48.7 Report Writing Time needs to be included in any determination of time required to handle calls. Since report writing time is not captured by CAD, it was estimated based on interviews with Departmental staff. Our approach is to allocate report writing time to all calls so that the total call handling time estimate reflects the "average" call for service. Report writing time was estimated as follows: During FY 1996/97, a total of 19,580 reports were written by patrol officers — 37.6% of the total number of events (19,580 52,121). The Department estimates that a "typical" report requires 40 minutes of an officer's time. Therefore, the average report writing time per event is 15.0 minutes (40 minutes X 37.6%). The resulting handling time per event when incorporating report writing time is shown below: Officer Time/Event Report Writing Total Officer Time/Event 48.7 15.0 63.7 Total Time Expended for Booking Prisoners was also estimated since interviews indicated booking time is not included in call time recorded in CAD. As a result, booking time was estimated as follows: During FY 1996/97, a total of 7,771 prisoners were booked by Huntington Beach officers at the detention facility. When compared to total calls handled by patrol, this represents 14.9%c of the total number of events (7,771T 52,121). The Department estimates that a "typical" booking at the Police Department jail requires 30 minutes of an officer's time — including transport, delivery and processing. Therefore, the average "local" booking time per call for service is 4.5 minutes (30 minutes X 14.9%) David M. Griffith & Associates Page B - 8 Appendix B -- Patrol Workload Data Collection Methodology when booking time is distributed across all calls handled by patrol officers. Huntington Beach officers also have to book some adults at the Orange County Jail in Santa Ana, and juveniles at the County's juvenile detention facility. These arrests and bookings take more time because of longer travel distances and frequent back-ups at the County Jail. During the period analyzed, the Huntington Beach officers booked an estimated 12% of the adults, or 933, and 46 juveniles at County facilities. Interviews indicate that these bookings require an estimated 1.5 to 3.0 hours of officer time — an overall average of 2.25 hours. When these additional and more extended arrests and bookings are combined with local bookings and averaged across the total workload base of calls for service as previously explained, the "average" booking time per call for service increases to 6.5 minutes. The resulting handling time per call for service when incorporating booking time is shown below: Officer Time/Event Booldng Total Officer Time/Event 63.7 6.5 70.2 The data presented - above indicates that the average community -generated call for service requires 70.2 minutes of officer time, or 1.17 person hours. 3. TO EVALUATE PAIL OFFICER WORKLOAD AND UTILIZATION IN THE FIELD IT WAS NECESSARY TO DETERMINE ACTUAL OFFICER AVAILABILITY FOR ACTUAL DEMO AMR YARIOUS -OFF FACTORS ARE Officer Availability was calculated based on a review of City payroll information documenting vacation, holiday, sick leave and other time off by patrol officers. The source employed to determine average officer availability was the City's Exception Summary Listing. This report provided all time -off taken by cost center and by type during calendar year 1996 for the Police Department. The table which follows on the next page summarizes data extracted from the report: David M. Griffith & Associates Page B - 9 Appendix B -- Patrol Workload Data Collection Methodology Officer Availability Average • Total Hours: 2,080 ess• Vacation im Comp Time Taken 76 Sick Leave 53 AQbiD Taken 45 Injury Leave 41 Physical Leave 32 Other (Family, Military, Berv.) 19 Sub -Total Time Off- 387 Total Work Hours Available 1,693 Percent Availability 81.4 % The table above indicates that the average patrol officer is unavailable to deploy to the field an average of 387 hours a year which is the equivalent of 39 ten-hour shifts. Therefore, patrol officers were available for work an average of 1,693 hours per year. This reflects an on -duty availability percentage of 81%. In addition, while on duty, patrol officers are also unavailable to handle calls or accomplish self -initiated activities due to such factors as meals, breaks, beginning of shift briefings and the like. The next table shows our estimate of time lost per shift for each officer due to these factors. Item Minutes Policies/Factors Upon beginning of shift, officers Briefing & Vehicle 25 receive daily briefing and are Assignment assigned vehicles. Time expended is approximately 15 minutes for briefing and 10 minutes for vehicle loading and inspection. David M. Griffith & Associates Page B - 10 Appendix B -- Patrol Workload Data Collection Methodology Item Minutes Policies/Factors Meals 30 Officers allowed one thirty minute break. Breaks 30 Officers allowed two fifteen minute breaks. Total On Shift Time Lost 86 Total Available 600 Based on a ten-hour shift schedule Minutes per Shift for patrol. Net On -shift Officer Availability 515 On -Shift Availability Factor 85.83.7 Given the ten-hour shift schedule worked by patrol officers, the on - shift availability factor (to handle community -generated calls -for -service and accomplish self -initiated activities) is 85.8%. Given the above, the actual in the field availability (to handle calls for service and accomplish self -initiated activities) for each officer assigned to patrol and listed on current patrol schedules is as follows: Annual Availability Factor 81.40% On -shift Availability Factor 85.83% Overall Availability Factor 69.87% Equivalent Hours Available to Accomplish Pro -active activities 1,453 and Handle Community Generated Calls for Service These factors were employed to convert current patrol staffing and shift assignments from deployment schedules to the average number of officers, actually available by hour of the day and day of the week, to handle calls for service and accomplish self -initiated activity. David M. Griffith & Associates Page B - 11 Appendix B -- Patrol Workload Data Collection Methodology The first page of the chart which follows this page shows scheduled patrol deployment, by time of day and day of week, based on authorized patrol staffing and shift work schedules at the time the study was conducted. The second page of the chart shows average net deployment once availability factors have been taken into account. These staffing and deployment plans provide the basis for the workload analysis contained in the main body of the report. The attachments which follow provide supporting materials referenced in the main body of this appendix and the final report. They include a breakdown of overtime used by the Department including identification of the portions of overtime used for basic patrol coverage. David M. Griffith & Associates Page B - 12 ATTACHMENT A (1) Call For Service Totals by Type Call Type Description Total Incidents Total Incidents 415 Disturbing the Peace 11,457 3,569 '415 E Disturbance - Loud Music 1,671 415 F Disturbance - Family 1,678 415 J Disturbance - Juveniles 904 415 M Disturbance - Mechanical 444 415 P Disturbance - Party 2,123 415 W Disturbance - Weopon Involved 54 415 X Disturbance - Fight 1,014 459 Burglary 9,218 73 459 A Buglary Alarm - Audible 7,015 459 C Burglary - Suspect in Custody 11 459 G Burglary - Garage 223 459 J Burglary - Just Occurred lIl 459 N Burglary - In Progress 208 459 R Burglary - Report 879 459 S Burglary Alarm - Silent 276 459 V Burglary - Vehicle 422 925 Suspicious Person 6,173 2,355 925 C Suspicious Vehicle - Occupied 1,578 925 N Suspicious Noises 186 925 V Suspicious Vehicle - Not Occupied 513 925 W Suspicious Person - Weapon 71 925 X Suspicious Circumstances 1,470 927 Uknown Trouble 3,628 601 927 A Residential Panic Alarm 305 927 D Death Investigation 107 927 H 911 Hang-up 2,615 A/A Agency Assist 1,327 931 See the Woman 1,301 P/A Public Assist 1,292 909 C Traffic Control 1,199 43 909 T Traffic Hazard 1,156 CO City Ordinance 1,078 930 See the Man 1,076 488 Petty Theft . 943 94 488 B Petty Theft - Bike 64 488 C Petty Theft - Suspect in Custody 218 488 J Petty Theft - Just Occurred 233 488 N Petty Theft - In Progress 30 488 P Petty Theft - License Plate 26 488 R Petty Theft - Report 278 919 Keep the Peace 940 505 Reckless Driving 800 594 Vandalism 693 130 594 J Vandalism - Just Occurred 123 ATTACE MONT A (2) Call For Service Totals by Type Call Type Description Total Incidents Total Incidents 594 N Vandalism - In Progress 101 594 R Vandalism - Report 339 503 Vehicle Theft 680 43 503 J Vehicle Theft - Just Occurred 40 503 N Vehicle Theft - In Progress 29 503 R Vehicle Theft - Report 568 390 Drunk in Public/Auto 654 242 Misd. Assault 588 146 242 J Misd. Assault - Just Occurred 141 242 N Misd. Assault - In Progress 22 242 R :Misd. Assault - Report 279 273 Domestic Violence 584 434 273 J Domestic Violence - Just Occurred 13 273 N Domestic Violence - In Progress 7 273 R Domestic Violence - Report 130 502 Drunk Driver 512 211 Robbery 466 22 211 J Robbery - Just Occurred 51 211 N Robbery -.In Progress 7 211 R Robbery - Report 29 211 S Robbery - Alarm - Silent 357 966 Possible Shots Heard 434 901 Traffic Collision - Unknown Injuries 367 920 Missing Person - All Types 355 602 Trespass 336 H&S Narcotics Activity 322 914 Suicide/Attempt Suicide 319 FC 303 929 Person Down/Person Down in Vehicle 292 653 Annoying Phone Calls 282 902 Traffic Collision - No Injuries 281 470 Forgery 266 57 470 J Forgery - Just Occurred 13 470 N Forgery - In Progress 46 470 R Forgery - Report 150 928 Found/Lost Property 240 487 Grand Theft 228 29 487 B Grand Theft - Bike 3 487 J Grand Theft - Just Occurred 20 487 lei Grand Theft - In Progress 1 487 R Grand Theft - Report 175 932 Open Door 218 921 Prowler 216 5150 Mentally Ill or Disabled 200 166 Restraining Order Violation 192 ATTACHMENT A (3) Call For Service Totals by Type Call Type Description Total Incidents Total Incidents 586 Illegally Parked Vehicle 189 R503 Recovered Stolen Vehicle 174 314 Indecent Exposure - All Types 171 WARR Warrant Suspect 155 960 Traffic Back-up/High Risk Stop 124 245 Assault/Deadly Weopon .114 922 Illegal Peddling 98 A459 93 417 Brandishing Weopon - All Types 74 482 69 PA Public Assist 69 A503 60 537 Defrauding Innkeeper - All Types 57 905 Injured/Dead Animal 53 P 52 597 Cruelty to Animals - All Types 51 A 50 HAM Hazardous Activity 50 1087 46 23110 46 483 Hit and Run - Parked Vehicle 42 AA Agency Assist 38 261 Rape - All Types 32 904 Fire - All Tvpes 31 CA Code Alex 31 288 Child Molest - All Types 27 FLAG Flag Down 24 106 23 911 22 918 Mentally I1I/Disabled/Violent 21 451 Arson - All Types 19 CHECK 19 WELFARE 19 ATT 18 POSS 18 982 Bomb Threat 17 646 Stalking 15 933 Open Window 15 DR 14 207 Kidnap - All Types 13 903 Airplane Crash/Low Flying Aircraft 13 480 Hit and Run Felony - All Types 12 917 Abandoned Vehicle 12 983 Explosion 12 422 Terrorist Threat 10 ATTACHMENT A (4) Call For Service Totals by Type Call Type Description Total Incidents Total Incidents 496 Stolen Property 10 647 Soliciting Lewd Acts/Prostitution 10 961 Traffic - No Follow-up Needed 10 CB Contract Booking - All Types 10 COURT 10 A211 9 ROLLING 9 220 Attempt Rape 8 246 Shooting - Inhap Dwelling 8 PURS Pursuit 8 WARRANT Warrant Suspect 8 240 7 CK 7 99 6 664 6 PURSUIT Pursuit 6 WRT Warrant Suspect 6 10 5 278 Child Stealing - All Types 5 BO 5 HIS Narcotics Activity 5 OD 5 OFFICER 5 SEARCH 5 215 4 243 Battery on Officer 4 1032 4 ATTEMT 4 CITE 4 CVC Vehicle Code Violation 4 O/D 4 WRNT Warrant Suspect 4 2 3 484 3 1028 3 10852 3 A488 3 BIKE 3 BIKES 3 FI 3 ROOF 3 SPEED 3 290 2 532 2 1046 2 ATTACHMENT A (5) Call For Service Totals by Type Call Type Description Total Incidents Total Incidents A245 2 A459R 2 AREA 2 BOLO 2 BOOKING 2 CHK 2 FOOT Feet Beat 2 FU Follow-up 2 H&R 2 LOJACK 2 . NOW 2 PAROLE 2 STREET 2 TRANS 2 VEH 2 1 1. 29 1 fib 1 87 1 203 1 244 1 31i 1 498 1 499 Joyriding 1 519 1 529 1 968 1 972 1 1015 1 1664 1 2434 1 2614 1 2735 1 4460 1 5149 1 11550 1 12020 1 1OD4 1 25E3 1 2.819 1 A187 1 A470 1 A470R 1 AGENCY 1 B 1 ATTACIMENT A (6) Call For Service Totals by Type Call Type Description Total Incidents Total Incidents CHILD 1 CITY 1 CL 1 CODE 1 D.E. 1 DE 1 DOUBLE 1 DRS 1 EMBEZZLE 1 FIRE 1 FLAGG Flag Down 1 FT 1 GN 1 H 1 HAZ Hazardous Activity 1 HAZARD Hazardous Activity 1 LOJAC 1 MED ] OVERDOSE 1 P914A 1 PANIC 1 PED Pedestrian Check 1 PEDS Pedestrian Check 1 PENDING 1 POP 1 POSSIBLE 1 RECOVERE 1 ROLLER 1 SKATEBOA 1 SKATEBOA 1 SPAN 1 SUBJ 1 SUBPOENA 1 TRAINING 1 TRUANT 1 TT 1 w 1 WATER 1 WAVING 1 WELLFARE 1 wI 1 ATTACHMENT B (1) Patrol Overtime by Code Code Description Hours Coverage % Patrol Coverage Hours 02 On Call Court/All Day 4584.0 50% 2,292 V Vacation Replacment 4166.8 100% 4,167 C1 Comp Time Replacment 3069.9 100% 3,070 S2 Sick Replacement 2566.9 100% 2,567 01 On Call/CourtTM 1923.0 50% 962 Al Appearance in Court 1377.1 50% 689 PV Permanent Vacancy 970.0 100% 970 H2 Holiday 909.0 100% 909 I IOD Replacement 898.5 100% 899 S1 School Replacement 866.0 100% 866 L Late Arrest 858.0 0% 0 ST SWAT Training 799.0 50% 400 F1 4th of July 778.0 0% 0 H Held -Over 720.9 100% 721 T Training/School 702.5 50% 351 03 Open Overtime 673.9 50% 337 F Field Training Officer 522.0 100% 522 R Report Writing 488.6 0% 0 0 On Call/Court/AM 438.0 50% 219 . T9 Training Replacement 426.0 100% 426 S Special Event 364.5 0% 0 T8 PIT School 325.0 50% 163 V2 Vacancy Replacment 323.7 100% 324 07 OP Surf Pro 259.0 0% 0 K2 K-9 Training 234.0 50% 117 M1 Meeting 187.0 50% 94 TT TET Festival 187.0 0% 0 D1 DEA 169.0 50% 85 SC SWAT Callout 141.0 50% 71 M6 Military Leave Replc. 130.5 1007C 131 C Called in Early 123.5 100% 124 Q Qualifications 119.0 50% 60 S4 SWAT Replacement 112.0 100% 112 A4 Admin Time Replace. 95.5 100% 96 H1 Homicide 95.2 50% 48 M4 Miscellaneous 90.5 50% 45 SP Shortage in Patrol 87.0 100% 87 A2 Maternity Replacement 85.0 100% 85 OV Oakview Area 83.5 50% 42 FC 4th of July - Png Cmte. 78.5 50% 39 SM Superbowl Marathon 73.0 090 0 SO St Bonaventure 71.5 0% 0 ATTACHMENT B (2) Code Description Hours Coverage % Patrol Coverage Hours B2 Beach Detail 67.5 100% fib SW Search Warrant 67.0 100% 67 W2 Website 66.5 0% 0 M5 Payroll/Error 51.5 0% 0 W1 Watch Commander Cove 50.0 100% 50 M Meeting Replacment 49.0 100% 49 T1 Travel 47.0 50% 24 B Bereavement Leave 42.7 100% 43 C5 Citizens Academy 42.5 50% 21 L4 Leave of Absence Repl. 40.0 50% 20 S9 St Simon & Jude 38.0 50% 19 F2 Parade 35.0 50% 18 I1 Interal Affairs 32.2 50% 16 B1 Bike Class 30.0 50% 15 H4 Holiday Minimum Staff 30.0 100%a 30 SD School Dance/Extra 27.0 50% 14 C2 Civil Liability 26.5 50% 13 T5 Transport 26.0 50% 13 C3 Computer Down 23.5 50% 12 D5 Deposition 23.5 50% 12 S3 Surveillance 20.0 50% 10 02 20.0 50% 10 R4 Rangemaster 19.5 50% 10 S7 Selection Committee 18.0 50% 9 Ll Late Call 15.5 50% 8 N Narcotics 15.0 50% 8 06 Ordered to Work 15.0 100% 15 04 Orals Testing 14.5 50% 7 T2 Trauma Support 14.5 50% 7 B4 Beach Detail Replacment 14.5 50% 7 El Evaluations 14.0 50% 7 T3 Training/CSI 13.5 50% 7 T7 Translating 13.5 50%fl 7 D3 Downtown Footbeat 13.0 50% 7 M8 Meeting re Court Case 13.0 50% 7 CT Court Transportation 12.5 50% 6 03 10.0 50% 5 VA 10.0 50% 5 D4 Daylight Saving 10.0 50% 5 I 10.0 50% 5 FA 10.0 50% 5 L5 Light Duty Replacment 10.0 100% 10 V9 10.0 50% 5 C6 Call Out 8.2 50% 4 F5 FTO Meeting 8.0 50% 4 HG Honor Guard 1 8.0 50% 1 74� Patrol Overtime by Code ATTACHMENT B (3) Patrol Overtime by Code Code Description Hours Coverage % Patrol Coverage Hours N2 New Shift Deployment 7.0 100% 7 11 7.0 50% 4 G 6.5 50% 3 M7 Major Todfic Accident 6.0 50% 3 H 6.0 50% 3 C7 Conference 6.0 50% 3 A3 Admin. Scheduling 5.5 50% 3 C8 City Council Meeting 5.0 50% 3 V 5.0 50% 3 D DARE 4.5 50% 2 J Jury Duty Replacment 4.5 100% 5 TO Telephonic Court 4.5 50% 2 C9 CAD Spec. On -call 4.0 50% 2 V1 Vice Investigation 4.0 50% 2 01 4.0 50% 2 FS Family Sick over 40 3.2 50% 2 T6 Traffic Control 3.0 50% 2 K3 Koledos 3.0 50% 2 G General Investigation 2.5 50% 1 L3 Late T/C 2.5 50% 1 H3 Attempt Homicide 2.0 50% 1 0 2.0 50% 1 CF 2.0 50% 1 B5 Catch up on Back -log 1.5 50% 1 SS Shooting Investigation 1.5 50% 1 RO 1.5 50% 1 R1 RNSP 1.0 50% 1 E Entering 0.5 50% 0 Total Overtime Hours: 32,434 22,826 Appendix C Internal Affairs Process Materials Complaint Information Pamphlet ' r WjAi_�-'AK HA3PEK10THL01T.IM11 if the complaint is founded, the discipline ranges from written reprimand to dismissal. If the officer's conduct was criminal in mature, the matter is referred to the Disirict Atttrrney's office. wrNMIMM,► t i Nothing, if he/she Is telling the truth! We are only interested in prosecuting those who make false and malidown accusations. Where the allegations represent criminal conduct on the part of the officer, a false report may constitute a crime. Where allegations were defamatory against the officer's character or reputation, he has civil recourse. By law, the results of police persornel Investigations are confidential and cannot be disclosed to the public. However, you will be notified that the investigation was concluded and assured appropriate action was taken. If._ L)ISS-A1I$1=IFD WITH TH- gF.Ai4I& WHAT CAN_ E DDKEI If you, the complainant, feel that your case has not been thoroughly investigated and justice has not been served, you have several recourses. You may contact your representative on the City Council, the City Administrator or, in some cases, the Orange County District Attorney's office ar Grand Jury. Huntington Beach Police Department CITIZEN COMPLAINT REPORTING PROCEDURE W84 During this year, members of the iinsttWal m Beach Poiice bepartment will arrest about 40,000 individuals on charges ranging from major felonies to minor traffic Infractions. In addition, they will serve as arbitrators In thousands of other cases Where they will be asked to resolve differences between Individuals or groups. Many times. the decisions made by the officers will restrict freedom mW liberty of individuals. Often times, this action materially affects the course of their lives. We fully realize that otr Involvement in these complex and often emotkmily charged situations may not always result In courses of action fully acceptable to the Involved parties. Even though each decision is made after carefully considering the facts available to us and full consideration of the iMividual's rights, there will be those who feel they have a just complaint. We recognize our obligation to listen to these complaints and fully investigate any charges made against the department or its officers. In keeping with this philosophy, we have an obligation to the community to provide them with a convenient system for registering their complaints. To assist the concerned citizen, we are outlining the complaint procedures with the hopes that you never have to avail yourself of them. MI, 614AMM Anyone who Is directly involved or witnesses an incident from which a complaint arises. In the case of juveniles, It is desirable, but not necessary, that the parents be present. However. it Is the Department's policy to notify the parent(s) of the juvenile wbenever a complaint Is accepted. WHO TD COd1TACU Complaints should be made to the officer's Immediate supervisor, or in his/her absence, the on -duty Watch Commander. HQ►V CAN A- MMARIU D' A complaint may be filed by personally contacting the Police Department and furnishing complete details of the Incident, as well as the names of all witnesses or parties Involved. The complainant will be requested to write statement in hislltcr own handwriting and sign the statement. While personal contact is desirable, initial complaints may be made by telephone or letter. However, it will be necessary for the complainant to make a written statement and remain available to the investigator for a personal Interview. ASSL3MM(K -M"PLAIN-T It Is the policy of the Department that all complaints against the Department or its officers will be accepted, documented and investigated by a responsible authority. SOMMIM111 The officer's immediate supervise or on -duty Watch Commander. In more serious cases, the Chief of Police will assign the complaint to she Internal Affairs Unit. Our objective is to complete a thorough and Impartial investigation, disclosing the truth. Every effort will be expended to satisfactorily conclude the investigation. This includes refenUm the complaint to an outside Investigative alpency such as the District Attormy's office where necessary. The Chef of Police. aver reviewing all of the facts, snakes the ftnal decision an the validity of the complaint, and if founded. the discipline to be administered. The Chief will rely on the Investigative results as well as recommendations furnished by the effected employee's Immediate supervisor and Division Commander. Notification Letters Currently Employed by the Police Department DISPOSITION LETTER TO CITIZEN (NO DISCIPLINE) January 2, 1997 Mr. John Doe 2000 Main Street Huntington Beach, CA 92648 Dear Mr. Doe: On January 1, 1997, the police department received your complaint regarding (or employee) employees of this department. In order to maintain public trust and to provide a professional service to the community, it is the policy of the police department to investigate all complaints concerning the conduct of its employees. A thorough investigation was conducted by the department. I personally reviewed the investigation, and made the final decision to classify this complaint as exonerated (or unfounded, not sustained). I appreciate your having taken the time to bring this matter to my attention, and hope your concerns were properly addressed. If you have any further questions, please contact the Professional Standards Unit at either 536-5913, or 536-5939, during regular business hours. Sincerely, RONALD E. LOWENBERG Chief of Police DISPOSITION LETTER TO CITIZEN (DISCIPLINE) January 2, 1997 Mr. John Doe 2000 Main Street Huntington Beach, CA 92648 Dear Mr. Doe: On January 1, 1997, the police department received your complaint regarding an employee (or employees) of this department. In order to maintain public trust and to provide a professional service to the community, it is the policy of the police department to investigate all complaints concerning the conduct of its employees. A thorough investigation was conducted by the department. I personally reviewed the investigation, and made the final decision to classify this complaint as sustained. Consequently, appropriate action has been taken as a result of your complaint. I appreciate your having taken the time to bring this matter to my attention, and hope your concerns were properly addressed. If you have any further questions, please contact the Professional Standards Unit at either 536-5913, or 536-5939. during regular business hours. Sincerely, RONALD E.LOWENBERG Chief of Police Attachment C Recommended Notification Letters Recommended Letter for Complaints Sustained Date Name Street City RE: Professional Standards - case number Dear <title>, <name>: On <complaint date>, you filed a complaint with our Professional Standards Unit charging an officer(s) with <<complaint>. Your complaint was related to an incident which occurred on <incident date> at <location>. The investigation into this matter has been completed, and the purpose of this letter is to inform you of the results of this process. California law does not permit me to divulge the contents of our investigation to you. It does permit me to inform you of the category of the disposition. I can also assure you that in order to maintain the public trust that comes with the professional responsiveness of your Department, appropriate action has been taken. The allegation(s) contained in your complaint has/have been sustained by the officer (s) division commander, supported by review of the Chief of Police. "Sustained" means that it has been determined that the acts you brought to our attention occurred and are violations of policy and/or procedures of the Huntington Beach Police Department. Disciplinary action taken as a result of sustained complaints is the sole prerogative of the Chief of Police and' is not public information because of law. Appropriate action is being taken in this matter. Dispositions of Professional Standards Unit investigations are a matter of administrative review only and are not to be construed as admission of civil liability. We thank you for bringing this matter to our attention. If you have any questions concerning this investigation and disposition reached please contact members of the Professional Standards Unit at < telephone number > between < working hours >. Sincerely, Chief of Police Attachment C Page I Attachment C Recommended Notification Letters Recommendation Letter for Complaints Exonerated Date Name Street City RE: Professional Standards - case number Dear <title>, <name>: On <complaint date>, you filed a complaint with our Professional Standards Unit charging an officer(s) with <<complaint>. Your complaint was related to an -incident which occurred on <incident date> at <location>. The investigation into this matter has been completed, and the purpose of this letter is to inform you of the results of this process. California law does not permit me to divulge the contents of our investigation to you. It does permit me to inform you of the category of the disposition. I can also assure you that in order to maintain the public trust that comes with the professional responsiveness of your Department, appropriate action has been taken. The allegation(s) contained in your complaint has/have been determined to be exonerated by the officer's division commander and the Chief of Police. "Exonerated" means that the acts occurred as alleged, but our investigation has determined that these acts were justified, lawful, and proper under the circumstances. We thank you for bringing this matter to our attention. If you have any questions concerning this investigation and disposition reached please contact members of the Professional Standards Unit at < telephone number > between < working hours >. Sincerely, Chief of Police Attachment C page 2 Attachment C Recommended Notification Letters Recommendation Letter for Complaints Not Sustained Date Name Street City RE: Professional Standards - case number Dear <title>, <name>: On <complaint date>, you filed a complaint with our Professional Standards Unit charging an officers? with «complaint>. Your complaint was related to an incident which occurred on <incident date> at <location>. The investigation into this matter has been completed, and the purpose of this letter is to inform you of the results of this process. California law does not permit me to divulge the contents of our investigation to you. It does permit me to inform you of the category of the disposition. I can also assure you that in order to maintain the public trust that comes with the professional responsiveness of your Department, appropriate action has been taken. The allegation(s) contained in your complaint has/have been determined to be not sustained by the officer's division commander and the Chief of Police. "Not sustained" means that our investigation indicated that the facts as documentable do not allow us to determine that the incident occurred as alleged, and are insufficient to support the complaint and any subsequent discipline of the officers? involved. We thank you for bringing this matter to our attention. If you have any questions concerning this investigation and disposition reached please contact members of the Professional Standards Unit at < telephone number > between < working hours >. Sincerely, Chief of Police Attachment C Page 3 Attachment C Recommended Notification Letters Recommendation Letter for Complaints Determined to be Unfounded Date Name Street City RE: Professional Standards - case number Dear <title>, <namex On <complaint date>, you filed a complaint with our Professional Standards Unit charging an officer(s) with <<complaint>. Your complaint was related to an incident which occurred on <incident date> at <location>. The investigation into this matter has been completed, and the purpose of this letter is to inform you of the results of this process. California law does not permit me to divulge the contents of our investigation to you. It does permit me to inform you of the category of the disposition. I can also assure you that in order to maintain the public trust that comes with the professional responsiveness of your Department, appropriate action has been taken. The allegation(s) contained in your complaint has been determined to be unfounded by the officer's division commander and the Chief of Police. "Unfounded" means that the investigation has determined that the acts as alleged did not occur. We thank you for bringing this matter to our attention. If you have any questions concerning this investigation and disposition reached please contact members of the Professional Standards Unit at < telephone number > between < working hours >. Sincerely, Chief of Police Attachment C Page 4 Appendix D Training Profile • ��D4��r► r, . rWLM opr M t_III !Q IM r I r mn= •r ••iR The Huntington Beach Police Department, like other policing agencies, has an extensive program of training for its 366 personnel. This profile outlines the types of training being provided for different groups of personnel, changes which have occurred and training needs as suggested through the questionnaire sent out by the consulting team. 1. FIELD TRAINING OFFICER PROGRAM The HBPD does not get involved in Academy training for new police officers. Sworn personnel beginning work in the HBPD already have completed basic training on their own or, if a lateral officer, as part of their training in the other agency. However, all new officers must complete the FTO (Field Training Officer) Program designed by the HBPD. This program typically lasts from four to six months and teams the new officer with a series of trained FTOs. Officers in the HBPD desiring to become Field Training Officers apply by submitting a one page resume focusing on their relevant experience. The resume submitted is graded and forms part of the applicant's score. FTO applicants then are interviewed by a three -person board. In this interview they conduct a brief training event on how to make a high risk car stop. This interview is graded and then FTOs are selected based on their scores. Once selected as an FTO for the HBPD, each officer completes a week long course outside the department on how to be an effective Field Training Officer. Over the past several years, program and process. The extensiv to 24 FTOs were provided refresher how frequently FTO update trainin employed to as the daily performa terms of five areas, including: the HBPD e FTO ma training g is to be nce of ne has revised and upgraded nual was redone and some as trainers. There is no po provided. An up-to-date ch w officers. Each officer is its FTO of the 20 licy as to ecklist is rated in • Performance, including report writing, driving, self initiated activity, knowledge of location, stress control, officer safety, prisoner control, radio transmissions, decision making/problem solving and coordination of resources. • Interpersonal skills, including communication, acceptance of criticism, behavior toward citizens/police personnel and self image/confidence. Knowledge, including departmental policies/procedures, enforcement codes/court decisions, resources and enforcement procedures/techniques. David M. Griffith & Associates Page D - 1 Appendix D Training Profile Job readiness, including general appearance, forms/equipment and informed on crime/traffic/community relations. Community oriented/problem oriented policing, including identification of problems in assigned beat and use of creative solutions. The criteria used to evaluate new officers represent an effective blend of law enforcement, interpersonal and problem solving skills needed to be successful as a police officer. FTOs are well compensated when they function as FTOs since they receive an incentive of 2.5 additional hours for each 10 hour shift worked as a FTO which may be taken in salary or comp time. . The FTO program reportedly does wash out police officer candidates. Periodically, trainees have been asked to evaluate their training and their responses basically have been reported to be positive. The training needs survey conducted by the consulting team (summarized and explained below) dealt, in part, with what changes might be needed in the FTO program. In reviewing these responses and discussing them with a committee of sworn personnel looking at training needs with the consultant, no dominant or significant responses could be discerned except to focus more, in the FTO process, on report writing and preliminary investigation skills. The training needs survey responses which dealt with what officers wanted more of and less of are summarized in Table 1 below. Table 1 SUMMARY OF SURVEY RESPONSES REGARDING THE FTO PROGRAM Fifty one (51) sworn staff from UniformlPatrol responded to the consulting team's opinion questionnaire. Responses are arrayed in the order of the frequency made (i.e. 1 was the most frequent response, 2 the second most frequent, 3 the third most frequent and so on). The number of respondents making each response also is provided. Uniform/Patrol - 51 Responses Provide MORE OF More qualified FTO's conducting the training (1st - 5 of 51, said this) Provide LESS OF David M. Griffith R Associates Page D - 2 Provide MORE OF kinount of training provided to FTO's (2nd - 3 of 51 said this) Insuring PO clearly understand departmental expectations (3rd -2 of 51) Tactical training, such as felony car stops, building searches and pat down searches Officer safety training More experienced, lateral officers Longer FTO training for new officers (e.g. 6 months and second 6 months in two person car Report writing (4th - all single com Consistence procedures for handling calls Time to train on a shift - not a regu beat unit An up-to-date and integrated procedures manual Comprehensive review of depart- mental policies and procedures Weapons and tactics used by SWAT Insure all FTO's go through FTO school Knowledge of the geography of HB Community oriented policing Assignment to foot beats and COP teams as part of training Provide FTO's authority to pass or fail Continuity among the FTO's and the training techniques used men lar Appendix D 'raining Profile Provide LESS OF Selection of FTO's based on factors , other than skill (1st - 2 of 51 said this) Pressure to push probationary officers through Officers with minimum experience functioning as FTO's (2nd and all single comments) Inexperience Police Officers being trained Dauid M. Griffith & Associates Page D - 3 r pendix D Uniform/Patrol Managerial/supervisory staff.14 Responses Provide MORE OF More experienced and season FTO's (1st - 2 of 14 said this) Adult learning theories Organizational culture (2nd and all single comments) Positive intervention Arrest and control Qualification training Sergeant orientation on goals and operations Interviewing techniques Case processing Officer safety Legal updates Second language Being proactive How to problem solve Officer safety Investigative techniques Provide LESS OF Good old boy appointments to FTO (all single comments) Demand for conformity This is the way we do it here Exposure to specialties Investigations - 23 responses from sworn staff and 5 responses from supervisors Provide MORE OF Report writing (1st - 7 of 23 said this) FTO program for new investigators (2nd - 2 of 23 said this) All types of classes Interviewing suspects Elements of a crime Search and seizure Crime scene protection Investigative techniques Fire arms Officer survival and safety Assignment to Investigations for a week Provide LESS OF Dauid JVT Griffith & Associates Page D - 4 Provide MORE OF Self defense Ord and all individual comments) Clarified rules and regulations Legal updates Pursuit driving Arrest and control Skilled FTO's What and how to teach (suer) Communications (supr) Appendix D Training Profile Provide LESS OF Community oriented policing ( single comments) Arrest and control (suer) Services and Administrative Divisions - 7 managers/supervisors and 2 sworn staff Provide MORE OF Send senior FTOs to supervisory schools (all individual comments) Provide update training for FTOs and Sergeants Ethics and values Sensitivity Community oriented policing How to evaluate officers How to train officers Attend specialized schools annually Provide more decision making authority Weapons Of eers Better and more objective evaluation standards and techniques Provide LESS OF Balance officer safety with other training (all individual comments) Officer safety training Orientation Of j7cers An extensive training program also exists for Communications Operators in the HBPD. This multi -month training consists of a four day orientation program and then four phases: call taking; radio use and functioning as a secondary dispatcher; radio use serving as a primary dispatcher; and an evaluation phase. The performance standards used to train and evaluate Communication Operators are: Performance, including expressing oneself clearly orally and in writing, showing initiative, demonstrating the ability to retain information, being adaptable and making sound decisions under stress and efficient use of communications equipment. Interpersonal skills, including being courteous, understanding and patient, displaying respect and tactfully controlling conversations. David M. Griffith & Associates Page D - 5 Appendix D Training Profile Job skills, including knowing how and where to access information. Job readiness, including reporting to work promptly, minimizing sick time usage and willingness to accept responsibility. The comprehensiveness and quality of this initial training for Communications Operators is supported by the responses received in the consulting team's survey responded to by departmental staff. For example, about two-thirds, or 67% of the twelve people responding to the survey strongly agreed to or agreed to the statement phrased as follows: "When. I began my current job I received the training I needed to perform at a satisfactory level." Only 25% disagreed or strongly disagreed with this statement. 2. IN-SERyICE TR.ARUNG In-service training in the HBPD is extensive for its sworn officers. The types of training provided which are mandated by departmental policy or state law or recommended by P.O.S.T. are listed below: • Quarterly training consists of hand gun qualification (which takes about two hours), less than lethal (bean bag) qualification (which takes about an hour) and arrest and control qualification (which takes about an hour). • Bi-annual training involves Taser qualification, I.C.A.T. (shooting simulator - which takes 15 to 20 minutes) and shotgun qualification. • Annual training consists of hazardous materials refresher, blood borne pathogen (which consists of a 15 minutes video), backup weapon qualification and EX.O.C. (emergency vehicle operation and control - 10 hours) and P.I.T. (pursuit intervention technique - 10 hours). • Every two years there is to be 24 hours of advanced officer training, domestic violence training and less than full access (restricted use of computers and records from the Department of Justice - which consists of a half hour video plus test). • Every three years there must be at least 12 hours of first aid training. Instructors for this training primarily are HBPD personnel. For example, the P.I.T. involved getting eight officers certified as instructors and the EN.O.C. required officers to be trained as instructors by General Motors. Over the past several years, the emphasis for in-service training has been to help officers become better decision makers under stress. As such, the goal has been to make training more realistic _and an on -going process so that skills are Dauid M. Griffith & Associates Page D - 6 Appendix D Training Profile maintained. In addition, the thrust has been to be more contemporary in the training provided and enhance basic police skills. For example: In 1995 the HBPD had 75 accidents, an increase of 40, or over 50% from the previous year. Thirty four (34) of the accidents were deemed preventable. E.V.O.C. training was instituted by the department and six officers, after three days of intense training became EVOC instructors. About 200 officers and Sergeants went throughout 10 hours of training, including collision avoidance and- anti -locking braking exercises. At the end of each training day, officers were timed twice in a challenge course with penalties for knocking down cones. In 1996 the HBPD had 29 accidents of which 15 were preventable, decreases - of 61% and 56%, respectively, over the previous year. The training was successful. • PIT (Pursuit Intervention Technique) training was instituted after the EVOC training. Eight officers, after three days of intensive training, were certified as PIT. instructors. This 10 hour course teaches officers how to redirect a suspect vehicle's direction of travel through the controlled use of force and then how to handle a high risk car stop. This in-house effort was done at an average cost of about $143 per officer trained compared to about $302 if officers were sent to get the training outside of the department. Like the EVOC training, a challenge course completed the training day. Now, each year, officers must demonstrate a qualifying performance in both EVOC and PIT. • The arrest and control training has been changed from hitting a dummy to real life intervention scenarios. • The firearms training has been altered from shooting at targets to running and using cover, running before shooting, shooting in uniform and so on to increase the "realness" of this training. • The shooting simulation training has been reduced from four times a year to two. It was replaced with officer/citizen rescue drills (using shields and helmets) and building entry and search procedures, with a two person team, using SWAT members as instructors. • A self instruction process has been set up to allow staff to learn Windows, Word and Access. In-service training for 200 + sworn officers and Sergeants typically is scheduled for 11 of the 12 months in a year and can consist of such training events as arrest and control, firearms qualification,. EVOC/PIT qualification and other mandated topics. In 1998 all officers and Sergeants will go through a one day, 10 hour advanced officer training event consisting of classroom training on clandestine labs, outlaw motor cycle gangs and parolee contacts as well as graded role play training involving a car stop, two building searches and two David M. Griffith & Associates Page D - 7 ndix D Train suspicious persons contacts. .In 1997 a half day training event was devoted to domestic violence. About 30 officers are trained at a time during the on -going in- service training process. Most in-service training is done on duty time and by squad Within the HBPD, development of the in-service training plan, historically has been done at the operations level. However, last year higher levels of management reviewed proposed lesson plans. It is not clear if this will continue in the future and to what degree. The training unit estimates that the costs for range qualification at the Fountain Valley range versus the original Huntington Beach range is about $5,000 more per month due to higher costs for range fees, ammunition and overtime and for the SWAT team. With regard to in-service training, the seventeen (17) person SWAT unit trains one day each month and motors conduct their own training. The second part of the training needs survey conducted by the consulting team (which is summarized in Table 2 and explained below) dealt with what changes might be needed in in-service training for sworn officers. In reviewing these responses and discussing them with a committee of sworn personnel looking at training needs with the consultant, only a few items surfaced as possibly needing attention. They were: increasing the amount and frequency of firearms training and continuing the effort to make training realistic. However, the ad hoc committee assisting the consultant in interpreting survey results related to training needs of sworn staff generally indicated that they felt the weapons training at the Fountain Valley range had increased in quality versus the more frequent training conducted when Huntington Beach had its own range; the EVOC and PIT training were outstanding; and that the HBPD still remains a leader in motor training and this continues to occur once a quarter. This ad hoc committee indicated that investigators needed job specific training related to their specialties. David JW. Griffith & Associates Page D - 8 Appendix D Training Profile TABLE 2 SUNMARY OF SURVEY RESPONSES REGARDING IN-SERVICE TRAINING Uniform/Patrol - 51 Responses Provide MORE OF Amount and frequency of fire arms and handgun training (1st - 14 of 51 responses) Amount of in-service training (2nd - 7 out of 51 responses) Legal and case law updates (3rd - 5 out of 51 responses) Officer safety (4th- 4 out of 51 responses) Using instructors outside the HBPD Emergency vehicle operation Tactical training (5th - 3 out of 51 responses) Provide LESS OF Patrol tactics (6th - 2 out of 51 responses) Too much use of in-house staff (1st - 2 Community oriented policing of 51 responses) Investigative techniques Wasted hours Community oriented policing Building searches Gang trends Civil topics -tenant law (7th - all individual comments) Search and seizure Weaponless defense Narcotics trends Report writing High tech crimes Evidence collection and handling Arrest and control tactics State mandated training (2nd and all individual responses) Self defense Arrest and control techniques Sexual harassment David M. Griffith & Associates Page D - 9 Appendix D Training Profile Uniform/Patrol ManageriaUsupervisory staff -14 Responses More -realistic and job related (1st - 4 of 14 responses) Firearms Legal updates and civil liability Narcotics trends (2nd - 3 out of 14 responses) Driving (3rd - 2 out of 14 responses) Arrest and control techniques Weaponless self defense Officer safety Tactical incidents (4th and individual responses) Search and seizure Parolee contacts Cloned cell phones Dietary Team building Less lethal Ethics Responsibility How to conduct a 470 investigation How to be productive $ for this training Provide LESS OF Sexual harassment (1st - 3 out of 14 responses) Domestic violence (2nd - 2 out of 14 responses) Mental health (3rd and individual Ethics First Aid CPR Special interest courses Investigations - 23 responses from sworn staff and 5 responses from supervisors Provide MORE OF Investigative techniques and what the DA needs (1st -3 out of 23 responses) Weapons Legal Updates Useful classes (2nd - 2 out of 23 responses) EVOC and pursuit driving Report writing Search and seizure Crime scene protection Provide LESS OF Daiid M. Griffith & Associates Page D - 10 Provide MORE OF Appendix D Training Profile Provide TASS OF Interviewing Liability classes (least frequent and How criminal court process works individual responses) (3rd and individual responses) First aid Expanded AOC Community oriented policing Workers comp process Sexual harassment Arrest and control Politically correct topics Crime trends in HB Court room preparation Do monthly Spend time in investigation division (supr) Communication (su r) Services and Administrative Divisions - 7 managers/supervisors and 2 sworn staff Provide MORE OF Vehicle operations/driving (1st - 2 of 7 responses) Arrest and control (least frequent and all individual responses) Fire arms Ethics and values Career development General investigations Sensitivity Community oriented policing Methods of evaluation How to train Officer safety Ground fighting Motorcycle gangs Current case law Weapons Use of force Officers Firearm Provide LESS OF Ethics (least frequent and all individual responses) Officer safety Officers ants reading article to In the Communications unit staff were given an opportunity to comment on the adequacy of on -going training. In the 12 responses received, opinion was split. About 42% of the respondents felt on -going training was adequate and 42% felt it was inadequate. David 1'1'I. Griffith & Associates Page D - 11 Appendix D Training Profile In addition, eighty (80) non -sworn staff (3 managers, 12 supervisors and 66 line personnel) had this response to training in the Huntington Beach Police Department: about 64% of the people responding to the consulting team's survey said their immediate supervisor always or usually insured that the staff supervised had the skills to do their jobs and saw that they were trained. 3. MANAGEMENTISUIPERVISORY TRAWING Sergeants, Lieutenants and Captains have a variety of training opportunities they can tap to build and strengthen supervisory skills. Internally, there is a Field Sergeant Training program for new Sergeants. Patterned, in part after the FTO program, it involves a multi -week period where a new Sergeant works with an experienced Sergeant and learns the basic duties of a Patrol Sergeant and a Station Sergeant. These include: Patrol Sergeant Station east Prepare and conduct briefings Approve reports Equipment issuance Update press release line Supervised field personnel Maintainspecial briefing info Maintain daily activity log Handling someone calling in sick Investigating misconduct alle ations Checking ail and station conditions Handling discipline Communications during major incidents Handling press releases Checking telephone reporting unit ETC ETC They also are exposed to situation checklists for a field command post, barricaded suspect, bomb emergency; officer involved shootings; hazardous waste spill and an air crash. In addition they are provided general information on such items as how to check attendance records and important equipment to carry in the Sergeant's car as well as important policies and procedures like the pursuit and use of force policies. There is no in-house training for Lieutenants or Captains. Command personnel are encouraged to go to Sergeants Leadership Institute (three days a month for eight months), the Command College (three days a month for a year) and the FBI Academy (a four month program).To obtain their relevant POST certificates they are likely to attend the Executive Development Course (a two week program) and others. The third part of the training needs survey conducted by the consulting team (summarized and presented below in Table 3) dealt with what changes might be needed in management/supervisory training. In reviewing these responses and discussing them it again is apparent that there is no dominant or significant view on what are the training needs for supervisors and managers in the HBPD. The strongest view to surface is that supervisors/managers are taking too much of the training budget (an opinion to be addressed in the next section). Dauid 111. Griffith & Associates Page D - 12 Appendix D Training Profile TABLES SUAU AR.Y OF SURVEY RESPONSES REGARDING MANAGEMENT/SUPERVISORY TRAINING L. UnifornVI atrol - 51 Responses Prove MORE OF How to supervise (1st - 2 of 51 gave this response) Ethics Leadership (2nd and all individual comments) Manage patrol cars Report writing Organizational values Management skills How to increase employee morale Show more trust in staff Interpersonal skills Community oriented policing Sexual harassment Get Sergeants to identify problem FTOs and Officers and deal with them Provide LESS OF Leadership and management training not used Ust - with 3 of 51 giving this response) Rhetoric that the department is like corporate America (2nd and all individual responses) Leadership styles Six and seven Sergeants at same incident Uniform/Patrol Managerial/supervisory staff -14 Responses Provide MORE OF Team building (1st and 3 of 14 gave this response) Complaint investigation and IA practices Incident scene management (2nd with 2 of 14 providing this response) Labor laws and MOU General supervision Provide LESS OF David M. Griffith & Associates Page D - 13 Provide MORE OF Appendix D Training Profile Provide LESS OF Leadership (3rd and all individual Team building workshops that responses) promote rank divisiveness (1st and all Interest based negotiations individual responses) Latitude for decision making Ethics Management liability Philosophical topics Civil liability Schools which do not change Scheduling and deployment management behavior Legal updates Training that only Lieutenant and Computer above receive How to motivate officers How to deal with problem staff Accountability More $ for this training Investigations - 23 responses from sworn staff and 5 responses from supervisors Provide MORE OF How to supervise COP (least frequent and all individual responses) Providing supervisors knowledge of units they direct but have not worked in Basic skills related to criminal court, investigative techniques and Constitutional amendments Management techniques specific to policing What the DA requires Workers compensation process Report writing Team building for Sergeants and higher ranks together Provide LESS OF Management and supervisory training which takes too much of the training budget (1st and 8 of 23 gave this response). Broad management techniques (least frequent and all individual responses) Smoke and mirrors management Nit picking of staff Top heavy Services and Administrative Divisions - 7 managers/supervisors and 2 sworn staff Provide MORE OF Provide LESS OF Supervisors Supervisors (All individual responses) Include Sergeants as part of management team David 111. Griffith & Associates Page D - 14 Appendix D Training Profile Provide MORE OF Provide LESS OF Send senior Sergeants to Middle Management training Send senior Sergeants to Executive Development Course Ethics Team Building Administrative investigations Accountability Doing the "right" versus the "popular" thing Creative, responsive budgeting Sergeants should meet quarterly Case law Accountability Supervisory responsibilities Management representation Officers Better evaluation standards outside of statistics From a training needs standpoint, a number of responses from other parts of the consulting team's survey of sworn personnel suggest a set of possible management and supervisory issues to address through training, coaching and performance appraisal. These possible issue areas are as follows: • 44% of the patrol officers who responded to the survey indicated that their supervisor (normally a Sergeant) seldom or never gave them credit for the work they did or involved them in decisions that impacted them. In addition, 36% of the patrol officers reported their supervisor seldom or never made them feel valued and important as an employee. Within the Communications unit, 58% of the respondents did not feel their supervisor gave them credit for the work they do, led by example or kept them in the know, 50% said they were not involved in decisions that impact them and did not work in a motivating environment and 42% did not feel their supervisor made them feel valued and important as an employee. • 42% of the patrol officers responding indicated that their Sergeant seldom or never created a motivating environment for them. • 50% of the Sergeants responding to the survey reported that Lieutenants seldom or never developed the Sergeant's skills as supervisors and 41% of the respondents from Administration and Investigations had this same view about Lieutenants. • From 40+ % of Sergeants, 50 to 60+ % of the patrol officers and close to 50% of respondents from Administration and Investigations, David 111. Griffith & Associates Page D - 15 Appendix D Training Profile respectively, 'reported that Lieutenants seldom or never set goals, insured work was well coordinated with other units, helped to remove obstacles to doing their jobs or looked for ways to streamline Nvork. Well over half of the survey respondents did not feel top management (the Chief and Captains) had a challenging vision for the department or a realistic long-range plan or were stimulating the development of riew or better services and finding ways to re -invent the department. Respondents from the Communications unit held similar views. 4. SEEQMJMQ TR.AINING. The fourth part of the training needs survey conducted by the consulting team (summarized and presented below as Table 4) dealt with what changes might be needed in specialized training. In reviewing these responses, the dominant point of view expressed by patrol officers (about 40%) was the need for more specialized schools for officers and fewer schools for command officers, as indicated below: TABLE 4 SUMMARY OF SURVEY RESPONSES REGARDING SPECIALIZED TRAINING UniformlPatrol - 51 Responses Provide MORE OF Schools and conferences for Police Officers (1st with 20 of 51 giving this response) This training basically is non- existent (2nd with 6 of 51 providing this response) Firearms (3rd with 4 of 51 giving this response) Officer survival and safety (4th with 3 of 51 giving this response) Driver and pursuit SWAT -every two weeks (5th and least frequent and all individual responses) Comp time off if go on your own Community oriented policing Traffic stops Search and seizure laws Provide LESS OF Schools for Sergeants and higher ranks (1st with 12 of 51 giving this response). Domestic violence (2nd and least frequent, all individual responses) SWAT Liability issues David M. Griffith & Associates Page D - 16 Provide MORE OF Motor Training Roll call Arrest and control Physical fitness Stress management All weapons and impact weapons COP techniques for other City departments Provide MORE OF Appendix D Training Profile Provide LESS OF Uniform/Patrol 14 Supervisors/Managers Range and firearms Ust with 4 of 14 responses) Schools for Police Officers to go to (2nd with 3 of 14 responses) Physical fitness (3rd with 2 of 14 responses) Pursuit driving tactics (4th and least frequent, all individual responses) Drug enforcement Stress management Nutrition Training which meets the specialized needs of units How to create a positive work environment Allow dispatchers to go to FTO schools Officer safety More $ Provide LESS OF Theory courses (least frequent, all single response) Management training David Af. Griffith & Associates Page D - 17 Investigations 23 Sworn and 5 Supervisors/Managers Provide MORE OF Opportunities for more specialized schools (1st with 4 of 23 responses) Fire arms training Investigative techniques (2nd with 2 of 23 responses) Driving and pursuit Computer training (3rd and least frequent, individual responses) Legal updates Psychology of crime and criminals Lawful intervention and pursuit Self defense Officer safety Gain proficiency in a specialty Firearms (suer) Provide MORE OF Appendix D Training Profile Provide LESS OF Full contact self defense training (least frequent and individual responses) Community oriented policing Services and Administration 7 Supervisors and 2 Sworn Officers (All individual responses) "Customer service" versus "kick ass and take names" Building entry and search Computer (basic and intermediate) Night shooting Tactical shooting Monthly weapon and non- lethal force qualification Officers cal fitness training Provide LESS OF To determine the extent to which rank and file and managers attended specialized schools, a report was reviewed for a recent 12 month period (generally 1.997), on personnel sent to approved schools. This analysis revealed the following: David 1'1'I. Griffith & Associates Page D - 18 Appendix D Training Profile Rank Plumber Attendinj Hrs of Training Aver.Hrs Per Perso % Hra{ Total Reimb. Expense Aver.Cost Per Persol % Cost/ i Total Chief 1 56 56 0.44 $626 $626 0.46 Captain 4 290 73 2.27 $4,876 $1,219 3.59 Lieut. 11 1,349 123 10.54 $12,432 $1,130 9.09 Sergeant 32 2,484 78 19.40 $31,541 $986 23.22 Officer 151 5,594 37 43.69 $48,150 $319 35.45 Civ.Supr 19 890 1 47 6.95 $9,142 $481 6.73 Civilian 56 1,593 28 12.44 $20,749 $371 15.28 Civ. Mgr 4, 294 74 2.30 $5,580 $1,395 4.11 Part time 3 116 39 0.91 $2,296 $765 1.69 Res.Off 1 10 10 0.08 $73 $73 0.05 Civilian 1 1 128 1 128 1 1.00 U45 $445 0.33 283 12,804 $135,910 It should be noted that the reimbursed expense did not include the cost of over time. Also, the report prepared by the department did not calculate the average hours of training provided through "specialized schools" or the average cost per person. In reviewing these statistics, the following can be reasonably concluded: For a recent 12 month period, about 283 different people in the department went to special schools, or about 79% of the 366 authorized personnel in the HBPD. It should be noted that PIT (Pursuit Intervention Technique) training, which was done in-house since it was significantly less expensive to do it that way, was part of the schools tallied. PIT represented about 1,704 hours of the training provided, $12,775 of the reimbursed cost and 175 different people were involved in PIT (4 Captains, 8 Lieutenants, 25. Sergeants and 138 officers). The average hours of "outside school" training provided by rank (excluding part-time, one civilian and one Reserve Officer) ranged from a high of 123 hours for Lieutenant, to 78 for Sergeant, to 74 for civilian managers, to 73 for Captain, 56 for the Chief, 47 for civilian supervisor, 37 for officers and a low of 26 hours for civilian staff. The average reimbursed cost per person ranged from a high of $1,395 for civilian manager, to $$1,219 for Captain, to $1,130 for Lieutenant, to $986 for Sergeant, to $626 for Chief, $481 for civilian supervisor, to $371 for civilian staff to a low of $319 for an officer. Da;id M. Griffith & Associates Page D - 19 Appendix D Training Profile "DID Performance Evaluation The HBPD employs a 15 page performance evaluation report for it staff. This form and rating process addresses: • Job skills, including understanding, knowledge, initiative to improve judgment/analytical ability, supervision required and physical condition. • Quality , including accuracy, neatness, completeness, oral communication and written communication. • Quantity, including amount and timeliness. • Work habits, including observance of work hours, attendance, observance of laws/rules/procedures, safety practices, following instructions, planning/organizing work, attention to duty and care of equipment, • Customer service, including reception, appearance, service orientation and communication skills. • Personal relations, including accepting supervision, teamwork, public service, personal appearance and interaction with others. • Adaptability, including performance in new situations and -presence of mind. • Leadership, including supervision, accepting responsibility, planning/assigning, training/instructing, disciplinary control, evaluating .performance, decision making, fairness/impartiality, approachability, directing work, improving work methods, counseling skills, complaint processing and motivating ability. • Community oriented policing, including demonstrated commitment to COP, problem solving techniques, knowledge and use of POP resources, development of beat integrity and community problem identification. Only community oriented policing has a detailed description of what constitutes good performance under each of the five job factors related to C.O.P. Other factors, to be specified by the rater. David M Griffith & Associates Page D - 20 Appendix D Training Profile Raters are requested to indicate with performance for each job factor is not applicable, requiring training, meets or exceeds standards, is a problem, is unacceptable or the performance warrants exceptional recognition. This appraisal form also indicates, for sworn officers, whether they have a working knowledge and understanding of the policy on use of deadly force, the policy on use of force, the policy on pursuit Code 3 driving, the policy on sexual harassment and the organizational values statement. Community Oriented Policing With regard to community oriented policing, the consultant survey of employee opinions suggests major training or orientation needs in this area as well as management attention. The 108 sworn staff respondents to the survey (11 Captains/Lieutenants, 18 Sergeants, 52 patrol officers and 27 administration and investigation officers responded as follows to four questions related to community oriented policing: Strongly No Strongly Affree AgeiniQn Disagree Disagree 1. The Department's community oriented 1 2 3 4 5 policing philosophy is clearly defined in regard to its goals and objectives and how it applies to my job. Captains/Lieutenants: 9.1% 90.9% Sergeants. 27.8% 44.4% 27.8%r Patrol Officers: 3.8% 15.4% 13.5% 46.2% 21.2% Admin./Investigations Officers: 3.7% 22.2% 44.4% 25.9% 2. The majority of line officers in the 1- 2 3 4 5 Department are supportive of the community oriented policing philosophy. Captains/Lieutenants: 36.4% 18.2%r, 45.5% Sergeants: 11.1% 11.1% 50.0% 27.8% Patrol Officers: 1.9% 13.5% 3.8% 34.6% 46.2% Admin./Investigations Officers: 22.2% 3.7% 33.3% 40.7%c David U. Griffith & Associates Page D - 21 pendix D ig Profile Strongly No Strongly A ee Agrge Oninion Disagree pi.agteg 3. The majority of managers and first line 1 2 3 4 5 supervisors in the Department are supportive of the community oriented policing philosophy. Captains/Lieutenants: 9.1% 72.7% 9.1% 9.1%c Sergeants: 50.0% 11.1%r, 33.3% 5.6% Patrol Officers: 38.5% 17.3% 30.8% 13.5% Admin./Investigations Officers: 29.6% 22.2% 40.7%n 7.4% 4. Our efforts to implement a community oriented policing program make a difference in the way my unit serves the public. Captains/Lieutenants: Sergeants: Patrol Officers: Admin./Investigations Officers: 1 2 3 4 5 18.2% 54.5% 18.2% 16.7% 22.2% 50.0% 11.1% 1.9% 13.5% 7.7%r. 30.8% 46.2% 3.7%r, 7.4% 14.8%c 48.1% 25.9% Extremely large percentages of rank and file and first line supervisors indicated that they feel that COP philosophy and goals are not clearly defined and related to their jobs; that COP activities are not supported by rank and file; and that COP does not make a difference in the way various units serve the public. Training Records The HBPD has an adequate automated and manual system for keeping track of training done by sworn and non -sworn staff as well what topics were covered in much of the training provided, particularly in-service training. Briefing Tapes . While the position that used to handle video taping of training was eliminated, the department still has a large and useful collection of video tapes for use at briefings and other training activities. Physical and Educational Incentives The department has a physical training program which provides up to six comp days per year for officers who pass a test every four months related to push ups, pull ups, sit ups and running. About 50% of the sworn staff participate in the physical fitness program. An educational incentive program also exists. David M. Griffith & Associates Page D - 22 Appendix E Employee Attitude Survey Results APPENDIX E EMPLOYEE ATTITUDE SURVEY RESULTS The pages which follow provide summaries of employee responses to the survey questionnaire distributed to all employees of the Huntington Beach Police Department. Three separate summaries are presented. They include summaries of responses by sworn, non -sworn, and dispatch personnel. Each questionnaire lists response patterns by question and by "employee" group in the Department. As you review survey responses, it will be noted that not all responses add up to 100 % for each question. Response were calculated, by question, by dividing the responses to each question by the total number of employees in each category who responded to the survey. In some instances, not all employees answered every question. As a result, the resulting response percentages do not total 100 % for some questions. In those instances, the balance represents the employees who chose not to respond to that question. The first section reviews responses by sworn employees. Dauid M. Griffith & Associates Page E - 1 Sworn Personnel Responses Appendix E Employee Attitude Survey Results Results from Survey m Sworn Personnel Number of Respondents: Captain/Lieut.: 11 Sergeants: 18 Patrol Officers: 52 Admin/Invest. Officers: 27 Total: 108 Listed below are a series of statements about the Department's community oriented policing philosophy and program. Please indicate the answer which most closely reflects your opinion by circling one of the numbers on the 1 to 5 scale next to each question. Please use the "comments" space at the end of the questionnaire to elaborate on your answers to these or any other questions. Strongly No Strongly Agree Agree Opinion Di,gpgre_e. Disagree ] The Department's community oriented 1 2 3 4 5 policing philosophy is clearly defined in regard to its goals and objectives and how it applies to my job. Captains/Lieutenants: 9.1% 90.9%r, Sergeants: 27.8%.; 44.4% 27.8%r, Patrol Officers: 3.8% 15.4% 13.5% 46.2% 21.2% Admin./Investigations Officers: 3.7% 22.2% 44.4% 25.9% 2. The majority of line officers in the 1 2 3 4 5 Department are supportive of the community oriented policing philosophy. Captains/Lieutenants: 36.4% 18.2% 45.5% Sergeants: 11.1% 11.1% 50.07, 27.8% Patrol Officers: ' 1.9% 13.5%r, 3.8% 34.6% 46.2% Admin./Investigations Officers: 22.2% 3.7% 33.3% 40.7 % David M. Griffith & Associates Page E - 3. The majority of managers and first line supervisors in the Department are supportive of the community oriented policing philosophy. Appendix E Employee Attitude Survey Results Strongly No Strongly Awe Agree QRinlon Disagree Dirge 1 2 3 4 5 Captains/Lieutenants: 9.1% 72.7% 9.1% 9.1% Sergeants: 50.0% 11.1% 33.3% 5.6% Patrol Officers: 38.5% 17.3% 30.8% 13.5% Admin./Investigations Officers: 29.6% 22.2% 40.7% 7.4% 4. Our efforts to implement a community 1 2 3 4 5 oriented policing program make a difference in the way my unit serves the public. Captains/Lieutenants: 18.2% 54.5% 18.2% Sergeants: 16.7% 22.2% 50.0% 11.1% Patrol Officers: 1.9% 13.5% 7.7% 30.8% 46.2%n Admin./Investigations Officers: 3.7% 7.4% 14.8% 48.1% 25.9% Based on your experience, please rate the quality and/or effectiveness of the following programs and services of the Huntington Beach Police Department. 5. Response times to emergency calls for service ,such as in -progress crimes or life - threatening situations. Captains/Li euten ants Sergeants Patrol Officers Admin./Investigations Officers 6. Availability of backup in the field to insure officer safety Excellent Good Fair FOX 1 2 3 4 18.2%n 54.5% 9.1% 18.2% 16.7% 38.9% 27.8%c 16.7%c 9.6% 38.5% 38.5% 13.5% 7.4% 51.9% 25.9% 11.1% 1 2 3 4 Captains/Lieutenants: Sergeants: 5.6% Patrol Officers: 1.9%r. AdmindInvestigations Officers: 54.5% 45.5%e 22.2% 33.3% 38.9% 11.5% 38.5% 48.1% 7.4% 44.4% 44.4% David M. Griffith & Associates Page E-3 Appendix E Employee Attitude Survey Results Excellent fgmd FAk Poor 7. Effectiveness of the Department's selective 1 2 3 4 enforcement efforts. Captains/Lieutenants: 27.3% 54.5`70 18.2% Sergeants: 44.4% 44.4% 11.1% Patrol Officers: 25.0% 42.3% 32.7% Admin./Investigations Officers: 22.2% 33.3% 40.7% 8. Amount of preventive patrol time which is 1 2 3 4 available in the field. Captains/Lieutenants: 36.4% 36.4% 27.3% Sergeants: 5.6% 38.9% 55.6% Patrol Officers: 1.9% 21.2% 76.9% Admin./Investigations Officers: 3.7% 18.5% 74.1% 9. How citizens who request service are 1 2 3 4 treated. Captains/Lieutenants: 27.3% 54.5% 18.2% Sergeants: 11.1% 66.7% 16.7% 5.690 Patrol Officers: 40.4% 36.5% 19.2% 3.8% Admin./Investigations Officers: 25.9% 51.9% 22.2% 10. Effectiveness of traffic enforcement. 1 2 3 4 Captains/Lieutenants: 18.2% 81.8% Sergeants: 11.1% 50.0% 22.2% 16.7% Patrol Officers: 13.5% 48.1% 30.8% 7.7% Admin./Investigations Officers: 7.4% 74.1% 14.8% 11. Thoroughness of initial investigative 1 2 3 4 follow-up by patrol officers in the field. Captains/Lieutenants: 18.2% 54.5% 36.4% Sergeants: 5.6% 38.9% 33.3% 22.2% Patrol Officers: 11.5% 48.1% 38.5% 13.5% Admin./Investigations Officers: 7.4% 33.3% 44.4% 11.1% 12. Thoroughness and quality of follow-up 1 2 3 4 investigations by the Investigations Division. Captains/Lieutenants: 18.2% 72.7% 9.1% Sergeants: 11.1% 50.050 16.7% 16.7% Patrol Officers: 11.5% 48.1% 32.7% 3.8% Admin./Investigations Officers: 22.2% 59.3% 11.1% 3.717,- David M. Griffith & Associates Page E - 4 Appendix E Employee Attitude Survey Results Excellent Goad FAk FAM 13. Level and quality of support provided by 1 2 3 4 dispatchers to officers in the field. Captains/Lieutenants: 9.1%n 72.7% 18.2% Sergeants: 11.1% 44.4%c 33.3% 11.1% Patrol Officers: 5.8% 50.0% 26.9% 17.3% Admin./Investigations Officers: 14.8% 40.7% 33.3% 3.7% 14. The effectiveness of the police helicopter in 1 2 3 4 helping patrol do its job. Captains/Lieutenants: 81.8% 18.2%r. Sergeants: 77.8%n 16.7% 5.6% Patrol Officers: 44.2%n 44.2% 5.8% 5.8% Admin./Investigations Officers: 33.3%r 37.0%r 22.2% 3.7% 15. The value of having our own crime lab in 1 2 3 4 regard to apprehending offenders. Captains/Lieutenants: 90.9% 9.1%r, Sergeants: 94.4% 5.6% Patrol Officers: 50.0% 42.3% 7.7% Admin./investigations Officers: 59.3% 33.3% 16. Neighborhood and Business Watch crime 1 2 3 4 prevention activities. Captains/Lieutenants-, 45.5%c 45.5% 9.1% Sergeants: 16.7%.; 33.3%c 38.9% 11.1%c Patrol Officers: 5.8% 19.2% 50.0% 21.2% Admin./Investigations Officers: 11.1% 63.0% 18.5% 3.7% Listed below are a series of statements which could describe how your immediate supervisor or manager (the person to whom you directly report) manages or supervises you on a regular basis. Please circle the response which most closely reflects your attitudes toward management or supervisory behavior. Always - Usually Does Does Seldom Never This Thia Not $ure Does_, Does This 18. Makes me feel valued and important as an 1 2 3 4 5 employee Captains/Lieutenants: 36.4%r, 54.5% 9.1% Sergeants: 27.8%c 38.9% 11.1% 16.7% Patrol Officers: 19.2% 36.5% 7.7% 28.8% 7.7% Admin./Investigations Officers: 29.6% 48.1% 3.7% 18.5% David M. Griffith & Associates Page E - 5 Appendix E Employee Attitude Survey Results Always Usually Does Does Seldom Never 331ig 3311S Not Sure Does Thi$ Does his 19. Gives me credit for the good work I do. 1 2 3 4 5 Captains/Lieutenants: 36.4% 54.5% 9.1% Sergeants: 22.2% 44.4% 11.1% 11.1% 11.1% Patrol Officers: 19.2% 34.6% 1.9% 34.6% 9.6% Admin./Investigations Officers: 33.3% 25.9% 7.4% 33.3% 20, Clarifies what is expected of me and gives 1 2 3 4 5 me freedom to do it. Captains/Lieutenants: 63.6% 36.4% Sergeants: 22.2% 38.9% 11.1% 5.6% 11.1% Patrol Officers: 23.1% 46.2% 3.8% 17.3% 7.7% Admin./Investigations Officers: 40.7% 37.0% 3.7% 7.4% 11.1% 21. Listens to my point of view. 1 2 3 4 5 Captains/Lieutenants: 63.6% 27.3% 9.1% .Sergeants: 27.8% 50.0% 5.6% 11.1% 5.6% Patrol Officers: 25.0% 46.2% 7.7% 13.5% 7.7% Admin./Investigations Officers: 44.4% 44.4% 3.7% 7.4% 22. Involves me in decisions which impact me. 1 2 3 4 5 Captains/Lieutenants: 54.5% 36.4% 9.117c Sergeants: 33.3% 22.2% 11.1% 22.2% 11.1% Patrol Officers: 26.9% 19.2% 9.6% 23.1% 21.2% Admin./Investigations Officers: 37.0% 33.3% 11.1% 7.4% 11.1% 23. Insures I have the tools to do my job. 1 2 3 4 5 Captains/Lieutenants: 36.4% 54.5% 9.1% Sergeants: 22.2% 38.9% 11.1% 16.7% 11.1%: Patrol Officers: 19.2% 46.2% 11.5% 15.4% 7.7% Admin./Investigations Officers: 22.2% 33.3% 11.1% 22.2% 3.7% 24. Leads by example. 1 2 3 4 5 Captains/Lieutenants: 36.4 54.5% 9.1% Sergeants: 22.2% 22.2% 16.7% 27.8% 11.1% Patrol Officers: 2M% 32.7% 7.7% 23.1% 11.5% Admin./Investigations Officers: 25.9% 37.0% 11.1`7c 14.8% 11.1% 25. Is fair. 1 2 3 4 5 Captains/Lieutenants: 63.6% 36.4% Sergeants: 22.2% 44.4% 11.1% 16.7% Patrol Officers: 30.8% 38.5% 11.5% 13.5% 5.8% Admin./Investigations Officers: 55.6%r. 29.6% 7.4% 3.7% 3.7% David M. Griffith & Associates Page E - 6 Appendix.E Employee Attitude Survey Results Listed below are a series of statements about how Sergeants function in the organization. Please circle the response which most closely reflects your attitudes toward either the Sergeant to whom you report or the Sergeant/ Sergeants who report to you. Always Usually Does Does Seldom Never This 31is Nat Sure Does This Does This 26. Insures the work done by the unit or staff 1 2 3 4 5 supervised is of high quality. Captains/Lieutenants: 27.3% 54.5% 9.1% 9.1% Sergeants: 50.0% 11.1% Patrol Officers: 17.3"/r 51.9% 11.5% 15.4% Admin./Investigations Officers: 11.1% 55.6% 3.7% 18.5% 3.7% 27. Insure the staff for which he or she is 1 2 3 4 5 responsible are productive. Captains/Lieutenants: 9.1% 63.6% 18.2%c 9.1% Sergeants: 44.4`70 5.6% 11.1% Patrol Officers: 15.4% 55.8% 17.3% 5.8% Admin./Investigations Officers: 14.8%r: 40.7% 18.5% 14.8% 3.7% 28. Creates a motivating environment for staff 1 2 3 4 5 under his or her supervision, Captains/Lieutenants: 27.3% 45.5% 18.2%; 9.1% Sergeants: 5.6% 27.8% 16.7% 5.6% 5.6% Patrol Officers: 7.7% 34.6% 11.5% 34.6% 7.7% Admin./Investigations Officers: 11.1% 22.2% 25.9% 25.9% 7.4% 29. Passes information up/down and keeps 1 2 3 4 5 staff and bosses "in the know." Captains/Lieutenants: 27.3%c 63.6% 9.1% Sergeants: 11.1% 44.4%c 5.6%r Patrol Officers: 13.5%r 32.7% 26.9% 15.4%c 7.7%r. Admin./Investigations Officers: 11.1% 29.6% 29.6% 18.5% 30. Insures staff supervised have the skills to 1 2 3 4 5 do their jobs and sees to it that they are trained. Captains/Lieutenants: 18.2%r, 72.7%c 9.1% Sergeants: 5.6% 38.9% 5.6% 5.6% Patrol Officers: 11.5% 46.2% 11.5% 15.4%c 11.5% Admin./Investigations Officers: 14.8%c 29.6% 22.2% 14.8% 11.1% Da u id M. Griffith & Associates Page E - 7 Appendix E Employee Attitude Survey Results Listed below are a series of statements about how Lieutenants function in the organization. Please circle the response which most closely reflects your attitudes toward either the Lieutenant who is the middle manager for your unit or who reports to you. Always Usually Does Does Seldom Never ME This Not Sure Doesshis Does This 31. Sets specific goals for the unit(s) for which 1 2 3 4 5 he is responsible and insures those goals are achieved. Captains/Lieutenants: 36.4% 9.1% Sergeants: 5.6% 33.3% 5.6% 33.3% 11.1% Patrol Officers: 1.9% 19.2% 26.9% 38.5% 13.5% Admin./Investigations Officers: 7.4% 14.8% 18.5%c 37.0% 14.8% 32. Helps the Sergeants who report to him 1 2 3 4 5 develop skills as supervisors. Captains/Lieutenants: 9.1% 27.3% 9.1% Sergeants: 11.1% 27.8% 5.6%c 38.9%s 11.1% Patrol Officers: 15.4% 55.8% 21.2% 7.7% Admin./Investigations Officers: 7.4% 7.4%r, 37.0% 29.6% 11.1% 33. Insures the work of the unit(s) he supervises 1 2 3 4 5 is well coordinated with other units. Captains/Lieutenants: 9.1% 36.4% Sergeants: 11.1% 22.2% 16.7% 16.7% 27.8% Patrol Officers: 17.3% 30.8% 32.7% 19.2% Admin./Investigations Officers: 7.4% 11.1% 25.9% 29.6% 18.5% 34. Helps to remove obstacles to doing their jobs 1 2 3 4 5 for the staff who report to him. Captains/Lieutenants: 9.1% 36.4% Sergeants: 11.1% 16.7% 27.8% 11.1% 27.8% Patrol Officers: 7.7% 26.9% 42.3%n 23.1% Admin./Investigations Officers: 7.4%r; 18.5% 14.8% 33.3% 18.5% 35. Looks for ways to streamline the work of 1 2 3 4 5 staff for which he is responsible. Captains/Lieutenants: 9.1% 27.3% 9.1% Sergeants: 11.1% 22.2% 16.7%r, 11.1% 33.3% Patrol Officers: 1.9% 3.8% 32.7% 34.6% 26.9% Admin./Investigations Officers: 7.4% 7.4% 29.6% 25.9% 22.2% David M. Griffith & Associates Page E - 8 Appendix E Employee Attitude Survey Results Listed below are a series of statements about how top management (The Chief and Captains) function in the organization. Please circle the response which most closely reflects your attitudes toward top management. Always Usually Does Does Seldom Never 2hil 3his Not Sure Does This Does This 36. Has a specific and challenging vision for 1 2 3 4 5 our Department/Division, communicates that vision, and insures that staff support that vision. Captains/Lieutenants: 27.3% 72.7% Sergeants: 22.2% 5.6%r- 44.4% 16.7%r. Patrol Officers: 11.5% 9.6% 44.2% 34.6% Admin./Investigations Officers: 3.7% 22.2% 14.8%r. 29.6% 29.6% 37. Insures that there is a realistic, long range 1 2 3 4 5 plan to move toward and achieve that vision. Captains/Lieutenants: 72.7% 18.2%c 9.1% Sergeants: 11.1% 27.8% 33.3% 22.2% Patrol Officers: 3.8%n 1.9% 13.5% 30.8% 50.0% Admin./Investigations Officers: 3.7% 11.1% 33.3% 18.5% 29.6% 38. Stimulates the development of new or better 1 2 3 4 5 services and operations and finds ways to `re -invent" the organization. Captains/Lieutenants: 27.3%r. 63.6% 9.1`k Sergeants: 5.6% 5.6% 11.1% 55.6% 22.2% Patrol Officers: 9.6% 15.4% 38.5%r, 38.5% Admin./Investigations Officers: 3.7% 7.4% 22.2% 29.6% 33.37C 39. Represents the Department effectively with 1 2 3 4 5 the public and develops and keeps their support. Captains/Lieutenants: 63.6% 36.4% Sergeants: 11.1% 38.917c 22.2% 11.1% 16.7% Patrol Officers: 3.8% 9.6% 21.2% 30.8% 34.6%c Admin./Investigations Officers: 7.4% 37.0% 18.5% 18.5% 14.8% 40. Insure that good intergovernmental 1 2 3 4 5 relations exist with other agencies. Captains/Lieutenants: 63.6% 36.4`!c Sergeants: 11.1%r. 22.2% 33.3% 11.1% 22.2% Patrol Officers: 5.8% 7.7% 42.3%r. 23.1% 21.2% Admin./Investigations Officers: 3.7% 18.517c 40.7% 18.5% 14.8% David JW. Griffith & Associates Page E - 9 Appendix E Employee Attitude Survey Results Please circle the response which must closely reflects your attitude toward the following statements. Strongly hLQ Strongly Agm Agree Q.piniun Disagree piste 41. The Department's expectations and 1 2 3 4 5 standards of conduct are clearly articulated to staff. Captains/Lieutenants: 27.3% 72.7% Sergeants: 5.6% 38.9% 5.6% 38.9% 11.1% Patrol Officers: 5.8% 23.1% 13.5% 26.9% 30.8% Admin./Investigations Officers: 7.4% 22.2% 11.1% 37.0% 22.2% 42. The Department insures the City 1 2 3 4 5 Administrator and City Council understands its needs and operations. Captains/Lieutenants: 36.4% 36.4% 9.1%% 18.2% Sergeants: 5.6% 11.1% 11.1% 22.2% 50.0% Patrol Officers: 9.6% 23.1% 65.4% Admin./Investigations Officers: 7.4% 29.6% 55.6% 43. The Internal Affairs process provides an 1 2 3 4 5 objective and fair investigation of complaints about officer performance. Captains/Lieutenants: 72.7% 27.3% Sergeants: 16.7%r 38.9% 5.6% 11.1% 16.7% Patrol Officers: 19.2% 28.87c 23.1% 28.8 Admin./Investigations Officers: 3.7%c 11.1% 18.5% .40.7% 22.2% 44. Disciplinary actions administered to staff 1 2 3 4 5 by the Department are usually fair and equitable. Captains/Lieutenants: 54.5%r 27.3% 18.2% Sergeants: 5.6% 38.9% 5.6% 38.9% 11.1% Patrol Officers: 3.8% 15.4% 15.4% 65.4% Admin./Investigations Officers: 3.7% 7.4%c 7.4% 48.1% 29.6%r. David 1'<rI. Griffith & Associates Page E - 10 Appendix E Employee Attitude Survey Results Listed below are several statements which request your attitudes regarding the impact Strongly Aeree Agre jQ ORinion Disagree Strongly Disagree 46. The absence of a contract has a negative 1 2 3 4 5 impact on how I deal with citizens who have requested police services. Captains/Lieutenants: 27.3% 72.7% Sergeants: 38.9% 22.2% 16.7% 11.1% 11.1% Patrol Officers: 28.8% 34.6% 5.8% 21.2% 9.6% Admin./Investigations Officers: 25.9% 25.9% 33.3% 11.1% 47. The current contract situation negatively 1 2 3 4 5 effects how I view the management and operations of the Department. Captains/Lieutenants: 18.2% 27.3% 54.5% Sergeants: 38.9% 22.2% 22.2% 16.7% Patrol Officers: 63.5% 26.9% 7.7%n 1.9% Admin./Investigations Officers: 63.0% 22.2% 11.1% 48. The absence of a contract negatively effects 1 2 3 4 5 how I do my job on a day-to-day basis. Captains/Lieutenants: 9.1% 27.3% 9.1%r, 54.5% Sergeants: 38.9% 27.8% 22.2% 11.1%c Patrol Officers: 48.1% 25.0% 5.8% 13.5% 7.7% Admin./Investigations Officers: 25.9% 29.6% 25.9% 11.1% Dauld i'4r1. Griffith & Associates Page E - 11 Non -Sworn Personnel Responses Results from Survey from Civilian Personnel Number of Respondents: Manager: 3 Supervisor: 12 Line Personnel: 65 Total: 80 Listed below are a series of statements which could describe how your immediate supervisor or manager (the person to whom you directly report) manages or supervises you on a regular basis. Please circle the response which most closely reflects your attitudes toward management or supervisory behavior. 1. :Makes me feel valued and important as an employee 2. Gives me credit for the good work I do. 3. Clarifies what is expected of me and gives me freedom to do it. 4. Listens to my point of view. Always Usually Does Does Seldom Never This Thli Not Sure Does This Does This 1 2 3 4 5 33.75%a 27.5%n 3.75% 10.0% 6.25% 1 2 3 4 5 37.5% 22.5°/% 10.0%r. 11.25% 1 2 3 4 5 36.25% 30.0%c 2.5% 10.0% 2.5% 1 2 3 4 5 41.25% 22.5% 2.5% 6.25% 7.5%c David AT Griffith & Associates Page E - 12 Appendix E Employee Attitude Survey Results Always Usually Does Does Seldom Never This Thin Not SurQ Does This p�a 5. Involves me in decisions which impact me. 1 2 3 4 5 32.5% 18.75% 3.75% 17.5% 7.5% 6, Insures I have the tools to do my job. 1 2 3 4 5 31.25% 30.0% 3.75% 8.75%r, 7.5% 7. Leads by example. 1 2 3 4 5 31.25% 18.75% 6.25% 13.75% 10.0% 8. Is fair. 1 2 3 4 5 36.25%r, 23.75% 6.25% 12.5%r, 2.5% 9. Insures the work done by the unit or staff supervised is of high quality. 10. InSure the staff for which he or she is responsible are productive. 11. Creates a motivating environment for staff under his or her supervision, 12. passes information up/down and keeps staff and bosses "in the know." 13, Insures staff supervised have the skills to do their jobs and sees to it that they are trained. 1 2 3 4 5 35.0% 23.75% 7.5% 10.0% 5.0%c 1 2 3 4 5 31.25% 26.25% 6.25%n 11.25% 6.25% 1 2 3 4 5 30.0% 25.0%r, 2.5% 15.0% 8.75% 1 2 3 4 5 27.5%r 25.0% 8.75% 11.25%r, 8.75%r 1 2 3 4 5 33.75% 30.0% 6.25% 3.7517o 6,25% David ill. Griffith & Associates � Page E - 13 Appendix E Employee Attitude Survey Results Listed below are a series of statements about how top management (The Chief and Captains) function in the organization. Please circle the response which most closely reflects your attitudes toward top management. 14. Has a specific and challenging vision for our Department/Division, communicates that vision, and insures that staff support that vision. 15. Insures that there is a realistic, long range plan to move toward and achieve that vision. 16. Stimulates the development of new or better services and operations and finds ways to `re -invent" the organization. 17. Represents the Department effectively with the public and develops and keeps their support. 18. Insure that good intergovernmental relations exist with other agencies. Always usually Does Does Seldom Never MLhj- MA.a Not Sure Does This Does This 1 2 3 4 5 11.25%n 16.25% 13.75% 27.5% 8.75% 1 2 3 4 5 8.75% 12.5% 31.25% 17.5% 8.75% 1 2 3 4 5 8.75% 6.25% 26.25% 27.5% 10.0% 1 2 3 4 5 10.0% 11.25% 28.75% 15.0% 12.5% 1 2 3 4 5 10.0% 20.0% 45.0% 2.5%c 1.25% Please circle the response which must closely reflects your attitude toward the following statements. 19. The Department's expectations and standards of conduct are clearly articulated to staff. Strongly jQ Strongly Agree Oninlo Disagree Disagree 1 2 3 4 5 8.75% 28.7%r_ 12.5 i'r. 25.017-c 5.0% Dauid 111. Griffith & Associates Page E - 14 Appendix E Employee Attitude Survey Results Strongly MQ Strongly Agri Agree Opinion I)isagree pisagr� 20. The Department insures the City 1 2 3 4 5 Administrator and City Council understands its needs and operations. 5.0% 10.0% 18.75% 26.25% 20.0% 21. Disciplinary actions administered to staff 1 2 3 4 5 by the Department are usually fair and equitable. _ 3.75%r: 18.7% 17.5% 16.25%% 23.75% 23. Listed below are several statements which could characterize the typical day-to-day workload which you experience in your job. Please check the statement which best describes your attitude toward that workload. Just about the right I could handle more work balance between work without being overloaded. time available and the 23.75% 13.75%r; work I have to handle. Sometimes my work -load is heavier than I can I am always overloaded. 5.0% handle, but most of the 36.25% I can never catch up. time I can keep up. 0 David M. Griffith & Associates Page E - 15 Dispatch Staff Responses Results from Survey Distributed tx3 Communications Unit Number of Respondents: Supervisors: 3 Dispatchers: 9 Total: 12 Listed below are a series of statements which could describe how your immediate supervisor or manager (the person to whom you directly report) manages or supervises you on a regular basis. Please circle the response which most closely reflects your attitudes toward management or supervisory behavior. 1. Makes me feel valued and important as an employee Always usually Does Does Seldom Never 'his This Not Sure Does-TheDoes This 1 2 3 4 5 8.3% 33.3%r, 16.7% 33.3% 8.3% 2. Gives me credit for the good work I do. 1 2 3 4 5 16.7% 25.0% 41.7% 16.7% 3. Clarifies what is expected of me and gives 1 2 3 4 5 me freedom to do it. 8.3%r 50.0% 8.3%r; 25.0%r, 8.3%r. 4. Listens to my point of view. 1 2 3 4 5 16.7% 50.0% 25.0% 8.3% 5. Involves me in decisions which impact me. 1 2 3 4 5 8.3% 25.0% 16.7%r, 33.3%r. 16.7% David M. Griffith & Associates Page E - 16 Appendix E Employee Attitude Survey Results Always Usually Does Does Seldom Never Thk This Not Sure DoesThis Does This 6, Insures I have the tools to do my job. 1 2 3 4 5 16.7%r, 50.0% 8.3%c 16.7%c 8.3% 7. Leads by example. 1 2 3 4 5 25.0% 8.3% 8.3% 41.7% 16.7% 8. Is fair. 1 2 3 4 5 8.3% 25.0% 25.0% 25.0% 16.67% 9. Insures the work done by the unit or staff 1 2 3 4 5 supervised is of high quality. 16.7% 33.3% 16.7%c 25.0% 8.3% 10. Insure the staff for which he or she is 1 2 3 4 5 responsible are productive. 8.3% 11. Creates a motivating environment for staff 1 under his or her supervision, 12. passes information up/down and keeps staff and bosses "in the know." 13. Insures staff supervised have the skills to do their jobs and sees to it that they are trained. 41.7% 25.0% 8.3% 2 3 4 8.3%% 33.3% 8.3% 41.7%; 1 2 3 4 8.3%% 16.7% 16.7% 33.3%n 1 2 3 4 8.3%% 5 8.3°Ir.. 5 25.0%, 5 16.7% 41.7%n 8.3% 16.7%c 16.7% David M. Griffith & Associates . Page E - 17 Appendix E Employee Attitude Survey Results Listed below are a series of statements about how top management (The Chief and Captains) function in the organization. Please circle the response which most closely reflects your attitudes toward top management. 14. Has a specific and challenging vision for our Department/Division, communicates that vision, and insures that staff support that vision. 15. Insures that there is a realistic, long range plan to move toward and achieve that vision. 16. Stimulates the development of new or Setter services and operations and finds ways to 're -invent" the organization. 17. Represents the Department effectively with the public and develops and keeps their support. 18. Insure that good intergovernmental relations exist with other agencies. Always Usually Does Does Seldom Never Thk This Not Sure Doe@ This Does This 1 2 3 4 5 25.0% 33.3% 41.7% 1 2 3 4 5 25.0% 33.3% 41.7% 1 2 3 4 5 25.0% 33.3% 41.7% 1 2 3 4 5 16.7% 16.7%r, 33.3%r, 33.3% 1 2 3 4 5 8.3% 16.7% 58.3% 16.7% Please circle the response which must closely reflects your attitude toward the following statements. 19. The Department's expectations and standards of conduct are clearly articulated to staff. Strongly N-0 Strongly Agee ACtee OlRinio Disagree Disagree 1 2 3 4 5 33.3% 8.3%r. 25.0% 33.3% David M. Griffith & Associates Page E - 18 Appendix E Employee Attitude Survey Results Strongly NQ Strongly Agree Agree Opinion Disagree 12isa¢ree 20. The Department insures the City 1 2 3 4 5 Administrator and City Council understands its needs and operations. 21. Disciplinary actions administered to staff by the Department are usually fair and equitable. 8.3% 16.7% 16.7% 58.3% 1 2 3 4 5 16.7%c 8.3% 16.7% 58.3% Listed below are several statements about communications and dispatch operations. Please circle the response which most closely reflects your attitude toward each statement. 22. We provide a high level dispatch and communications services to the Huntington Beach community.. 23. We provide a high level of service to the Police Department employees we support. 24. When I began my current job I received the training I needed to perform at a satisfactory level. 25. I receive an adequate amount of on -going training to enhance my skills. 26. We have the equipment and information systems to efficiently handle public requests for police services. Strongly �o Strongly ALrree Agree Opinion Disagree Disagrree 1 2 3 4 5 58.3% 25.0%r, 8.3%n, 8.3% 1 2 3 4 5 58.3% 33.3% 8.3%r 1 2 3 4 5 25.0% 41.7% 8.3%r. 16.7% 8.3O/% 1 2 3 4 5 25.0% 16.7% 16.7% 41.7% 1 2 3 4 5 33.3% 25.0 '33.3%r 8.3%r. Dauid M. Griffith & Associates Page E - 19 27. I frequently encounter the situation in which incoming police calls must be held because no patrol units are available to dispatch. 28. Dispatch center staffing is adequate to handle calls without excessive "overload" during the periods noted below: Day Shift Swing Shift Graveyard Shift Appendix E Employee Attitude Survey Results Strongly Agceg 1R Strongly Aere Opinion Disagree Disagreg 1 2 3 4 5 91.7% 8.3% 1 2 3 4 5 16.7% 8.3% 16.7% 58.3% 1 2 3 4 5 8.3%r, 8.3% 8.3% 66.7% 1 2 3 4 5 8.3% 8.3% 8.3%r 8.3%r, 58.3%n David , Griffith 8; Associates Page E - 20 ICE DMG Presentation of the Results of the Management Audit of the Huntington Beach Police Department July 13, 1998 Study Objectives • Evaluate current staffing and workload and assess capabilities to fulfill police service objectives given current policing approaches. • Identify and evaluate options for achieving overall policing objectives including staffing needs and potential changes in policing approaches. • Evaluate major support programs such as training and internal affairs processes. David M. Griffith & Associates Comparative Overview Hunting- ton Survey Comparison Beach Jurisdictions 0=0 EPD (High Low Aver age Sworn Officers per 1,000 1.2 2.2 1.4 1.7 Population Part I Offenses 7,336 229205 99456 149561 Re orted Part I Offenses Per 10,000 404 19291 585 851 Population Part I Offenses Per Sworn 34 59 35 51 Officer Ratio of Management and Supervisory Positions as a Percent of Total Sworn Staff Chief through 6.5% 7.5 % 5.1% 6.4 % Lieutenant Chief through 20.7 % 23.7 % 16.5 % 19.3 % Sergeant Span of Control -- Management and Supervisory Staff 1:3.8 1:5.1 1:3.8 1:4.2 (Chief -through Sergeant versus sworn line staff) Dauid M. Griffith & Associates Principal Conclusions from the Comparative Survey • The Huntington_ Beach has significantly fewer officers per 1,000 population than the survey jurisdictions, but also has a crime rate which is less than half the survey jurisdictions' average. • The HBPD is comparable to the average of the survey jurisdictions based on those measures which compare proportion of staff resources devoted to management and supervision. • Management and Supervisory spans of control in Huntington Beach are actually larger because of civilian staffing and diverse functions. • The HBPD is slightly above the survey jurisdiction average in terms of total available sworn staff resources assigned to special units and activities compared to the proportion of sworn staff resources assigned to the . • From a comparative perspective, there is no indication that the HBPD is "top heavy" compared to other similar departments. David M. Griffith & Associates Community Oriented Policing Status • The program is still in a formative stage progress is influenced by patrol staffing workload issues. • The critical components of a community oriented policing program are in place and working. • Mechanisms. are being established to begin to involve patrol officers. • The Department's training program generally supports the community oriented policing program. • Overall, the Department has developed a practical approach to community oriented policing which is working. David M. Griffith & Associates Evaluation of Patrol Operations Patrol . staffing compared to a call for service guideline. and workload time utilization time and 35 was evaluated pattern of 65 % proactive time Service Level Range CFS Time Pro- Active Time Minimum staffing level. Sufficient to handle call demand without recurring call stacking and to provide reasonable response times to both higher 65 % 35 % priority and most lower priority calls. Can be consistent with a community oriented policing program if additional dedicated staff resources are available for community contacts and developing and implementing targeted programs. Upper range staffing level with adequate time to handle calls for service and to "block" time for 55 % 45 % sustained self -initiated or community policing activities. David M. Griffith & Associates Current Status of Patrol Staffing and Workload * Current authorized patrol staffing falls well short of levels necessary to meet -recommended threshold time utilization patterns during most day and all swing shifts. Based on Authorized Staffing Hours in which Hours in which Utilization is Utilization Below 65% Exceeds 65% Number of Hours 107 61 Percent of Total 63.7% 36.3% • When overtime use is considered, the Department is able to meet the recommended threshold time utilization patterns. With Use of Overtime Hours in which Hours in which Utilization is Utilization Below 65% Exceeds 65% Numburs Number of Ho 133 35 Percent of Total 1 79.2% 20.8% David M. Griffith & Associates Principal Patrol Recommendations Institutional use of overtime to provide basic patrol staffing coverage is counter to Community Oriented Policing including building team continuity and officer - beat/patrol area relationships. • Recommended that the Department and the City convert overtime to 10 additional police officer positions for patrol. • The Helicopter support resource provides a valuable adjunct to patrol and is deployed consistent with call for service and workload patterns. • Absence of sworn staff positions to deploy as a pro -active street level enforcement unit/mobile task force is the other gap in current community oriented policing and patrol programs. • The Department's Traffic Enforcement program is well staffed, deployed, and managed and traffic enforcement officers meet productivity guidelines. • At least two officer positions in Traffic Accident Investigations could be freed for patrol and the mobile task force by reducing accident investigations services -- limiting investigations to injury and hit-and-run accidents. David M. Griffith & Associates Communications • Authorized staffing of 16 dispatchers falls 6.6 full -time -equivalent positions (FTE) short of the level required in communications. • Recommend, at minimum, six additional dispatcher positions be authorized with overtime employed to cover the remaining .6 FTE. • Maintain the current number of supervisors, but use supervisors to back -fill vacancies and absences as they occur to reduce overtime and cover staffing fluctuations as turnover occurs. • Endorse the current plans to acquire and install an improved Computer Aided Dispatch System. David M. Griffith & Associates "Core" Investigations. • HBPD investigative caseloads are in the range of average caseloads' in comparable jurisdictions. • The Department provides high investigative service levels -- especially through the economic crimes unit which provides investigations of complex financial crimes which is consistent with demand in the Huntington Beach environment. • The Department employs strong case and workload management techniques in the Investigative Services Division. This ensures that investigative staff time is focused on those cases with the highest solvability potential. • Core investigative units are neither understaffed nor overstaffed. ,David M. Griffith & Associates Pro -active Investigations. • The Department's in-house pro -active investigative units (e.g. vice, gangs, narcotics) are well directed and effective. • The Department has made a heavy investment in regional activities such as regional narcotics enforcement, some of which we believe are showing diminishing returns in regard to asset seizure revenues and regional enforcement activity focused on Huntington Beach. • Recommend reducing staff commitments to the Regional Narcotics Task Force and reallocate from one to two positions to a pro -active unit in patrol. David M. Griffith & Associates Internal Affairs • The process is consistent with current and progressive practice in other agencies. There is no indication based on' available data that officers are under disciplined, nor that the process favors officers when complaints arise. • Data clearly indicate that citizen complaints are declining and are significantly outnumbered by issues raised by departmental staff about their peers. • Recommended process improvements focus on increased user friendliness related to informing citizens of how to file complaints, receiving them at the Department, and providing more understandable closure information about the disposition of their complaint. • Other recommended improvements include: Providing the Department improved access to expert legal counsel on discipline and civil exposure issues. Several adjustments involving who provides input to cases as they are investigated within the Department. David M. Griffith & Associates Training • There are a number of positive and innovative aspects associated with the current training program including the Field Training Officer (FTO) program, incident and officer reaction simulation training, and links between the training program and Community Oriented Policing. • Our recommendations include - Increasing the funds allocated to training by $ 40,000 annually and give each employee control over $150 to $200 of this budgeted amount each year for attendance at specialized schools; Adding interpersonal and problem oriented skills enhancement training to the annual In. Service training program; - Developing an In -House process to enhance supervisor and management skills at the first line and middle management level; Revising the performance planning and assessment process for supervisory and middle management positions; and Developing a three year training plan which integrates all training to be done in the Department. David M. Griffith & Associates Management and Administrative Organization • The Department currently employs a relatively traditional plan of management organization which consists of four basic operating divisions, each managed by a captain. • While the current plan of organization is similar to those employed by comparably sized police departments, there are several improvement opportunities associated with the current approach. A sworn Captain currently manages the department's technical services and support functions. This an area in which the City should move toward transitioning this sworn position to a non -sworn manager as turnover occurs. The comparative roles and responsibilities of Captains versus Lieutenants are blurred and/or some Lieutenants are underutilized: .. The Investigation Division captain has a span of control of three (two Lieutenant and the Manager of the Scientific Investigation Unit) and the two lieutenants assigned to the Division have significantly different management and supervisory responsibilities. The Administrative Service Division Captain similarly has a span of control of 1 : z -- overseeing one Lieutenant ana the Department's Budget and Research Unit. David M. Griffith & Associates t. Organization and Management Staffing Recommendations • Group all technology related functions and services under a single non -sworn Technology Manager, with the Department's_ fiscal unit reporting directly to the Chief of Police. • Four Captains would be replaced by the proposed plan which provides for three Captains and a civilian Technology Manager of top quality and experience and probable compensation equivalent to the Captains when full compensation is considered. • The proposed organization retains the three current divisions of Patrol/Field Services, Investigations, and Administrative Services with Captains managing each, but eliminates two lieutenant middle management positions. • The Investigative Division Captain would be assisted by one lieutenant to manage general investigations, but would directly manage the special investigative units. • The Forensic Laboratory would be reassigned to the Technology Manager. • In Administrative Services, the Captain would directly oversee the four units noted on the organization chart, each of which is either directly supervised by or staffed with Sergeants. David M. Griffith & Associates ACTION .AGENDA CITY COUNCILIREDEVELOPMENT AGENCY CITY OF HUNTINGTON BEACH ADJOURNED REGULAR MEETING MONDAY, JULY 27, 1998 5:00 P.M. — Room B-8 Civic Center, 2000 Main Street Huntington Beach, California &A4 [,�.'05] P.M..- Room 13-8 Call City Council/Redevelopment Agency Meeting To Order Roll Call Julien, Harman, Green, Dettloff, Bauer, Sullivan, Garofalo [Present - Julien: Absent, Harman: arrived 5:10 p.m.] Public Comments [None] [Changed order of Agenda to Zo' Item] (City Council) Review Of Report Prepared By David M. Griffith & Associates On The Operational RevieW Of The Police Department Review of Police Department report which responds to the Management and Operations Analysis of the Huntington Beach Police Department prepared by David M: Griffith & Associates. (Copies on file for public review in the City Clerk's Office.) (Report recommendations reviewed by Police Chief and Council] [Changed order of Agenda to 1Sr Item] Call Closed Session, Of City Council/Redevelopment Agency Recommended Action: Motion to recess to Closed Session on the following items. [Approved 7 0] Closed Session - City Council pursuant to Government Code Section 54957.6 to meet with its designated representatives William Osness, Personnel Director, and Daniel Cassidy, Esquire, Liebert, Cassidy and Frierson, regarding labor relations matters - meet and confer with the following employee organizations: MSOA, POA, PMA, MEA, MEO, HBFA, and SCLEA. (120.80) Recess To Closed Session Reconvene [5:55 p. m. all present except Councilmember Julien arrived 5.56 p. m., Councilmember Bauer arrived 5:58 p.m.] COUNCIL/AGENCY ADJOURNMENT: To Monday, August 3, 1998 at 5:00 p.m. in Room B-8, Civic Center, 2000 Main Street, Huntington Beach, California. CONNIE BROCKWAY, CITY CLERK City of Huntington Beach 2000 Main Street - Second Floor 08127/98 11:15 AM ACTION AGENDA CITY COUNCILIREDEVELOPMENT AGENCY CITY OF HUNTINGTON BEACH ADJOURNED REGULAR MEETING MONDAY, JULY 27, 1998 5:00 P.M. — Room B-8 Civic Center, 2000 Main Street Huntington Beach, California &.00 5.'05 P.M. — Room B-8 Call City CouncillRedevelopment Agency Meeting To Order Roll Call Julien, Harman, Green, Dettloff, Bauer, Sullivan, Garofalo [Present— Julien: Absent, Harman: arrived 5:10 p.m.] Public Comments [None] [Changed order of Agenda to 20d Item] Litt/ Council) Review Of Report Prepared By David M. Griffith & Associates On The Operational Review Of The Police Department Review of Police Department report which responds to the Management and Operations Analysis of the Huntington Beach Police Department prepared by David M. Griffith & Associates. (Copies on file for public review in the City Clerk's Office.) [Report recommendations reviewed by Police Chief and Council] [Changed order of Agenda to Ist Item] Call Closed Session Of City Council/Redevelopment Agency Recommended Actign: Motion to recess to Closed Session on the following items. [Approved 7-01 Closed Session - City Council pursuant to Government Code Section 54957.6 to meet with its designated representatives William Osness, Personnel Director, and Daniel Cassidy, Esquire, Liebert, Cassidy and Frierson, regarding labor relations matters - meet and confer with the following employee organizations: MSOA, DOA, PMA, MEA, MEO, HBFA, and SCLEA. (120.80) Recess To Closed Session Reconvene 55:55 P. m. all present except Councilmember Julien arrived 5.56 p, m., Councilmember Bauer arrived 5:58 p.m.] COUNCILIAGENCY ADJOURNMENT: To Monday, August 3, 1998 at 5:00 p.m. in Room B-8, Civic Center, 2000 Main Street, Huntington Beach, California. CONNIE BROCKWAY, CITY CLERK City of Huntington Beach 2000 Main Street - Second Floor Huntington Beach, California 92648 Telephone: 714/536-5227 Internet: http./lwww.ei.huntington-beach.ca.us 07/28198 8:57 AM 4c, DMG June,1998 Volume I Final Report for the Management Audit of the Police Department CITY OF HUNTINGTON BEACH, CALIFORNIA David M. Griffith & Associates Burlingame, California 0 Table of Contents Chapter Page Number Executive Summary E -1 I. Introduction 1 II. Field Law Enforcement Operations 8 III. Communications Center Operations 35 I V . Investigative Operations and Services - 49 V . The Internal Affairs and Complaint Investigation Process 65 V 1. Assessment of Training Programs and Processes 90 V I I . Management and Administrative Organization 98 Appendixes A , Profile of Organization and Operations A - 1 B Data Collection and Evaluation Methodology Employed to Analyze Patrol Staffing B -1 C Internal Affairs Materials C - 1 D Training Profile D - 1 E Results of the Employee Attitude Survey. E -1 David M. Griffith & Associates EXECUTIVE SUMMARY EXECUTIVE SUM ARY The report which follows presents the results of the management audit of the Huntington Beach Police Department. This study was commissioned to accomplish the following: • Evaluate current staffing and workload and assess capabilities to fulfill police service objectives given current policing approaches. This included: - Evaluating service levels in the context of industry standards and service levels in comparable communities. Analyzing current staffing compared to workload and service level objectives and identifying issues in the context of current policing approaches, industry standards, and patterns in other, comparable communities. Identify staffing issues. • Identify and evaluate options for achieving overall policing objectives including staffing needs and potential changes in policing approaches. • Evaluate major support programs such as training and internal affairs processes. This Executive Summary presents our major findings and recommendations which are presented in detail in the report which follows. The report has been submitted in two volumes as follows: • Volume One contains our analysis of the Department and presents our findings and recommendations. • Volume Two contains a series of technical appendixes which contain detailed information supporting the analysis which is contained in the main body of the report. Our principal findings and recommendations follow for each of the major study areas. David M. Griffith & Associates Page E - 1 Executive Summary for the Management Audit of the Huntington Beach Police Department Comparative Overview -- The main body of the report provides the results of a comparative survey we conducted to place the Huntington Beach Police Department in a comparative context. The survey compared the HBPD to seven other departments serving comparably sized jurisdictions. The next table highlights major comparisons developed through the survey. Comparison Huntington Survey Jurisdictions Beach PD High I.Dw Average Sworn Officers per 1,000 Population 1.2 2.2 1.4 1.7 Part I Offenses Reported 7,336 22,205 9,456 14,561 Part I Offenses Per 10,000 Population 404 1,291 585 851 Part I Offenses Per Sworn Officer 34 59 35 51 Ratio of Management and Supervisory Positions as a Percent of Total Sworn- Staff Chief through Lieutenant 6.5% 7.5 % 5.1% 6.4 01D Chief through Sergeant 20.7 % 23.7 % 16.5 % 19.3 `yo Span of Control -- Management and Supervisory Staff (Chief - 1:3.8 1:5.1 1:3.8 1:4.2 through Sergeant versus sworn line staff) Sworn Positions in Special Assignments as a Percent of 20 % 22 % 10 % 16.5 % Total (pro -active units, administrative assignments) Principal conclusions which can be drawn from the survey are that: (1) Huntington Beach has significantly fewer officers per 1.,000 population than the survey jurisdictions, but also has a crime rate which is less than half the survey jurisdictions' average; (2) The HBPD is comparable to the average of the survey jurisdictions based on those measures which compare proportion of staff resources devoted to management and supervision; and (3) The HBPD is slightly above the survey jurisdiction average in terms of total available sworn staff resources assigned to special units and activities compared to the proportion of sworn staff resources assigned to the core law enforcement functions of patrol and investigations. It should be noted that management and supervisory span of control comparisons are limited to sworn staff. Since the Huntington Beach Police Department has more non -sworn staff {and David M. Griffith & Associates Page E - 2 Executive Summary for the Management Audit of the Huntington Beach Police Department functions like the Forensic Laboratory and Jail), the spans of control of HBPD management and supervisory staff are larger than those indicated in the table. From a comparative perspective, there is no indication that the HBPD is "top heavy" compared to other similar departments. Community Oriented Policing Status, We have found that the Police Department has made good progress in moving toward community oriented policing. Our specific findings are that: The program still in formative stage and progress is influenced by patrol staffing and workload issues. The critical components of a community oriented policing program are in place and working. Mechanisms are being established to begin to involve patrol officers. The Department's training program generally supports the community oriented policing program. Overall, the Department has developed a practical approach to community oriented policing which is working. Patrol Operations and Workload. A major focus of the current study was evaluation of patrol workload, staffing, and service levels. Patrol staffing and workload was evaluated compared to a time utilization pattern of 65 % call for service time and 35 % pro -active time guideline which research has indicated represents the minimum threshold for handling calls for service and providing reasonable response times. Our findings are that: Current authorized patrol staffing falls well short of levels necessary to meet recommended threshold time utilization patterns during most day and all swing shifts. When overtime use is considered, the Department is able to meet the recommended threshold time utilization patterns. It is clear that the Department's current use of overtime is not excessive since the great majority of that overtime is used to provide basic field patrol coverage. However, institutional use of overtime to provide basic patrol staffing coverage is counter to Community David M. Griffith & Associates 'age E - 3 Executive Summary for the Management Audit of the Huntington Beach Police Department Oriented Policing including building team continuity and officer - beat/patrol area relationships. As a result, we have recommended that the Department and the City convert overtime to 10 additional police officer positions for patrol. In the context of the above, the Helicopter support resource provides a valuable adjunct to patrol and is deployed consistent with call for service and workload patterns. The only other deficiency identified involving patrol and community oriented policing services and operations involves the Department's current inability to staff and deploy the pro -active mobile task force for street enforcement in support of patrol on a continuing basis. In subsequent sections of the report, we have identified several positions and functions from which we believe staff can be reassigned to provide a mobile task force on a continuing basis. We have found that the Department's Traffic Enforcement program is well staffed, deployed, and managed and' that traffic enforcement officers meet productivity guidelines. We do believe that at least two officer positions could be freed for patrol and the mobile task force by reducing accident investigations services -- limiting investigations to injury and hit-and-run accidents. • Communications. Communications is a critical patrol support function. Our analysis has indicated that: Authorized staffing of 16 dispatchers falls 6.6 full -time - equivalent positions (FTE) short of the level required based on our detailed workload analysis. As a result, we have recommended at minimum, six additional dispatcher positions be authorized with overtime employed to cover the remaining .6 FTE. We have also recommend that the Department maintain the current number of supervisors, but use supervisors to back -fill vacancies and absences as they occur to reduce overtime and cover staffing fluctuations as turnover occurs. David M. Griffith & Associates page E - 4 Executive Summary for the Management Audit of the Huntington Beach Police Department Investigations include both core or reactive investigations (which involve follow-up investigations of reported crimes) and pro -active investigations (which involve activities focused on either suppressing crimes or targeting major offenders). Our findings and recommendations related to investigative services in the Huntington Beach Police Department are as follows: Core Investigations. Investigator caseloads, as measured by the number of Part I offenses per core, line investigator are relatively low compared to other jurisdictions -- 305 per investigator in Huntington Beach compared to 400 to 650 Part I offenses per investigator in other jurisdictions including those surveyed during the study. Once misdemeanors and other cases are considered, HBPD investigative caseloads are in the range of average caseloads in comparable jurisdictions. The Department provides high investigative service levels -- especially through the economic crimes unit which provides investigations of complex financial crimes which is consistent with demand in the Huntington Beach environment.. The Department employs strong case and workload management techniques in the Investigative Services Division. This ensures that investigative staff time is focused on those cases with the highest solvability potential. Pro -active Investigations. The Department's in-house units pro -active investigative units (e.g. vice, gangs, narcotics) are well directed and effective. The Department has made a heavy investment in regional activities such a regional narcotics enforcement which we believe are showing diminishing returns in regard to asset seizure revenues and regional enforcement activity focused on Huntington Beach. As a result, we have recommended reducing staff commitments to the Regional Narcotics Task David M. Griffith cf< Associates Page E - 5 Executive Summary for the Management Audit of the Huntington Beach Police Department Force and reallocate from one to two positions to a pro -active unit in patrol. Internal Affairs. We evaluated the Department's internal affairs process and are findings are that: The process is consistent with current practice in other agencies. There is no indication based on available data that officers under disciplined, nor that the process favors officers when complaints arise. Data clearly indicate that citizen complaints are declining and are significantly outnumbered by issues raised by departmental staff about their peers. Recommended process improvements focus on increased user friendliness related to informing citizens of how to file complaints, receiving them at the Department, and providing more understandable closure information about the disposition of their complaint. Other recommended improvements include: Providing the Department improved access to expert legal counsel on discipline and civil exposure issues. Several adjustments involving who provides input to cases as they are investigated within the Department. Training. Our evaluation of the current training program resulted in the following findings and recommendations: There are a number of positive and innovative aspects associated with the current training program including the Field Training Officer (FTO) program, incident and officer reaction simulation training, and links between the training program and Community - Oriented Policing.. Our recommendations include : (1.) Increasing the funds allocated to training by $ 40,000 annually and give each employee control over $150 to $200 of this budgeted amount each year for attendance at specialized schools; (2) Adding interpersonal and problem oriented skills enhancement training to the annual In -Service training program; (3) Developing an In -House process to enhance supervisor and David M. Griffith & Associates Page E - 6 Executive Summary for the Management Audit of the Huntington Beach Police Department management skills at the first line and middle management level; (4) Revising the performance planning and assessment process for supervisory and middle management positions; and (5) Developing a three year training plan which integrates all training to be done in the Department. Management Staffing and Administrative Organization. The final chapter of the report presents our recommendations involving management and administrative organization .and staffing. We have recommended an organizational adjustment which involves converting one of the four captain, division manager positions to a non -sworn Technical Service Manager position to plan, coordinate and implement specialized technical services in the Department (e.g. communications, information systems development, and information management). It needs to be clearly understood that this recommendation retains four top management, division manager positions, but coverts one captain position to a non -sworn specialist technical manager which we believe is more consistent with providing continuing expertise in the complex and developing field of law enforcement information and communications management. The proposed organization also includes reducing middle management staffing by two lieutenant positions as retirements and other turnover occurs. The report which follows presents these findings and recommendations in more detail. David 11. Griffith & Associates Page E - 7 AGREEMENT BETWEEN THE CITY OF HUNTINGTON BEACH AND DAVID M. GRIFFITH AND ASSOCIATES, LTD. FOR OPERATIONAL REVIEW OF THE POLICE DEPARTMENT THIS AGREEMENT, made and entered into this g?,�Q t day of , 19975 by and between the City of Huntington Beach, a municipi corporation of the State of California, hereinafter referred to as "CITY", and DAVID M. GRIFFITH, LTD., an Illinois corporation registered in California, hereinafter referred to as "CONTRACTOR." WHEREAS, CITY desires to engage the services of a consultant to conduct an operational review of the Police Department in the City of Huntington Beach; and Pursuant to documentation on file in the office of the City Clerk, the provisions of HBMC Chapter 3.03 relating to procurement of professional service contracts has been complied with; and CONTRACTOR has been selected to perform said services, NOW, THEREFORE, it is agreed by CITY and CONTRACTOR as follows: 00111.4 U CONTRACTOR shall provide all services as described CONTRACTOR's Proposal dated June 2, 1997, hereinafter referred to as Exhibit "A", which is attached hereto and incorporated into this Agreement by this reference. Said services shall sometimes hereinafter be referred to as "PROJECT." CONTRACTOR hereby designates John W. Heiss, or other delegated representative, who shall represent it and be its sole contact and agent in all consultations with CITY during the performance of this Agreement. r CITY shall assign a staff coordinator to work directly with CONTRACTOR in the performance of Agreement. 4:s:G:Agree:Gri1T9517/9197 • Time is of the essence of this Agreement. The services of the CONTRACTOR are to commence as soon as practicable after the execution of this Agreement and all tasks specified in Exhibit "A" shall be completed within five months. The time for performance of the tasks identified in Exhibit "A" are generally to be shown in the Scope of Services on the Work Program/Project Schedule. This schedule may be amended to benefit the PROJECT if mutually agreed by the CITY and CONTRACTOR and not in conflict with filing deadlines of the State Controller's office. In consideration of the performance of the services specified in Exhibit "A" CITY agrees to pay CONTRACTOR as described in Exhibit "A," entitled "Cost Data," not to exceed $81,000. In the event CITY requires additional services not included in Exhibit "A," or changes in the scope of services described in Exhibit "A," CONTRACTOR will undertake such Nvork after receiving written authorization from CITY. Additional compensation for such extra work shall be allowed only if the prior written approval of CITY is obtained. 6. METHOD OF PAYMENT A. CONTRACTOR shall be entitled to payments in accordance with the payment schedules set forth in Exhibit "A". B. Delivery of work product: A copy of every technical memo and report prepared by CONTRACTOR shall be submitted to the CITY to demonstrate progress toward completion of tasks. In the event CITY rejects or has comments on any such product, CITY shall identify specific requirements for satisfactory completion. Any such product which has not been formally accepted or rejected by CITY shall be deemed accepted. C. The CONTRACTOR shall submit to the CITY an invoice for each progress payment due. Such invoice shall: 2 4:s:&Agree:GriM5%719l97 1) Reference this Agreement; 2) Describe the services performed; 3) Show the total amount of the payment due; 4) Include a certification by a principal member of the CONTRACTOR's firm that the work has been performed in accordance with the provisions of this Agreement; and S) For all payments include an estimate of the percentage of work completed. Upon submission of any such invoice, if CITY is satisfied that CONTRACTOR is making satisfactory progress toward completion of tasks in accordance with this Agreement, CITY shall promptly approve the invoice, in which event payment shall be made within thirty (30) days of receipt of the invoice by CITY. Such approval shall not be unreasonably withheld. If the CITY does not approve an invoice, CITY shall notify CONTRACTOR in ,,A citing of the reasons for non -approval, within seven (7) calendar days of receipt of the invoice, and the schedule of performance set forth in Exhibit "A" shall be suspended until the parties agree that past performance by CONTRACTOR is in, or has been brought into compliance, or until this Agreement is terminated as provided herein. D. Any billings for extra work or additional services authorized by CITY shall be invoiced separately to the CITY. Such invoice shall contain all of the information required above, and in addition shall list the hours expended and hourly rate charged for such time. Such invoices shall be approved by CITY if the work performed is in accordance with the extra work or additional services requested, and if CITY is satisfied that the statement of hours worked and costs incurred is accurate. Such approval shall not be unreasonably withheld. Any dispute between the parties concerning payment of such an invoice shall be treated as separate and apart from the ongoing performance of the remainder of this Agreement. 3 4:s:G: Agree:Gri f19517l9/97 ! 0 963311 •► Kai M 06► No CONTRACTOR agrees that all materials prepared hereunder shall be turned over to CITY upon termination of this Agreement or upon PROJECT completion, whichever shall occur first. In the event this Agreement is terminated, said materials may be used by CITY in the completion of PROJECT or as it otherwise sees fit. Title to said materials shall pass to the CITY upon payment of fees determined to be earned by CONTRACTOR to the point of termination or completion of the PROJECT, whichever is applicable. CONTRACTOR shall be entitled to retain copies of all data prepared hereunder. CONTRACTOR shall indemnify and save and hold harmless CITY, its officers and employees, from any and all liability, including any claim of liability and any and all losses or costs arising out of the negligent performance of this Agreement by CONTRACTOR, its officers or employees. CONTRACTOR shall comply with all of the provisions of the Workers' Compensation Insurance and Safety Acts of the State of California, the applicable provisions of the California Labor Code and all amendments thereto; and all similar state or federal acts or laws applicable; and shall indemnify, defend and hold harmless CITY from and against all claims, demands, payments, suits, actions, proceedings and judgments of every nature and description, including attorneys' fees and costs presented, brought or recovered against CITY, for or on account of any liability under any of said acts which may be incurred by reason of any work to be performed by CONTRACTOR under this Agreement. 4 4:s:G: Agree: Gri ffz15W/9/97 0 0 CONTRACTOR shall obtain and furnish evidence to CITY of maintenance of statutory workers' compensation insurance and employers' liability in an amount of not less than $100,000 bodily injury by disease, each employee, and $250,000 bodily injury by disease, policy limit. In addition to the workers' compensation insurance and CONTRACTOR'S covenant to indemnify CITY, CONTRACTOR shall obtain and furnish to CITY the following insurance policies covering the PROJECT: A. General Liability Insurance. A policy of general public liability insurance, including motor vehicle coverage. Said policy shall indemnify CITY, its officers, agents and employees, while acting within the scope of their duties, against any and all claims arising out of or in connection with the PROJECT, and shall provide coverage in not less than the following amount: combined single limit bodily injury and property damage, including products, completed operations liability and blanket contractual liability, of $1,000,000 per occurrence. If coverage is provided under a form which includes a designated general aggregate limit, the aggregate limit must be no less than $1,000,000. Said policy shall name CITY, its officers and employees as Additional Insureds, and shall specifically provide that any other insurance coverage which may be applicable to the PROJECT shall be deemed excess coverage and that CONTRACTOR'S insurance shall be primary. B. Professional Liability Insurance. CONTRACTOR shall acquire a professional liability insurance policy covering the work performed by it hereunder. Said policy shall provide coverage for CONTRACTOR'S professional liability in an amount not less than $500,000 per claim. A claims made policy shall be acceptable. 5 4:s:G:Agree:GriM5' 9l97 i .• • ::► Prior to commencing performance of the work hereunder, CONTRACTOR shall furnish to CITY certificates of insurance subject to approval of the City Attorney evidencing the foregoing insurance coverages as required by this Agreement; said certificates shall provide the name and policy number of each carrier and policy, and shall state that the policy is currently in force and shall promise to provide that such policies will not be canceled or modified without thirty (30) days prior written notice to CITY. CONTRACTOR shall maintain the foregoing insurance coverages in force until the work under this Agreement is fully completed and accepted by CITY. The requirement for carrying the foregoing insurance coverages shall not derogate from the provisions for indemnification of CITY by CONTRACTOR under this Agreement. CITY or its representative shall at all times have the right to demand the original or a copy of all said policies of insurance. CONTRACTOR shall pay, in a prompt and timely manner, the premiums on all insurance hereinabove required. CONTRACTOR is, and shall be, acting at all times in the performance of this Agreement as an independent contractor. CONTRACTOR shall secure at its expense, and be responsible for any and all payment of all taxes, social security, state disability insurance compensation, unemployment compensation and other payroll deductions for CONTRACTOR and its officers, agents and employees and all business licenses, if any, in connection with the services to be performed hereunder. 6 4: s:G:Agree: GrifT9 517! 14197 �_U 1► 1 # ► # ► U ► All work required hereunder shall be performed in a good and workmanlike manner. CITY may terminate CONTRACTOR's services hereunder at any time with or without cause, and whether or not PROJECT is fully complete. Any termination of this Agreement by CITY shall be made in writing, notice of which shall be delivered to CONTRACTOR as provided herein. This Agreement is a personal service contract and the supervisory work hereunder shall not be delegated by CONTRACTOR to any other person or entity without the consent of CITY. CONTRACTOR shall not apply for a patent or copyright on any item or material produced as a result of this Agreement, as set forth in 41 CFR I-9.1. 8T I U 116rd: Me] MR CONTRACTOR shall employ no CITY official nor any regular CITY employee in the work performed pursuant to this Agreement. No officer or employee of CITY shall have any financial interest in this Agreement in violation of California Government Code §§1090, et seq. 17. NOTICES Any notice or special instructions required to be given in writing under this Agreement shall be given either by personal delivery to CONTRACTOR's agent (as designated in Section 1 hereinabove) or to CITY's Director of Administrative Services as the situation shall warrant, or by enclosing the same in a sealed envelope, postage prepaid, and depositing the same in the United States Postal Service, addressed as follows: 7 4:s:G: Agree;Gri iixi51719197 TO CITY: TO CONTRACTOR; Robert Franz, Deputy City Administrator David M. Griffith and Associates, Ltd. City of Huntington Beach 1633 Bayshore Highway, Suite 380 2000 Main Street Burlingame, CA 94010 Huntington Beach, CA 92648 u�I Wj 13XIT4 I •► CONTRACTOR shall be responsible for full compliance with the immigration and naturalization laws of the United States and shall, in particular, comply with the provisions of the 8 U.S.C. § 1324 regarding employment verification. CONTRACTOR and CITY agree that CITY is not liable for payment of any subcontractor work involving legal services, and that such legal services are expressly outside the scope of services contemplated hereunder. CONTRACTOR understands that pursuant to Huntington Beach City Charter § 309, the City Attorney is the exclusive legal counsel for CITY; and CITY shall not be liable for payment of any legal services expenses incurred by CONTRACTOR. 20. ENTIRETY The foregoing, and Exhibit "A": attached hereto, set forth the entire Agreement between the parties. 8 4: s: G: Agree: Gri fl95 %7l9197 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by and through their authorized offices the day, month and year first above written. DAVID M. GRIFFITH & ASSOCIATES, ----Mi:chael-C_. RMo'unnt,_ Vice P re sident By: w �►�b"�- Teti.. W print name ITS: (circle one) Chairman/President/Vice President b: V•t+Ws CITY OF HUNTINGTON BEACH, A municipal corporation of the State of California Mayor ATTEST: By: Vv AMA" r City Clerkold Wolf, SerrgtaryefZt�asure print name ITS: (circle onecr hief Financial Offcerl/ sst. Secretary( reasu er REVIE,' ED AND APPROVED: APPROVED AS TO FORM l City Attorney INITIATED AND APPROVIX: 0 4:s:G:Agree: Grifi95 %7/9/97 SENT BY 7-21-37 : 18:16 :ASSOCIATED KZXIB - 4-15 ?S9 (A-46:i 2/ 4 a GERTIFICA�6OF LIABILITY INSUF �. R DO �-4 a5 97 ►reEectexs df �� QKY A-TWANNO NO iMM M UPON TE As awAotmd Agenr-i-N , Iaa . t 701 Golf Rd, ToWer 3, 7 th 71r %� HOLOOL 1660 QtStTlp "Tk 0M NOT AMMO. t7C1 = OR AL7t:R TW CCVW AW AFFORDO BY TW POIdM BELOW. COWANIpC0 AFFMINaVTMGE polling Msedons IL $0000-4267 `OQ Q f� r�r Frieda+ais y Q 847-627-IJOO FUN& j24 GO~XIT X rU.ard Insurance Ca cu� 0 National Union sire Ins Co oornwnr C V&vid W Griffith 6 Assoc. 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Liability Limit ppCrelpnpr rJroroMnOrA�ad� bore # 7lsaah I is Ars arse! to ar M Grl�= tc3s.dvi C MF1CAIN NOL!<3ER CANCELLATION CM'X111 souaAWOrmCAPMOoi6sMPQL*nNgL%VMWSPMIN VWMTM OA'N n , THE r+alw.� uorr►aw ,�e L wNe�rfllll'EC � city of ihi4ts imyton mooch AL-am1MR11wN0i1C� ID 11tE CERIE�.AT� M4�� i1�FA�T1� Liifr, AttA: Dan"O Coolter 2000 X&Ln 9trert tools Huntington 8aarb G 02648 i of J&4A4'Cj dl/ ACM 21-v ilmm O&CORD CORPORAM M 110 r. .y t JLL.-21-1997 17r03 70B427.3559 _ 91 % P . o2 Z0'd 9bSO SSE STV 31HtioN!-1�-,,f18 Lowa vT :LT L65T-T2-- fnf POLICY NUMBER: 0.1r &AOJO C ClA1. 0151W911/LL LIABILITY ca 20 10 10 93 THIS -ENDORSEMENT CHANGES THE POUCY. PLEABE REAP IT CAREFULLY, ADDMONAL INSURED - OWNERS, LESSEES OR CONTRACTORS (FORM S) Th+a endoram+ent FAbdllle• insurance provkW vadsv the hollowing, COMMditCIAL G[NE AL LIABILITY COVIRAOR PART SCMIDUL6 Name of Fenian or Qrryenbaation" GSTY of J1UfiTxff.'7' M BUCH 2000 karts STREET UUNTSXCTON 98ACB CA 92648 (II no envy appears above, Iniprmtllon rtgylnd to carnpleM thla Ondoraarnant will br Shown In the Declara- UGN at opoeshls Ia this ondorsemans.) W 40 IS AN INSURED (Section R) Is am*Wed to Include as an Wurtcd the person yr organlsrtian hown in thr Sohradula, but anty whh tupat to iia lily &Wnp out of VW an00ing opMt;0p; pal�rrned lar thot In- "d. xxagme DAYID R OMPITii S ASSOCIATE& LTD 630 DUNWE ROAD SUITA' $200 I &WMBRWK IL 60062 P OWIC^ER c 4580C.TATSD ACEAICIRS INC TAU= 000TNTNTAL ItWW 1701 GOW ROAR SUXTR #700 ROL."MG )WAD= IL 60008-4267 Authortred Rapraaantativ� Cb 20 19 10 Iis Copyriot. IrtMInce Ssrvim Mika, Inc^ t VVZ 0 JLL-21-1997 17: 03 71BA273559 91% P.03 5"A'A a5,2 69F STn -- �W�� h�?,L.-,3 DWG - ST :�_T r_C_4I-T; -Inr 0 ATTACHMENT #2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 '1 DMG Proposal to Conduct an Operational Review of the Police Department CITY OF HUNrINGTON BEACH David 1NL Griffith & Associates Burlingame, California 0 June 2,1997 P E4 • 1 DAVID M. GRIFFITH & ASSOCIATES. LTD. Professional Services for the Public Sector Burlingame Office Center '1633 Bayshore Highway. Suite 380 D M G Burlingame, California 94010 415.259.1200 Fax:415.259.0546 1 J 1 1 Richard Amadril Central Services Manager City of Huntington Beach 2000 Main Street Huntington Beach, CA 92648 Dear Mr. Amadril: i June 2, 1997 David M. Griffith and Associates is pleased to present their proposal to conduct an operational review of the Huntington Beach Police Department. The proposal, which follows, is presented consistent with the format requested in your Request for Proposal. We believe that we offer a project team with the depth of experience and analytical skills to conduct this assignment. The following paragraphs summarize key aspects of the firm's and project team's strengths in law enforcement management and operations analysis. • Our proposed project team has conducted staffing and operations studies of more than 80 Police and Sheriffs Departments across the United States. Each of these projects have involved the major components required in this project. • As noted in more detail in the main body of the proposal, our project team will be staffed by senior, experienced analysts who have extensive experience analyzing law enforcement agencies and managing police operations and services. In addition, our team has broad experience in benchmarking police services and best practices, gained through our major benchmarking project completed about one year ago for the City of Los Angeles. In addition to bringing broad law enforcement experience to this project, we feel that the approaches we utilize provide the maximum amount of interaction with the client in terms of input to the process and emphasis on developing "buy in" for study findings and recommendations as the study proceeds. These approaches are described in the main body of our proposal which follows this letter. The proposed price quoted in the proposal is valid for a period of 90 days from the date of this proposal. xecutiue;, ummaryK€. A,lii.t €164.1 :€ ��.if �l.ri16i:� : !a.l-,_ ..�fr€s?.�u ".,11x. H 0 �._ Police Department Opettional Review Proposal 1 F 1 1 1.1 1 We hope to have the opportunity to present our project team to you as your selection process proceeds. If you have any questions, or require additional information, please call me at (415) 259 - 1200. Sincerely, W John W. HeissthC Director �kp :e 2 :: ____......__mmmm.._..___ I . BACKGROUND AND ' APPROACH Over recent years, the City of Huntington Beach has conducted a ' series of management audits and operational reviews of a number of operating departments and service functions. In this context, the City is now commissioning an operational review of the Huntington Beach Police Department. ' The Police Department is the largest department in the City organization and, for some years, has had a reputation across the state for innovation and quality service. As currently organized and supported, the Police Department is a large, complex organization which provides the full range of law enforcement services the full scope of support services which ' include aviation support of field operations and jail/detention services. With a current annual operating budget of $ 33 million, the Police Department consumes about 34 % of General Fund resources. Projections indicate that the Department budget is expected to grow to $ 37.5 million in ' General Fund resources and an additional $ 1.4 million in other funds by the 2001 - 02 fiscal year even if current sworn and non -sworn staffing ' resources are held constant. The Department faces relatively high demand for law enforcement services as demonstrated by the following: • Annually, the patrol force responds to about 197,000 calls for police service for an average of about 540 calls per day. With 97 ' filled police officer positions in patrol, current call for service workload averages about 11 call for service per shift for each of ' the Department's field patrol officers before other call handling approaches such as differential response are considered. When average call handling time, back-up, and other related factors are considered, call demand is high considering the ' actual number of line officer positions which are filled. • Currently, 24 line investigators are assigned to basic ' investigations (other than pro -active assignments like vice and narcotics and gangs). Line investigative staff handle an average of about 770 cases per year per line investigator which ' is at the upper end of the range compared to other medium to large California Police Departments for which average cases per year per investigator fall in the 500 to 750 range. ' The Department aviation unit, equipped with three helicopters, flies 3,200 hours per year in support of field and other Departmental operations. This results in an average of 8.7 hours per day of patrol support which compares to a range of 8 to 16 hours per day for those generally comparable Southern ' David M.- Griffith & Associates Page : 1 1 1 1 1 Proposal to Conduct an Opel ational Review of the Huntington Beach Police Department California cities which operate in-house aviation support units. While it is generally recognized that law enforcement service demand in Huntington Beach is high and that law enforcement services are a high priority for the City Council and the City, the continuing cost - revenue pressures which face Huntington Beach, like many other California cities in the `90's, dictates that the significant resources allocated to the Police Department be utilized as efficiently as possible. In that context, the City has decided to conduct a focused operational review of the Police Department. The principal objectives of the study are as follows: Conduct a detailed evaluation of line, police patrol services to determine if currently available resources are scheduled, deployed, and utilized in the most cost-effective manner consistent with public and officer safety. This needs to include consideration of demands associated with the Department's community policing program; potential to handle service demands in alternative fashion such as differential response; and utilization of sworn and civilian personnel in the field. Analyze investigative case assignment, case handling, and investigator caseload to determine optimum staffing requirements. This needs to include evaluation of case screening and assignment practices; tools available to investigators to support investigative activities and enhance productivity such as case enhancement systems and approaches; and the potential to civilianize additional components of the investigative service operation. An additional study focus involves evaluation of current approaches for deploying investigative personnel on major crime incidents. Evaluate communications center staffing and workload and identify- staffing needs considering: (1) Call for service and other workload distribution by time of day and day of week; (2) Factors impacting communications staff availability including turnover and sick leave impacts; and (3) Impact of overtime on staff performance and operating costs. Analyze jail staffing and determine optimum staffing considering facility characteristics and fixed post requirements; detention officer and inmate safety; current use of overtime; and basic operating demands as they vary by time of day and day of week. In the context of the above, determine if current controls related to authorization for and use of overtime are appropriate to ensure effective utilization of available resources. DCIV' id.M. Griffith & Associates Page 2 . 1 1 1 1 1 Proposal to Conduct an Opelational Review of the Huntington Beach Police Department Review and evaluate the current plan of management and supervisory staffing to ensure that management and supervisory personnel are assigned, scheduled and deployed as cost-effectively as possible; and that spans of control are adequate to ensure both cost-effectiveness and effective internal control and organizational communication. • Evaluate the Aero Bureau to determine if current flight schedules and support approaches are cost-effective; helicopter fleet size is consistent with efficient use of resources; and determine the appropriate approach to capital replacement scheduling and financing. In addition to the efficiency and productivity issues noted above, the study has two additional objectives: Evaluate the Internal Affairs approach and processes currently employed by the Department to ensure that the process is responsive to community concerns and demands. • Analyze officer training to determine if the current program is consistent with development and maintenance of officer skills and capabilities. The next section provides an overview of how we would approach the project. Dai id.M.:Griffith `& Associates -Page-3' n u 1 • Proposal to Conduct an Opeeational Review of the ' Huntington Beach Police Department I II. METHODOLOGY Any evaluation of service levels and resource requirements for a t policing agency needs to take into account the specific characteristics and environment of the community being served. While comparative officer/population ratios are interesting from the broad perspective, they are insufficient to support defensible judgments about the adequacy of police ' resources available to or required by a specific community. As a result, we have structured an approach which, first, examines in detail the unique workloads and service level characteristics of each function in the ' Department; and secondly, an approach which is interactive and involves the participation of all staff in the Huntington Beach Police Department. Our basic approach to evaluating staffing and resource needs would be ' heavily focused on the following components: (L) Detailed Data Oollection_and Analysis ' Documenting, in detail, current demand for police service in Huntington Beach including calls for service, t investigative caseload, communications workload, and the like. • Concurrently, document how staff resources in all components of the Department are deployed and utilized including: ' - Patrol and traffic deployment by time of day and day of week. ' - Supervisory staffing and deployment related to the above. ' - Dispatch staffing by time of day and day of week. - Jail fixed posts and coverage requirements; t variations in booking volume; variations in inmate population; and facility characteristics which impact intake and inmate supervision ' staffing. - Program and basic work assignments of all staff ' in the context of the above. • Document and analyze current service levels from two ' perspectives: - Basic quantitative performance indicators (e.g. ' response times; level of self -initiated activity; time Daiuid M:Griffith.&:Associates Page 4: Proposal to Conduct an Operational Review of the ' Huntington Beach Police Department available for pro -active patrol and self -initiated ' activity; traffic enforcement index; investigative caseloads; etc.) compared to industry standards/research results and/or service levels observed in other, comparable communities. - Qualitative performance indicators such as ' community feedback (positive/negative); training; special community -oriented programs, events, etc. ' Define alternative service levels based on the results of the previous analysis. Definition of alternative service levels will need to be based on a consultative process ' between the project team and the Police Department, the City Council, the City Manager, and others identified at the beginning of the study, involving the following: ' - Response time targets. ' - Level and content of pro -active activity desired. - Scope and content of community oriented policing ' activities. Nature and quality of services provided to citizens. ' Then, evaluate and define specific staffing requirements in each covered service function in the Huntington ' Beach Police Department required to achieve defined service level objectives. ' • Finally, ensure that systems, procedures, and controls have been developed and are in place to support achievement of overall goals and service level objectives. ' (2.) Interactive Shady Process. In our extensive previous work with police agencies, we have t found that a successful project which results in positive change in the organization being analyzed needs to be based on a study process which involves the Department in the project and through that ' involvement, builds "ownership" in project recommendations and results. To achieve that involvement, we would propose a multi- faceted approach which consists of the following components: ' At the beginning of the project, we would conduct a series of orientation meetings with the Police ' Department to explain the study and note how employees Dauid M :Griffith :& -Associates`. : Page..5 <<> _ 1 Proposal to Conduct an 01ftional Review of the ' Huntington Beach Police Department will be involved. - This would include preparation of a simple brochure which would describe the project and ' introduce the study team. The brochure would be distributed to all staff in the Police Department. • We would also propose to establish a study review process with the following components: ' - Working with a project steering committee over the course of the project. This would include reviewing and critiquing our findings, conclusions and recommendations as they are developed. The project work schedule later in this proposal suggests the timing of the project ' steering committee meetings including the progress reports which would be presented for review and discussion at each meeting. ' Representation of the group could vary but should include departmental and city members. ' - A staff level review committee. We would plan to meet with the staff level review committee at three distinct points during the project as follows: (1) ' upon completion of our profile of Department operations and services to ensure that we have accurately captured work responsibilities; operations; and services; (2) upon completion of the issue list so that the Department staff are aware of and have a chance to react to our ' preliminary findings related to improvement opportunities; and (3) to review and discuss our recommendations. ' The next section describes our proposed work plan for conducting the proj ect. 1 David X Griffith:& Associates Page :6: • r� R a 0 vF 1 1 • Proposal to Conduct an Operational Review of the Huntington Beach Police Department III. WORK PLAN The paragraphs, which follow, provide a description of the tasks the project team would complete in this assignment. Section VI provides a chart which shows the timing for completing each work task, and identifies when progress reports would be delivered to the project steering committee if one is established. Attitudes• • rddstingr Law Enforcement To fully evaluate staffing and resource needs related to the delivery of law enforcement services in Huntington Beach, the project team will need to develop an in-depth understanding of attitudes towards existing service levels and the unique characteristics of policing programs and community protection needs. To provide this level of understanding, the project team will accomplish the following: • Interview each member of the City Council, City Manager, top ' management in the Huntington Beach Police Department, and other key representatives from the community (as identified by City representatives). ' These initial interviews would focus on determining individual attitudes toward current law enforcement service levels, ' programs, and community protection needs, including the following: ' - Adequacy of existing service levels in terms of response times; scope and content of community -oriented policing activities undertaken to date by the Police Department. ' - The ability of the Department to keep up with growth and change in the community. ' - Police Department responsiveness to basic community public protection needs. ' - Perceived gaps in existing service levels. • We would also collect basic documents which "define" the t Department internally and externally (e.g., goals and objectives, mission statements, etc.). I We would also conduct the project "kick-off' meetings as described in Section II of this proposal. David Nl. Griffith & Associates ..age.: 1 1 • Proposal to Conduct an Optional Review of the ' Huntington Beach Police Department Based on the results of these interviews and initial data collection, ' the project team would prepare an issue list which would provide the basis for subsequent analytical steps. Task 2 -- Doeiunent Em ]oyee Attitudes Toward Departmental ' SJMngths And Improvement Opr i 'ties,. To fully evaluate the issues identified in the Request for Proposal, it is important that the project team understand employee perceptions in the Huntington Beach Police Department. This input needs to be accomplished before in-depth analysis of the various organizational, staffing, and ' management organization issues to be dealt with over the course of the project. Documentation and analysis of employee attitudes will consist of the following worksteps: • Preparation of a confidential questionnaire to be distributed to all sworn and non -sworn civilian employees. The project team ' will structure a questionnaire which "fits" the unique characteristics of the Huntington Beach Police Department. Analysis of questionnaire results, differentiating among ' responses by employee type (sworn versus non -sworn); managers and supervisors versus line employees. • Preparation of an issue paper which summarizes questionnaire results and identified specific areas which need more extensive exploration in subsequent study work tasks. ' The results of the questionnaire and the issue paper would be made available to all employees. ' In-depth review of questionnaire results with the Police Department and the project steering committee. ' It should be also noted that employee attitudes and ideas for improvement will be further explored in subsequent project work tasks through individual and group interviews, including patrol "ride alongs" by ' members of our project team. Task 3 -- Analyze Existing Se dee Levels And Demand For Police ' SrN-ices In Huntington Beach A key to this analysis is the development of a detailed understanding ' of workloads and service levels in the Huntington Beach Police Department. This understanding needs to be developed in the following contexts: ' Quantitative indicators of police service levels and workload including call for service demand; response times to calls for service by priority level; level and type of proactive activity David M ::Griffith &.-Associates Page 8. 1 1 1 Proposal to Conduct an Operational Review of the Huntington Beach Police Department undertaken by both patrol and other units; investigative workloads; and the like. • Qualitative or more subjective indicators of existing service approaches. To develop this level of understanding, we will document and analyze workload and service levels as described in the sub -paragraphs, which follow. Task 3.1 -- Patrol Progams And Services. We will profile and analyze field patrol services in terms of the following: • Employing data extracted from dispatch information and available departmental reports, field patrol workloads and service levels will be profiled and analyzed in terms of the following: Community -generated call for service demand by time of day and day of week for the last twelve months. This will include: • • Call frequency. • • Time required to handle calls for service. • • Availability of back-up. • • Time required for back-up. • • Geographical location or neighborhood in the City. Response times by priority of call for service handled. This will include: • • Average response times for all priorities of calls for service. • • Distribution of response times by priority of calls. • • Any variations in response time performance by time of day, day of week, or neighborhood of the City. Davi&M.' Griffith & Associates Page 9 1 Proposal to Conduct an Optional Review of the 1 Huntington Beach Police Department Number and type of calls handled by other means including use of non -sworn Community Service Officers, and the like. • Levels of officer -initiated activity. Officer -initiated activity will need to be documented and analyzed in terms of the following: Various quantitative indicators of officer -initiated activity will be examined. This would include such activities as: • • Field stops/field interrogations. • • Traffic stops. • • Other self -initiated activity. • • Activities resulting from directed patrols. For a sample period, the scope and content of any patrol plans prepared for field patrol staff would be examined. This would focus on understanding: • • Time required to execute patrol plans. • • Performance expectations. • • Community oriented goals and action plans. • • Other factors, as appropriate. • Document actual field patrol deployment practices with existing staffing levels in field patrol. Through analysis of rosters and other appropriate documents, the project team would document actual field patrol deployment in terms of the following: Scheduled deployment by time of day and day of week. Factors impacting units actually deployed compared to the number scheduled considering the following: • • On -shift court appearance requirements. Dauid:lff.Griffith chi Associates PageO 1 1 Proposal to Conduct an Op*tional Review of the Huntington Beach Police Department • • Sick leave, vacation and other time -off requirements. • • Special assignments. • • Training. • • Other factors impacting deployment and availability. • Then, the project team would employ a computer model we developed to evaluate field patrol staff utilization at existing staffing levels given actual deployment and workload demands. This model would be utilized to identify the time available for preventive patrol and other proactive activities given actual deployment and call for service demand. • Concurrently, the project team would interview key staff at all levels in the patrol operation to develop a detailed understanding of how the patrol program works from a number of perspectives including: Preferred level of uncommitted time necessary to allow field officers to direct patrol. The extent to which patrol officers are involved in follow-up investigations. As noted earlier, level and content of patrol plans based on review of any existing plans targeting community -oriented activities by officers. This data would be augmented by ride-alongs and interviews with field patrol officers. Problems associated with implementing and ' maintaining targeted patrol levels at existing staffing levels and workloads. ' Document the uses, availability and deployment of Sergeants by time of day and day of week. Through interviews, develop a detailed understanding of the ' mixture of command and supervisory responsibilities as well as associated issues. ' Based on the above, the project team would develop a set of measures to clearly define existing field patrol service levels. This analysis could be expected to include: Davtd.M <:Griffith & Associates Page.11: n 1 1 1 Proposal to Conduct an Op• tional Review of the Huntington Beach Police Department • Response times. • Availability of uncommitted time to support proactive activities. • Availability of back-up from the perspective of overall availability as well as timeliness. Task 3.2 -- Traffic Enforcement Traffic enforcement operations and service levels would be documented in terms of the following: • Scheduled and actual deployment of traffic enforcement personnel by time of day and day of week • Current workload including the following: Accident investigations. Extent to which traffic enforcement personnel are being assigned calls for service as primary units and/or back-up of other field patrol activities. • How traffic enforcement and accident investigation workloads are planned, prioritized and handled. • Level of patrol officer -initiated activity related to traffic enforcement including citation production on a per officer basis. • How traffic enforcement officer activities are targeted by the Traffic Enforcement Unit. • Service levels, measured for example by the Traffic Enforcement Index, would also be evaluated. Task 3.3 Investiewations. Investigative workloads and service levels would be analyzed in terms of the following: • Current investigative policies including case screening approaches; types of cases "worked" by case type; and other policies which impact time utilization and workload of investigative personnel. • Based on interviews with the Investigative managers and supervisors and each of the staff members assigned David M Griffith & Associates Page 2Z 1 171 1 1 1 Proposal to Conduct an 01t tional Review of the Huntington Beach Police Department to the Unit, document current caseloads and case status by case type. Based on the above, evaluate existing investigative service levels from the perspectives of: Current caseloads compared to patterns observed in other law enforcement agencies with effective case management approaches. The extent to which cases with "leads" can be worked with a relatively high likelihood of solvability given existing staffing levels and case management approaches. - Elapsed time between initial report, assignment of a case to a Detective, and actual working .of that case by a Detective. - Coordination of cases with patrol personnel. • Current policies and approaches associated with call out and assignments associated with major crimes investigations including: Frequency of occurrence and associated staff time commitments over the last three years. Current standard operating procedures involving stand-by and call out including compensation policies and costs associated with the above. Roles and responsibilities of all staff involved in the major crime investigation and evidence collection process. Task 3.4 - Communications. Document current communication and dispatch operations from the following perspective: • Current staffing and assignment of all communications personnel by shift and day of week. • Internal structure of including dispatch and and other assignments. communications assignments call taking; shift supervision; David 11�f ;Griffith &:�Associate5 Page I3= • Proposal to Conduct an Optional Review of the 1 1 1 Huntington Beach Police Department • For the last three to five years, turnover rates for communications personnel including time required to recruit and train replacements. • For the last three years, net communications staff availability based on vacation, sick leave, turnover, and training time requirements. • Scope and content of training provided to communications personnel on a continuing basis. • For the last three years, use of overtime related to communications operations. Task 3.5 - Jail Operations. Document jail operations in terms of the following: • Current staffing by classification and assignment including: Staff scheduling and deployment by shift and day of the week. Post assignments by day of the week and shift. Fixed post structure associated with booking and intake; internal and external inmate movement; inmate security. • Jail facility characteristics including capacity and layout which impact posts and associated staffing needs. Also determine California Board of Corrections rating and most recent inspection results for the jail facility. • Intake volume by time of day and day of week for the most recent twelve month period available. • Jail population patterns including: Average daily population by day of week. Peaks in population by day of week and time of day over the last twelve months. • Basic daily operating schedules associated %krith the jail including meal schedules; inmate movements; and the like. Ddvid :M. ;Griffith '& Associates Page 24< 1 1 1 1 0 Proposal to Conduct an Operational Review of the Huntington Beach Police Department • Use of overtime for the last three years. Task 3.6 - Aero Bureau. • Document current assignments and scheduling for all staff assigned to the Bureau. • Document flight schedules by time of day and day of week. • Profile current cost structure of the Aero Bureau including staff and equipment operating costs. • Document current provisions for helicopter replacement including any replacement schedules and any reserves for capital replacement - includes annual provisions for set asides to fund capital replacement. • Profile the activities of the Aero Bureau including patrol support' pro -active unit support; and administrative support of Departmental and other City activities by time of day and day of week for the last twelve months. • Review operating and maintenance records and determine unit availability patterns over the last twelve months. Task 3.7 -- Management and Sunexvi,sQry Organization. This sub -task would document principal characteristics of the current plan of administrative organization including: • Basic responsibilities and time allocations by task of all personnel in command and supervisory positions. • Current spans of control and nature of all reporting relationships. • Nature and characteristics of internal lines of communication. The Department's training program would be documented in terms of the following: • Current training objectives for line, supervisory, and management personnel. David.M.: Griffith & Associates _ Page 15. 1 1 1 1 1 1 1 Proposal to Conduct an O' P Ptional Review of the Huntington Beach Police Department • How training needs are assessed and prioritized. • How training opportunities for non -mandated and specialized training are allocated to sworn personnel. • Scope and content of mandated and optional training provided to sworn officers over the last three years based on sampling of training records of staff at all levels. • Current use of in-house versus external training resources and sources. • Role and responsibilities of all staff assigned to training program development and coordination. Task 3.9 - Internal Affairs Process. • Document structure of current process for investigating externally and internally generated complaints including: Staff assigned to investigate complaints. Procedures for receiving citizen generated complaints. Structure of the review and disposition process including provisions for citizen involvement, if any. • Document nature and disposition of complaints received and resolved over the last three years. • Select sample cases and conduct follow-up interviews with complainants to document attitudes toward the process and process results. Y x The results of Task 3 would be documented in the form of a narrative and statistical profile of Departmental workload, service levels, and organization and operations which will provide the basis for subsequent analysis. This profile would be circulated among key Departmental staff to ensure accuracy and reviewed with the project steering committee, when completed. David M.. Griffith & Associates Page Zfi` 1 1 1 Proposal to Conduct an OpPational Review of the Huntington Beach Police Department The results of the previous Task would be analyzed to identify issues and improvement opportunities associated with current Huntington Beach Police Department operations. This analysis would focus on such areas as the following: How do existing departmental service levels compare to generally accepted industry standards such as response times, time available for proactive patrol, investigative caseloads, and the like? Given existing field patrol staffing and workload, is there sufficient staff time to effectively provide directed patrol? What are the implications for fully implementing community policing? Are there areas where there are opportunities to improve productivity and/or cost-effectiveness by modifying existing service approaches or procedures? This would include: Are there opportunities to increase civilianization? Can call screening and differential response be increased without detrimental impact on existing service levels? Are there method improvement opportunities? Are there areas where staff utilization fall below generally accepted standards? The major focus of Task 4 would be to identify those areas of Departmental operations, if any, where modifications could increase cost- effectiveness without impact on current service levels. Opportunities would be identified in detail and quantified in terms of their impact on staffing requirements. Task 5 -- Evaluate E testing Programs And Service Levels. While a number of service level standards exist in law enforcement literature, definition of how those standards relate to a specific community and impact public protection is heavily judgmental. For example, while the overall goal of the Police Department is public protection, it is virtually impossible to validly relate most programs and services to a specific impact resulting from such indicators as crime rates, arrest and clearance rates and the like. Daui&M .Griffith & Associates Pageli Proposal to Conduct an Operational Review of the ' P P Huntington Beach Police Department ' Nevertheless, to evaluate Departmental operations and required staffing levels, the project team will need to establish specific measures of service which can be employed. As a result, in completing this Task, the ' project team will take the following approach: • Identify service level alternatives related to each major service ' function in the Huntington Beach Police Department. This would include such measures as: ' - Field Patrol -- alternative response times for each level of priority call for service; availability of time for pro -active patrol; availability of back-up and the like. ' - Investigations -- number and type of cases actually worked by investigators. ' - Traffic enforcement -- range of enforcement index; special deployment requirements; ranges in target citation volume for deployed officers. ' - Preventive programs -- program types; targets; and specific services. ' Based on the above, the project team would meet with the project steering committee and provide an analysis of the ' impacts of alternative service levels in each of the categories noted above. This would include identification of the following: t - Comparisons of current service levels versus alternative service levels in each of the categories noted above. ' - As part of the above, clearly identify differences between current operations and alternative service levels. ' - Comparison of alternative service levels with research results and "industry standards". The results of Task 5 will be a specific set of service level objectives ' which can be employed to evaluate alternative staffing requirements in a subsequent task. ' Task S -- Evaluate mm Tien d Activities, While conducted simultaneously with other tasks, in this work task ' we will specifically evaluate the range of current and developing Departmental efforts relating to community policing programs. In modern law enforcement, it is widely recognized that police resources alone cannot ' address all crime and service -related issues in a community. However, DavidM.. Griffith & Associates 1 s Proposal to Conduct an Op ational Review of the ' Huntington Beach Police Department what is known as "community oriented policing" or "problem solving ' policing" varies tremendously depending on the department, the community needs, financial resources, and other factors. This range encompasses an emphasis on police -citizen communications and behavioral characteristics to alternative deployment and officer utilization systems. Evaluation of this approach is critical before finalizing any analysis of patrol and other unit staffing needs and staff utilization. For the ' Huntington Beach Police Department, the project team would focus on the following: • Understanding the structure and content of the Department's ' current approaches to community oriented policing. • Understanding the directions this program is intended to take ' in the future. • The training which Departmental personnel receive and will ' receive in dealing with the community in the following situations: ' - Field contacts (Patrol and Traffic). Telephone contacts (Records and Communications). ' - Interviewing techniques (Patrol and Investigations). ' - Presentation skills (top management supervisory, and Field staff). ' Determine and evaluate expectations related to community oriented policing activities of field patrol officers. ' Assess the number and types of community outreach efforts conducted by field patrol staff' to address community issues and perceptions as well as to be proactive. The results of this assessment of community policing efforts would be incorporated into the staffing needs analysis to be completed in the next ' task. Task 7 -- identify StaMng RequirementsNecessaa To Pmvi& ' Range of Sem ice Lavels. Once service level alternatives have been defined, the project team will analyze staffing levels necessary to achieve the service objectives associated ' «7th each target. Basic steps in the analysis will be as follows: ' Employ our patrol staffing methodology to calculate field patrol deployment to identified necessary achieve alternative service David M ;Griffith: & Associates:: -: Page I9 ': 1 Proposal to Conduct an Operational Review of the ' Huntington Beach Police Department level objectives. The approach provides the capability to ' calculate field patrol deployment requirements by shift and day of week based on workload and specific service level objectives associated with target response times and preferred levels of ' time available for proactive and community policing objectives. • Once deployment requirements have been calculated, the ' project team will then evaluate alternative approaches for achieving targeted deployments. • Then, define staffing alternatives and requirements for all other functions and services in the Department consistent with alternative service levels including: 1 Investigations. Identify specific investigative staffing needs by case/offense type. Determine the extent to which additional investigative tasks could be accomplished by civilian personnel and determine impact on staffing requirements; mix; and costs. Analyze major crime investigation approaches and costs. Evaluate the extent to which alternative scheduling of investigators could impact costs and improve utilization including consideration of major crime scene needs. Evaluate comparative responsibilities of investigators and patrol officers related to follow-up investigations and identify any alternative assignment of responsibilities which could improve utilization and cost-effectiveness of the investigative process. Evaluate current case screening and case assignment practices and identify improvement opportunities. Based on the above, develop staffing recommendations for investigations by case type and position. Emergency communications. Apply dispatch staffing - xvorkload formula developed by Da-vid M. Griffith & Associates to determine dispatcher staffing requirements by hour of the day and day of the week. Analyze results and determine number of on -duty dispatchers required and determine deployment schedule which best fits workload and service demand patterns. Analyze dispatcher net availability based on historical patterns associated with vacation, sick leave, and target training needs and determine total number of filled positions required. Compare to current staffing authorization and use of overtime and define the most cost-effective staffing plan. Evaluate historical turnover patterns and replacement/new staff training requirements and identify total authorized staff positions David M:Vriffith & Associates .Page20>` 1 Proposal to Conduct an Operational Review of the ' Huntington Beach Police Department required to meet minimum deployment and scheduling ' requirements. Propose specific final staffing plan for emergency communications. ' Once staffing plans associated with identified service level targets have been defined, the project team would compare thein to current staffing levels. ' The results of Task 7 would be documented in the form a major progress report which would be reviewed in detail with the project steering committee. This would include definition of staffing levels required to ' achieve targeted service levels and comparisons of those staffing levels and costs with current operations. ' Task 8 -- Evaluate 'l StaffinLy Needs. Analyze profile data developed in completing Task 3 above and ' accomplish the following: • Based on facility characteristics and intake and population ' patterns, are there opportunities to adjust jail posts by time of day and day of week? Could any adjustment be accomplished consistent with staff and inmate security and safety ' requirements? Based on the results of this analysis, determine deployed staffing requirements by function and shift. Evaluate detention staff availability given vacation and sick ' leave usage patterns and basic training requirements as defined by the Department, our analysis, and the California ' Board of Corrections and determine the number of authorized and filled required to staff the jail. positions • Compare the staffing needs identified above with current ' staffing including overtime use to meet coverage requirements and determine the most cost-effective mix. ' Prepare final staffing recommendations for the jail. Task 9 -- Evaluate the Qost-Effectiveness of Current Aviation Services ' and -gyrations. Evaluate Aero Bureau operations in terms of the following: • Analyze Aero Bureau services and utilization in the context of current flight schedules and the detailed data related to unit activities and utilization by time of day and day of week. Based ' on the results of this analysis, determine if there are opportunities to adjust current flight schedules and 1 David M. Griffith & Associates Page2�.` 1 1 1 1 1 1 • Proposal to Conduct an Operational Review of the Huntington Beach Police Department deployment levels to increase unit utilization and service cost - effectiveness. • Based on the results of the above, evaluate helicopter fleet size considering proposed flight schedule adjustments and unit availability considering maintenance down -time and flight support requirements. Determine if there are opportunities to reduce fleet size without adversely impacting service and support capabilities of the unit. • Based on the above, evaluate current staffing, including maintenance and support staff, and determine if there are opportunities to meet program needs through alternative staffing levels or staffing approaches (e.g. additional service contracting) and evaluate the cost - effectiveness impact of each. • Evaluate unit dependability and maintenance costs in the context of replacement timing and plans. Identify issues and compare to industry standards and practices in other law enforcement agencies and private companies utilizing comparable types of units. Based on this analysis, evaluate current replacement schedules; identify issues; and propose more cost-effective replacement scheduling as appropriate. • Based on the above, calculate/determine replacement funding requirements. The results of Tasks 8 and 9 will be documented in another progress report which will be reviewed in detail with the project steering committee. Task 10 -- Assess the Cost - Effectiveness of Organizational Structure and Management Staffing Levels. In this tenth work task, the study team will evaluate the actual responsibilities and functions of each organizational unit. Management and supervisory staffing levels and how the time of command and supervisory personnel is reported to be utilized also will be reviewed. The analysis will address all facets of the plan of management and supervisory organization as noted in your Request for Proposal. In conducting this important organizational analysis, a variety of issues will be addressed including the following: • Is the Police Department too "flat" or too "tiered" from a command and supervisory staffing perspective? David M.':Griffith &Dissociates Page:'22::< 1 Proposal to Conduct an Operational Review of the ' Huntington Beach Police Department • Are functions placed too high or too low in the Huntington ' Beach Police Department in relation to their importance in meeting law enforcement and service objectives? ' Are spans of management and supervisory control too broad or too limited? ' Does adequate coordination and/or cooperation occur among the Department's various operating units (e.g., investigations and patrol)?' • Are vertical or horizontal communications within the Department adequate? ' Should any important organizational units be relocated in the plan of organization to increase service coordination and control? ' Are lines of authority and responsibility clear to all command personnel and organizational units and are they being adhered ' to in day-to-day operations? • Do program gaps exist within the Department which require ' additional organizational attention (e.g., planning and research, crime analysis, and career development)? ' Are command and supervisory personnel spending the majority of their time on high priority work and responsibilities? 1 1 1 1 • Are management and supervisory personnel properly classified in relationship to the type of work they do? • How does the organization and command officer staffing patterns compare with other comparably -sized law enforcement organizations, and trends observed in other progressive policing agencies? • Do opportunities exist to further utilize non -sworn personnel in posts or functions now occupied by sworn officers? Strengths of the existing organizational structure, as well as possible improvement opportunities, will be identified. The costs and benefits of any changes in the Department's organization, management and supervisory staffing patterns also will be documented. David M. Griffith & Associates Page:23 • Proposal to Conduct an Operational Review of the ' P Huntington Beach Police Department ' Task 11 -- Evaluate the Department's Training Program, The study team will assess the positive features and improvement ' opportunities which may exist in regard to the training and related management and supervisory development programs within the Huntington Beach Police Department. In completing this evaluation, we ' will draw on the results of the employee attitude survey conducted earlier in the project; and the experience of key members of our project team in evaluating and developing training programs for other police agencies like ' Pasadena, Santa Rosa, and Glendale as well as POST. These analyses will include the following: ' • What types of training activities are provided for sworn and non -sworn personnel within the Huntington Beach Police Department and how many are involved in these programs? ' To what extent are training plans and programs designed to reduce liability exposure in such areas as the SWAT teams and Dispatch Unit? What steps can be taken to enhance ' training effectiveness in these and other areas? • Does the training provided improve employee performance or I provide higher skill levels than needed? • Do training gaps or redundancies exist? Is training adequate, ' for example, in community policing techniques, organizational communications, report writing and supervisory skills? '0 How is career development and professional growth promoted within the Department? Are training courses appropriately ' linked to development plans and assignments? • Is the training provided based upon a thorough assessment of ' skill improvement needs? • Are training and performance appraisal programs linked to not only identify training needs, but also evaluate the ' performance impact of training provided? • Are training opportunities equitably allocated to line, ' supervisory, and management staff? • Are training resources efficiently and cost-effectively utilized? 1 The results of this task will be combined with the results of the next task in a progress report outlining our recommendations. David Af. -Griffith & Associates Page24 1 1 u 1 • • Proposal to Conduct an Operational Review of the Huntington Beach Police Department Task 12 -- Evaluate Overtime Use and Controls. Completion of the preceding tasks will have resulted in a detailed analysis of use of overtime related to patrol, investigative, dispatch, and jail operations and will have developed specific recommendations involving impact of staffing adjustments and deployment needs on overtime utilization. In this task, we will draw on the results of previous data collection and analysis and evaluate controls of overtime utilization for all components of Department operations. This will include: • Documenting overtime and compensatory time use patterns over the last three years or the most recent period for which data are available. • Analyzing these data to determine use of overtime by unit and requirement generating overtime. • Identifying issues associated with use of overtime. • Evaluating controls associated with authorization of overtime. • Drawing on the above to identify improvement opportunities, and develop proposed adjustments in control mechanisms. Task 13 -- Evaluate the Structure and Content of the Intgrnal Affairs Program. In this final analytical task, we will evaluate the internal affairs program in the context of the following: • Draw on the results of internal interviews, the employee attitude survey, and external interviews with past citizen complainants to identify issues associated with equity and public responsiveness as currently structured. • This will address such questions as: Do complainants perceive the process as fair? Are internal affairs cases resolved on a timely basis? Are results communicated to complainants on a timely and complete basis? ' - Do citizens feel free to make complaints and raise issues associated with Departmental and employee/ officer performance given current methods and approaches? Ddvid M Gr ffith :& Associates P..ag� 25 1 Proposal to Conduct an Opsional Review of the Huntington Beach Police Department Do employees perceive the process as fair?] Do employees feel free to make complaints and raise issues associated with Departmental and employee/ officer performance given current methods and approaches? - Within the context of statutory and legal protections, is the process sufficiently open to public scrutiny? Is the internal affairs approach consistent with and ' been integrated with the Department's community policing philosophy and program? ' - How does Huntington Beach's internal affairs approach compare to other progressive law enforcement agencies across California and the United States? ' - Are staff resources assigned to internal affairs functions adequate to investigate and resolve issues on a timely ' basis? Based on the answers to these and other questions, we would propose ' appropriate adjustments to the current process and document our recommendations in the final report as outlined in the final task of this work plan. ' Task 14 - 11c&Mment Recommendations and a Detailed ELM aF - ii.*"-1 T?-4. ' Once the work tasks noted above have been completed, our findings, conclusions, and recommendations will be documented in the form of a detailed management staffing and operations plan for the Huntington ' Beach Police Department. This plan will consist of the following components: + Detailed recommendations for improving the efficiency and effectiveness of all components of the Department's operations. All recommendations can be expected to include cost and savings or cost avoidance impacts of implementation. • Detailed projections of workload and staffing needs for each ' Departmental function covered by the study at alternative service level targets. ' Detailed plans for implementing all recommended changes to include work steps necessary to implement; recommend implementation responsibilities; and timing for all. ' implementation activities. David M ::Griffith & Associates Page26 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Proposal to Conduct an Operational Review of the Huntington Beach Police Department Once the draft final report and implementation plan has been reviewed by the project steering committee and required modifications completed, we will be prepared to present the final report to the City Council, as you deem appropriate. Section VI, later in this proposal, shows our proposed schedule for completing the tasks which comprise the work plan described above. David M.::Griffith &;Associates ... ...:< ... Page 27 _: I IV. PROJECT ORGANT17ATION AND STAFFING 1 1 1 1 Proposal to Conduct an Operational Review of the Huntington Beach Police Department IV. PROJECT ORGANIZATION AND STAFFING ' It has always been our philosophy to staff' all our projects with senior, experienced analysts and to actively involve one or more principals of the firm in each stage of each of our projects. 1 1 1 1 We would employ this same philosophy to work with Huntington Beach. The project team would consist of John Heiss, who would serve as project director and manager, and, Rich Hughes, Richard Brady, and Jim Robenson who would serve as lead analysts, and Matt Dhillon who would assist the team with data collection. Summaries of the background and experience of each proposed member of our project team are provided below. John Heiss directs the Western Region management analysis practice for David M. Griffith and Associates and has over 25 years' experience providing consulting services to local governments. He would serve as project manager and lead analyst related to field operations and services and jail staffing. Over the course of his consulting career, he has analyzed the operations of over 65 law enforcement agencies. Recent projects include conducting performance and operations audits of the Mountain View, CA, and Ogden, UT police departments; a management audit of the Pasadena, CA Police Department; and conducting a study of the feasibility of establishing a regional police department to serve an area with a combined population of over 200,000 for the cities of Apple Valley, Hesperia, and Victorville in Southern California. He also worked with the City of San Clemente and Orange County to transition law enforcement services from an in-house police department to a service contract with the Orange County Sheriffs Department. Recently, Mr. Heiss worked with the San Jose PD to develop a five year staffing and service plan. Xfr. Heiss also has broad experience in the jail and detention operations area. He wrote a jail planning handbook for the California Board of Corrections to assist California counties in projecting jail space and operational needs; conducted detention facility needs assessment projects for 12 counties including Kern, Santa Clara, Fresno, and San Mateo Counties. He also completed an evaluation of the cost- effectiveness of the Pasadena PD's aviation program. He has a BA from Dartmouth College and an MBA from the Wharton School of Finance at the University of Pennsylvania. David -M `Griffith & Associates Page 28:<< • Proposal to Conduct an Operational Review of the ' Huntington Beach Police Department • Richard Brady is a Director with David M. Griffith and ' Associates. He would serve as lead analyst involving aviation, investigations, and jail operation. He has been a consultant to local governments for over for seventeen years. During that ' period, he has specialized in the analysis of police and public safety systems, having conducted over fifty studies of law enforcement and criminal justice systems. He has conducted ' management audits of agencies of all sizes including the Anaheim PD, the Alameda County Sheriffs Department, the Escondido PD, the San Bernardino PD, the Kirkland, WA PD, and the Albany, NY PD and the Glendale PD. Other relevant projects include an analysis of the cost-effectiveness of establishing sub -stations for the San Jose PD; conduct of police department feasibility studies for more than ten communities ' including the contract cities in South Orange County, CA, and the desert cities served under contract by the San Bernardino County Sheriffs Department. Mr. Brady has also evaluated police communications operations for a number of jurisdictions including Ontario, CA, Salt Lake City, UT, Long Beach, CA and San Mateo, CA. He has completed nine police department facility studies including projects for Glendale, CA, Concord, CA, Rialto, CA, and Redlands, CA. ' He recently completed an analysis of fleet needs and replacement policies associated with the Los Angeles Police Department's aviation program including evaluating fleet size and replacement policies and funding. He also has broad experience in the jail operations area. This ' includes completing detention facilities needs assessments for 12 California counties including Los Angeles; Santa Barbara; Solano; Fresno; and Sonoma; and conducting evaluations of ' detention facility staffing for Alameda, Contra Costa, and Sonoma Counties; and Charleston, SC. He has a BA degree from California State University, ' Hayward; and a doctoral degree from Oxford University, England, ' Jim Robenson would have lead responsibility for working with the team to evaluate the internal affairs program. ' Jim is the former Chief of Police for Pasadena and brings more than 30 years law enforcement operating and management experience to the team. During and following his tenure with ' Pasadena. Chief Robenson has developed a national reputation as an innovator in the delivery of police services including implementing a major community oriented policing program ' in Pasadena, and subsequently, consulting nationally on David M�-Qriffith`& Associates Page 29 • Pro e• Proposal to Conduct an Operational Review of the ' P P Huntington Beach Police Department community oriented policing issues. While Chief in Pasadena, ' he implemented an internal affairs and complaint resolution process which involved both the department and the community. He has consulted with DNIG on several other recent studies including management and operational reviews of law enforcement agencies in Broward County, FL and Durham, NC. ' Rich Hughes would work with the team on departmental organization and training issues. He has more than 30 years' experience in consulting to law enforcement agencies across ' the Western United States and is currently working with POST on developing and implementing executive development program courses focused on organizing and managing police ' services for the 21st Century. Over the course of his consulting career, Rich has worked with more than 100 law enforcement agencies involving management and operations audits; ' development of management and supervisory training programs; organizational development; and program evaluation. He has developed management and supervisory training programs for a number of departments including the Santa Rosa and Glendale PD's, and conducted training program evaluations for police and sheriffs departments ' across the state. • Matt Dhillon is a manager with the firm with over seven years ' of management consulting experience. He would assist with data collection and analysis related to patrol and investigation and communications staffing needs. His law enforcement ' background includes performing cost of service and revenue studies for over 20 law enforcement agencies, as well as a number of management audits. His recent experience ' includes playing a major role in our regional police department feasibility study for Apple Valley, Hesperia, and Victorville; evaluating patrol staffing and service levels for our Pasadena Police Department management audit; and serving ' as an analyst on the Ogden Police Department management audit. He is currently participating in a detailed staffing study of the Redwood City Police Department. He has also evaluated ' the feasibility of consolidating police dispatch operations for several police department in San Mateo County in the San Francisco Bay area; and conducted staffing analyses of ' communications operations for Monterey County (Sheriff); Los Angeles Fire Department; and the San Jose Fire Department. I He has BA and MPA degrees from California State University, Chico and San Bernardino, respectively. Daui.d- :-Griffith & Associates Prige 3� L '- Proposal to Conduct an Operational Review of the Huntington Beach Police Department The attachment to this proposal provides more detailed resumes for each member of the project team. The page following provides an organization chart for the proposed project team. David M; :Griffith: & Associates Ricluzrd Brady Analyst - Jail/ Aviation/investigations John W. Heiss Project Manager Patrol/Jail Richard Hug'hts Analyst 0rganization/Training James Roberson Analyst Internal Affairs/General Project Team Organization Matt Dhillon Analyst Dispatch/Data Collection 0 D(xvid Al. Griffith R Asux-iates 0 • m m m m m m m m m m= m m= m = = m m 1 i • Proposal to Conduct an Operational Review o the P P f Huntington Beach Police Department 1 V . RELATED EXPERIENCE David M. Griffith and Associates was established in 1976 to assist state, county, and city government clients analyze the cost of public services to enhance revenues, support development of cost -recovery fees, and support overhead cost allocation for reimbursement by grant funding ' agencies at the federal and state government levels. Over the intervening 20 years, the firm has grown to a nationwide network of 260 professionals who staff 26 offices. In California, DMG serves its clients from offices located in Burlingame, Pasadena, and Sacramento. ' As the firm grew, capacities and services have been expanded to g p P include executive recruitment and management and operations analysis. ' The firm's management studies division is the fastest growing group in the company, and is headquartered in Cupertino. The project team would be staffed from the management studies division and our Burlingame and tPasadena offices. The section which follows documents our experience in conducting ' comprehensive management reviews of large governmental agencies, performing benchmarking and best practices analyses and providing law - enforcement related management analysis and advisory services. 1 1. EXPERIENCE WITH LAR E LAW EN-F R EMENT AGENCIES. ' David M. Griffith & Associates is the leading provider of productivity oriented studies and independently directed management audits of police ' departments in the United States. In the last two years, we have provided such services as well as studies of specific portions of law enforcement services to the following large agencies (staff totals in parentheses): ' Los Angeles (11,190) Chicago (13,535) ' Pinellas, FL Sheriff (1,654 Sacramento Sheriff (1,544) San Jose (1,469) ' Lang Beach, CA (981) Sacramento (903) Kansas City (423) ' Albany, KY (384 Charleston Co (SC) (934) Pasadena (350) In addition, we provided similar reviews of law enforcement units in smaller cities and counties such as: Alachua County FL, Apple Valley CA ' (and 7 neighboring cities), Burke County FL, Daly City CA, Endicott NY, David`M. Griffith & Associates Page:33 1 1 1 0 0 Proposal to Conduct an Operational Review of the Huntington Beach Police Department Fairborn OH, Humboldt County CA, Kirkland OVA, Mountain View CA, Monterey County CA, Newark OH, North Miami Beach FL, Ogden UT, Pacifica CA, Portsmouth VA, Richmond VA, San Mateo CA, San Angelo TX, Ventura County CA, Vestal NY, and Yorba Linda CA. These do not include revenue associated studies such as jail rate analyses, booking fee studies, or developer impact fee charges for police facilities. They also do not include the nearly 1,000 studies we do each year of overhead costs allocable to law enforcement agencies for the overhead functions of central services or our 100 municipal and county clients whom we assist in claiming reimbursements from state government for extra costs of law enforcement services for providing services mandated by new state laws. 2. R.EPRE ENTAT PR EXPERIEN E. ' Our project team has broad experience in conducting management studies and performance reviews of police and sheriffs departments. Each of these projects has included the basic elements required to conduct the ' Police Department operational review for the City Huntington Beach including: 1 11 1 • Identifying critical functions and quantifying the level of resources that are necessary to support such functions; • Evaluating the deployment, classification and mix of sworn versus civilian personnel; • Assisting law enforcement agencies in developing strategic planning activities; and • Assisting in the development of operations improvement initiatives which contain meaningful and measurable performance goals as well as monitoring and control mechanisms to ensure that such initiatives are successfully completed. The table which follows on the next page lists law enforcement management audits and performance reviews completed by the project team in the last five years. It is important to note that we have chosen to limit our citation of relevant project experience to those projects in which the staff we propose for this engagement had a significant degree of involvement. David :M. Griffith & Associates Page:34 1 1 1 Proposal to Conduct an Operational Review of the Huntington Beach Police Department neda County,Ct1 S futaneun,.�K roue Le to Gmc n�:<: <:::: rtuo rr� irk rui�a a u� �uzn, Anchorage; AK Po>�oe.Ueepartment.... Pasailena;:CA PoliceDeparti 3. JAIL OPERATIONS EXPERIEINCE. Members of the proposed project team have conducted detention ' facilities and operations analyses for large number of jail operations in California and the Western United States. These projects have included evaluation of operations; analysis of all fixed posts; assessment of staff and ' inmate security needs; and development of detailed staffing plans. Projects have been completed for the following clients by John Heiss and Richard Brady both prior to after joining DMG. 1 L7 1 Alameda:Coun6" ;San htatco County :Butte County :San Luis Obispo: County Charleston, SC Santa`Harbat a County Confra.Costa County Ventura County Glenn County :. ;: City of Pasadena Fresno County City of South Pasadena Kern;Count >Thurston County; WA I.os Angeles County Santa Clara County. Solano.Caunty I�'evacia Department ofPrFsons _ County Sonoma County - 1 In addition. John Heirs, the proposed project manager, prepared a detailed Handbook for the California Board of Corrections to provide detailed analytical guidelines and procedures which California counties ' could use to evaluate detention facility needs and staffing requirements as part of the process for appI�ring for jail construction funds. ' 3. AVIATION OPERATIONS. John Heiss and Richard Brady have evaluated helicopter programs ' including fleet size; deployment and flight schedules; and cost-effectiveness of the law enforcement aviation programs of the Anaheim, Pasadena, and Glendale Police Department`s_ In addition, Richard Brady recently ' completed a detailed analysis of fleet size and unit utilization; replacement David W...Griffith &: Associates .; -Page.35 1 1 Proposal to Conduct an Optional Review of the Huntington Beach Police Department scheduling and cost-effectiveness of alternate replacement schedules (considering maintenance costs and dependability) for the City of Los Angeles Police Department Aviation Program. The project also included analyzing replacement funding requirements associated with proposed replacement schedules and fleet size. Listed below are references you can contact to get their reactions on the quality of our work in the conduct of police department management and operational reviews. mp,nt Audit ofh Police Departmen Mountain iCalifornia Reference: Kevin Duggan City Manager .(415) 903 - 6301 Mike Mahler Police Chief (415) 903 - 6355 M n em nt Audit of the Police Department. Albany. New York Reference: Gerald Jennings Mayor (518) 434 - 5077 ManaLrement Audit of the Police Department Kirkland. Washington Reference: Tara Adams Assistant City Manager (206) 828 - 1111 1 Management Audit of the_Police Denar�men�,�nd Subsecruent i in Tra si ninContract &m Clemente. Califq ' Reference: Mike Parness City Manager (714) 361-8200 i 1 DdLid M Griffith & Associates Page 36 1 1 1 1 1 1 1 Proposal to Conduct an Operational Review of the Huntington Beach Police Department We would be pleased to provide additional references upon request. Dauad. M °Griffath & Associates ::: :Page 3T , 0 r-i n U �■ r� r r r rr r r r� r�� r r �■ r r� 0 Proposal to Conduct an Operational Review of the ' Huntington Beach Police Department ' V I . PROJECT SCHEDULE The chart which follows this page shows our proposed schedule for conducting the project as described in Section 3 of this proposal. As can be ' seen from review of the task sequencing and timing shown in the chart, we are prepared to complete the project within the five month time period specified in your request for proposal. We will report progress based on the ' frequencies outlined in the Request for Proposal and submit progress reports as shown on the schedule. 1 1 age38 David M:`Giffith &`Associates P:< 1 TASK 1 -- Identify Issues 2 - Document Employee Attitudes 'Toward Service:♦ and Operations 3 - Profile Current Operations and Services 4 - 7 - Evaluate Patrol, Investigations, and Communications Staffing H - Evaluate Jail Staffing 9 - Fvaluate Acro Bureau Operations 10 - Analyze Organization and Management and Supervifiory Staffing 11--F.vrtluate Training 1'rograms 12 • Evaluate Overhead Control 13 - Evaluate Internal Affairs 14 - Prepare Final Report Proposal to Conduct an. Operational Review of the Huntington Beach Police Department Months Fallowing Project StaA Date >'s 2r • PROJECT SCHEDULE • Designates Progress Reports �r�rtt�ltl:�i. Griffith S. i1x.u,r'Page 0 1 1 1 1 1 1 0 V I I . COST DATA 1 Proposal to Conduct an Optional Review of the Huntington Beach Police Department V11. COST DATA The table which follows shows our estimate of the professional staff time and costs required to conduct the project as described in this proposal. Professional Staff Time Team Member Person Hours I4nte Per Hour Cost John W. Heiss 160 $150 $24,000 Richard A. Hughes 80 $150 12,000 Richard Brady 96 $150 14,400 James Robenson s0 $100 8,000 Matt Dhillon 160 $95 15,200 Sub -Total Professional's>.:k Time 576 .; h;::x x>::>: ' : ,; s $ 73AW Project Expense =$:,�av :y; Travel an Subsistence :-.0 �b :?}�..c•' yo::k£„ r`3':t,. •+r •.:��>:��:�>:,:�4:;��.v>:,< - 'i :a4 v?' >:s:i}:, _=:>h:r<<.¢.>:t#:. ii.v}}. f:k;�.k;:Y:: 3:�?''"$:sr':..Q �, . •2�<•+:L:ifi.k�'� �t�'..5.�: ::i M1.: ':,'';}:.>:>....>s:x:.p $6400 Report Production - - ::{•': - `{.}}:OS".. y,.-.}: ''; �. •��>�4w�.t<§�°.<��zf �. � sky: .: - :v;I. .3U: ��W�w� ' � � `��.�z<�.�;�� 500 Communications 500 E��pnseTotal:,. .� f 7 V {[lN' PROJECT TOTAL.. ,. "{ s ...�.>.a $ 81,000 ' The costs in the table include providing the draft and final report copies in the amounts required by your request for proposal. The table which follows shows the distribution of proposed staff time and ' cost by major study area -- consistent with the areas of analysis noted in your request for proposal. 1 Area of Analysis Total Person Hours Total Cast Patrol, Communications, Jail, and Investigative Staffing 304 $ 42,750 Management and Supervisory Organization and Staffing so 11,250 Overtime Control 32 4,500 Internal Affairs Processes and Approaches 11,250 Training Program 80 11,250 PROJECT TOTAL 576 $ 81,000 We would be pleased to conduct the project for a not to exceed amount of S 81,000. It is our practice to invoice monthly based on professional staff time and expense; or to tie payments to delivery of the products as described in our work plan based on the client's preference. We would be pleased to enter into either arrangement with Huntington Beach. David K.-..'.Griffith & Associates Page 4a 1 VI I I. STATOMEN-r OF ' COMPLIANCE Proposal to Conduct an Operational Review of the Huntington Beach Police Department V I I I . STATEMENT OF COMPLIANCE This proposal is in strict compliance with the Request for Proposal and Draft Agreement, and no exceptions to either are proposed. 1 1 1 1 1 1 i Davad: M : Griffith & Assoctates::. 0 0 ....mmmm_m=mmm . Attachment Project Team Resumes John W. Heiss Project Manager Profession.0 A former partner of Hughes, Heiss and Associates, Mr. Heiss has advised over 500 government organizations in his 25 years as a consultant. Much of his experience has involved law enforcement agencies. He is Director of MOperations Improvement for DMG, and directs management analysis studies in the Western Region. Mr. Heiss received an XTBA from the Wharton School at the University of Pennsylvania and an AB from Dartmouth College. s Mr. Heiss played an integral role in our major benchmarldng study for the City of Los Angeles, the major focus of which was to benchmark the Los Angeles Police Department against fifteen other panel cities in a detailed comparative analysis of programs, staffing, service levels, and costs. He has conducted staffing, management and operations audits of more than 60 law enforcement agencies in numerous cities across the United States including Albuquerque, NI•Z, Anchorage, AK, Ogden, UT, Pasadena, CA, Colorado Springs, CO, and Anaheim, CA. Many of these projects have included analysis of community oriented policing programs; evaluation of differential response approaches, and identification of opportunities to expand civilianization in both field and support services. For a number of other communities Mr. th evaluated as Heiss � hase cost- effectiveness of contracting for versus in-house law enforcement services. MRepresentative clients include the cities of Cupertino, lioreno Valley, San Clemente, Lawndale, Rancho Cucamonga, Yorba Linda and the contract cities of South Orange County. He also brings to the project, specific expertise in focused evaluations of law enforcement programs and services including recruiting, purchasing, information systems, dispatching for a variety of clients including the law enforcement agencies of San Mateo, Marin, and Contra Costa Counties. P -ojeca Team Resu' mes Page..A 0 Attachment 1 1 1 1 1 Project Team Resumes Mr. Heiss has developed law enforcement staffing needs projection methodologies, proposed performance measures, and projected law enforcement staffing needs through build -out for the City of Escondido. He has assessed law enforcement facilities needs for jurisdictions throughout California including the cities of Concord, Orange and Santa Clarita; and the counties of Kern, Sonoma, and Fresno. Mr. Heiss's previous work also includes extensive experience in analyzing jail operations. He wrote a Handbook describing how to analyze detention facility and staffing needs for the California Department of Corrections and evaluated jail operations for Alameda, Butte, Santa Clara, Sonoma, Kern, Fresno, San Luis Obispo, Glenn, and Santa Barbara Counties in California, and the cities of South Pasadena and Pasadena. rolee Teas Resuiries . Page4 ..2 Attachment Project Team Resumes ' Richard P. Brady Project Analyst Professional Backgd ' Richard Brady is a specialist in the analysis of public safety agencies and has consulted with over 200 local government agencies over the course of 20 ' years of consulting to local government. Formerly a partner with Hughes, Heiss & Associates, he is now a Director of Management Auditing at DMG. ' Mr. Brady received his doctorate in political science from Oxford University, UK and his BA from California State University, Hayward. 'Helevant 11rdect E ni n ' Mr. Brady has conducted a full range of staffing, management and operations studies for over 30 different law enforcement agencies including Albany, NY, Anaheim, CA, Durham, NC, and Santa Ana, CA. For the City of San Jose, Mr. Brady acted as Lead Analyst on two major ' studies of the feasibility of establishing sub -stations for the Police Department. His work included a complex analysis of impact of alternative sub -station locations on beat officer travel time and the availability to 1 respond to field service demands, as well as facility and administrative/management staffing and operating costs. He has also evaluated bilingual officer recruitment programs for the Department. For the San Bernarcino Police Department, Mr. Brady assessed the value of implementing a community policing program. 1 He has evaluated the cost-effectiveness of alternative approaches to ' providing law enforcement services (stand-alone, in-house department versus contract with Sheriffs Department, police consolidation) for several jurisdictions including the County of San Bernardino, Cupertino and ' Parlier, CA, and Endicott and Vestal, l\'Y. ' ti1r. Bradv has worked with the cities of Albany, NY, Long Beach, CA, Salt Lake City, Utah and San TMateo, CA to evaluate their police dispatching programs, and assessed the feasibility of consolidating emergency Project Team Resu vies Page A : S 1 I a 0 ...' - I Project Team Resumes communications for central and southern San Mateo County and the Boston, MA metropolitan area. 1 1 1 1 1 d L7 1 1 1 Mr. Brady has extensive experience in the jail operations and staffing area having completed analysis of these issues for 14 California counties including Contra Costa, Los Angeles, San Mateo, and Santa Clara; and Thurston County, WA and Charleston County, SC. Prajeci beam. �esurres .:: 0 Attachment Project Team Resumes James M. Robenson Project Analyst ProfesNional Bqg_k_gToUDd Mr. Robenson brings hands-on experience in law enforcement to the DMG team in his role as technical consultant in the area of community oriented policing. A former Police Chief for the City of Pasadena, he served in varied and progressively more responsible posts in the Department ranging from patrol officer to juvenile investigator to Commander of vice -narcotics, detective investigations and then personnel, before assuming the top post. Mr. Robenson served 26 years with the Pasadena Police Department and has since consulted to a variety of law enforcement organizations. He received his Master of Public Administration and Bachelor of Arts degrees from USC. 1 t E i1 n ' Mr. Robenson recently coordinated a comprehensive review of the Police Department of Durham, NC, conducted under the pressure of pending litigation, media scrutiny and heightened community concern. He was selected to perform in this capacity after a nationwide search and extensive interview process. Over the course of 2 years, Mr. Robenson has acted as consultant to the Sheriffs Office of Broward County, FL, assisting it in the transition to community policing. The Office employs 3200 people with a budget of 200 million dollars and serves some 1.4 million people. Mr. Robenson has been a trainer for numerous organizations related to the implementation of community oriented policing programs. He conducted numerous workshops for government officials and police as part of the Community Crime Prevention Network of San Antonio, TX. On several occasions, he has assisted in the training of the Los Angeles international Airport police for the National Conference of Christians and dews. Projec 'Team. Resur'nes Pag A .5: 0 Attachment Project Team Resumes He has also appeared as guest lecturer before the Federal Investigators Association, Texas Crime Prevention Association and the Institute of ICriminal Justice Studies at Southwestern University in Texas. Some of Mr. Robenson's accomplishments include the first development and implementation of the use of photo radar in California, selection as program finalist for innovations in law enforcement at Harvard University and selection for the Anheuser-Busch/NOBLE award for Top Police Chiefs in America. 1 Mr. Robenson is conversant in Spanish. 1 1 L7 1 1 1 1 1 1 ageP:.roject Tedm:'Resumes A .. . ' Attachment Project Team Resumes Richard A. Hughes Project Analyst Professional Baclkmunl Mr. Hughes has been a consultant to local government for more than 30 years. He is currently a partner with Hughes, Perry & Associates, and was previously a vice president with the international management consulting firm of Booz, Allen & Hamilton. He has a BA from Washington University in St. Louis and an MPA from the University of Michigan where he was a Woodrow Wilson Fellow. Relevant Project EMcLnience Over the course of his extensive consulting career, Mr. Hughes has completed over 200 projects involving analysis of law enforcement issues and alternatives and providing specialized services in training and employee selection to law enforcement agencies across the Western United States. He is currently working with the California Commission on Police Officer Standards and `raining to develop programs involving how to organize police departments for the 21st Century as part of POST's Executive Development Program. The program incorporates cutting edge trends in law enforcement management organization based on best practices either in place or being developed by medium sized and large police agencies across the country. The program includes how to organize and manage community policing programs and services. During the course of his consulting career, NNlr. Hughes has conducted more than 50 management and operations analyses of law enforcement agencies of all sizes including such agencies as the Pasadena. PD, Anaheim PD, Glendale PD, San Bernardino PD, the Alameda County SO, and the Santa Rosa PD. Each of these projects have included in-depth analysis of all law enforcement service programs, staffing, organization, and opportunities to increase civilianization. He has worked with numerous law enforcement agencies in the development and provision of management and supervisory training programs and has served more than 30 departments in this capacity. Representative clients include the Glendale PD, the Santa Rose PD, and the Pasadena PD. He has just completed a project involving major reorganization of the Santa Rosa PD which involved major "flattening" of the organization to improve internal communications and bring the management team closer to the community and line operations. age, A j7 ' 0 Attachment Project Team Resumes Matt Dhillon Project Analyst ' Professional Back and t Mr. Dhillon brings extensive experience in benchmarking and management and operations analysis developed over 7 years as a consultant to local government. ' He is a Manager with David M. Griffith and Associates. Mr. Dhillon received his MBA from California State University, San Bernardino; and ' his BA from California State University, Chico. ' Mr. Dhillon recently completed an analysis of contract law enforcement services provided to the high desert contract cities served under contract by the San Bernardino County Sheriffs Department. The project included analysis of contract service levels and costs, and detailed evaluation of ' developing various multi -city alternatives for a regionally operated police and stand-alone city police departments. 1 He subsequently served as lead analyst on a more detailed study of the feasibility of establishing a regional police department for the cities of Apple ' Valley, Hesperia, and Victorville. His responsibilities included evaluating workload and service demand and developing a proposed staffing plan for patrol, traffic enforcement, investigative, and dispatch operations. 1 Mr. Dhillon was principal analyst on our project involving benchmarldng ' and cost reduction analysis for the Mayor's Office of the City of Los Angeles. He had lead responsibility for benchmarking analysis of detective staffing and traffic enforcement operations of the Los Angeles Police Department. ' He also analyzed communications center staffing and cost reduction opportunities associated with the City of Los Angeles Fire Department. Attachment Projelpream Resumes I I I P I I He has also analyzed law enforcement communications operations and staffing needs for Monterey County, San Mateo and Daly City. The latter project focused on determining the feasibility of consolidating dispatch operations for several police departments in Northern San Mateo County and included evaluation of staffing, technological, and dispatch needs for a consolidated dispatch center. I I I I u 1 ATTACHMENT #3 "Operational Review" For Police Department DMG = David M. Griffith RA = Ralph Anderson PAS = Public Administration Service MP = Management Partners LETS = Law Enforcement Training Services DE = David Esparza Weight Criteria DMG RA PAS MP LETS DE 3 Proposer understanding of project 93 84 78 72 78 69 1 Time to Complete 24 26 22 23 24 22 1 Qualifications of Firm 32 28 24 26 23 18 2 Qualifications of Staff 56 50 50 52 50 26 3 Task 1: Staffing Allocation Patrol, Communication, Investigation, ,fail 87 78 69 72 66 57 3 Task 2: Management Staffing & Span of Control 84 78 72 72 66 57 3 Task 3: Internal Investigation Process 87 75 '72 69 72 57 3 Task 4: Aero Bureau Operation 81 72 72 66 66 54 3 Task 5: Quantity & Quality of Training 87 72 60 69 75 60 TOTALS 631 563 519 521 520 420 CRITERIA TOTALS BY PROPOSER 0 PDOPRV.DOCIg-purchasing 07/10/97 1:54 PM 0 ATTACHMENT #4 DMG Ralph Anderson Public Administrators Svc. Management Partners Lets' David Esparza Total Project Cost $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 0 pdopchrt,xlslg - Police Department Operational Review Respondents 1. Public Administration Service 2. Law Enforcement Training Services 3. Management Partners Inc 4. Ralph Anderson & Associates Document2 07/15/97 9:10 AM The City of Huntington Beach Central Service REQUEST FOR PROPOSAL "May 2, 1997" The City of Huntington Beach (City) is interested in receiving proposals for the preparation of an operational review of the Police Department as described in detail in the Request for Proposal (RFP) i - - k - `� - - r ._ sn •e a. - - . - .,.rc*- a 1. rr a- •. xs ;.r��,€� z� ..� Sclrediile of Events from usriance-of RFP to award �of..�Cgirtract' 05/02/97 Ctty issues RFP f = . 4 06/02/97 _ € Pro osalsare'due:': n , S �_!; �'�s.d. .��?..-a -�%€ a -�.s k,_Ik�l_ •�E.:n.� -. - l--fie =f .,fr' -- iC;:Q� -.�:�•l�'r-�.- -r' _ - �- �' 06/13/97�> ,,Pro oral evaliiatioriTeoinpleted r- iterv�ew of finalists {if required 06/18/9.7 Iii 06/25/97 Si iiii of agreeritent r� ith'Consiiltant i x:x► 4r ; 4,7/47/97 g 'Appr'ova! of con ract and authorization to proceed �' � �'; �► r �,� �€ l • r 3'r r^ ". - 07{11/97 `Letter notifying etii►suifants not selected�R�t l� ��r City of Huntington Beach Point of Contact Richard Amadril, Central Services Manager is the point of contact for this proposal process. Individuals and/or firms interested in proposing are asked to contact him in connection with the RFP if there are any questions prior to the submittal of proposals. Proposal and all written inquires related to this RFP are to be submitted to Richard Amadril at the following address: Richard Amadril Central Service Manager CITY OF HUNTINGTON BEACH 2000 Main Street Huntington Beach, California 92648 --r-w--w z-»--•--..s - c ..ate _.....:-----�.-�. .,-�.-- ». T-.�.-�.,. RFP - "OPERATIONAL REVIEW" Proposal Closing Date-: Nine (9) copies of each bidder's proposal must be received by the City of Huntington Beach no later than 4:00 P.M. on Monday, June 2, 1997. All proposals must be delivered to the Central Service Division at 2000 Main Street, Huntington Beach, California 92648. Police Department "Operational Review" 0 0 The City of Huntington Beach Central Service Police Department 2 "Operational Review" The City of Huntington Beach Central Service I.BACKGROUND The City of Huntington Beach is a full service city covering a geographic area of 27 square miles with a population of 190,000, a total 1996/97 budget of approximately $200 million, and General Fund budget of approximately $97 million. In 1994 the City changed its fiscal year end to September 30th. The 1996/97 Police Department General Fund budget is $32,600,000 which represents approximately 34 percent of the total General Fund. In addition to the General Fund budget the Police Department receives approximately $1,300,000 in grants and Narcotic Forfeiture funds. The 1996/97 Police Department is staffed with 224 safety officers and 139 civilian full-time equivalent employees for a total staffing of 363 employees. The Police Department is Organized into four (4) Divisions: Uniform, Administration, Investigation and Services. The Police Department has for many years, been a leader in the implementation and use of advanced technology for the provisions of safety services. Examples of these are computer dispatch and automated reporting systems, quiet technology helicopters with infra -red night viewing capability, and an advanced scientific laboratory complete with the CAL -ID fingerprint cross -matching system. The Police Department's main base operation is housed in a modern, three level structure located at the Civic Center complex. the Department maintains a full service jail facility at the main station. Other operation's located at the main station include the communications center, training center and all administrative and investigative activities. Nearby, a heliport facility provides a permanent base of operations for three (3) city owned and operated helicopters. The Department also staffs three substations located at Huntington Shopping Center, Oakview, and downtown for bringing police services closer to the community and to address specific crime problems. The department also has a mobile substation designed to provide flexible deployment for transitory crime problems • ORGANIZATIONAL CHARTS & VALUES Police Department 3 "Operational Review" PERMANENT, FULL-TIME EQUIVALENT POLICE PERSONNEL BYBUDGETARYPROGRAM PROGRAM 1 ' .SWORN C1V1L 4N Chief Ca rain Lieutenant Sergeant Officer Recruit Total Sworn Total Civilian Vacant Civilian Positions De men t Toml 0 •tl o N k C 0 tl N R 0 q o v k u 0 r C : o v •: _ W q y C c w C y C = U N o Z y y o � . g= h N 4 $ rtment Tots! .::: ' '. . '. 'l I 1.1 :0 :4. .. 4 ::: 0 10.:101'...0 .'31 1 30 - 1 '185 1 I75 I.10 .::. 2 :-231-1.111 9 .743 I.V34.0 374.0 1: 356.0 :: `18.0 I I I � 1 ! ! I I I I lixecutiveDivi.sinR ! j 1.1 ° 0 . 0 0 .r 0 1 ':11 0 O I 0 0 s 51 ':S 10: 0 `7! :7 . 0 :.. 4 .:.: 4l:.. D : ...:o ..-0 ; 0 o17-6 .:: pl p ..p ..::o ..0 .... 11..- JJ ::... ... p 320 Ezecurive _ 313 Comm. Liaison 1 I 0 J 1 �- 1 1! 1 0 0 0 I 3 1! 3 0 2 0 _ I 0 J ! I _�_ 0 _2 5 5 0 320 Narc. For . DARF i 4 4 0 I I 4 4 0 Administration'J)ivision 0 01 ' 0 1. 'J I ": D 1 '1'.: -:1 0 3 I. 3.. 0 3 3 I. 0 :: 08: 0 7.5 :: 7.S i s°- 0'. 0 :0 0 I': 0 0 '.: 0 0 0 0. 0 15.5 15.5 -:... 0 322 Personnel 1 ! 0 1 I 1 0 2 1 11 0 0 2 1 0 0 2 1 0- I 8 80 325 Traini� 316 Rudget & Researrh _ _ j I 1 ! 0 0 44.5 11 T- 0 3 3 0 _! I o 0 0 4.5 4.5 0 lnvesti anon :: :' O I 01 D I I 1 1 0 Z i::2 0 51 5 0 �i�[OL4i 0 20:5 ::20..5 i 0 :.0 .0I :.•0I O I O I 0 :: 0 :'.'0I :0 0 .' 68.5 68.5. 0 328 Vice & 1nteL _ 319 Jnvesli anon I I ! 1 1 1 1 I 0 1 1 1 0 4 4 04 6 i 0 0 I 9 11 0 I 7 38 7 38 0 J i ! i I 0 0 31 31 0 24 24 10 029 - 0 19 9 0 I I ! 0 p _330 harcoties 331 Scient. invest i_ I I I J j 0 10 11 0 !J 0 J 1 0 L 11 12 i I I 0 0 9.5 9-5 0 I I 9.5 9.5 0 336 Gans _ I I � 1 2 02 2 0 I 2 2 0::. tes Divrsion. :: :: 0 . 0 : 0 l:: 1 .. D 0 ::::0 0 ..1 ::1 D : ": 0 0 .r 0 ,:.3 ..: 3 -.0 ::91 ::.83.0 : 8.D 4.D :0 :..: 2 .. ! '' J:::::p 0 ,:: 0 D 0 94 86 21 Facilities Maint 1 1 ! I �� 0 0 0 4 41 0�_ 4.0 I 4 _9 0 324Records 333 Communications 334 Jail _ 0 _I _ _ 1 j I 1 J 0 0 -33 12 28.01 10 5.0 1 _�- I _ 34 13 19 5 _ _ I _ 1 0 _ _1 _ 1 0 _! 1 1 2 I _ 21 1 1 ! I J 0 0 18 17 1 _ 19 18 339 Systems GroupI I 0 0 8 8 8 8 0 346 Fleet Manag. 347 Property & Evid. I_ I 0 0 0 4 4 _0 0 4 4 0 I _ 0 0 0 1 2 0 I 2 1 I 0 I I � Uni orin Divisron ` :°:: 01 01 0 l l 0 6:: 6 0 2J 1 20 1 137 117. ID :.::' :'2 '.165 156 .9 20 =:0 0 : 0 D :: 0 D 0 J851 175 10 .327�lero .1 i S I_ 1 I 11 0 6 6 0 7 7 121 0 2 1 0 I 9 9 0 10 tl 0 331 Patrol -! I i 1 ! 0 5 D 171 161 31 J 0 107 97 10 2 130 9 8 71._ ! 0 ! 138 _29 1 _ 128 29 1 335 Tra is 11 . -�. 1 0 31 14 241 0 - 28 28 0 I 11 _ 337 Crossing1 Guards I I 0 0 0 ! 0 - - _ - 338 Parkin Enforce. I j I - --0 0 0 8 8 0 'Chart does not include personnel jinded under C'OP.S.4101?F. (;runt. Provided h,v Police Budget and Research 418197 8:42 AM HUNTINGTON BEACH POLICE DEPARTMENT TABLE OF ORGANIZATION CHIEF OF POLICE" (ADMINISTRATION DIVISION yiYa �paiT®Mp11Mf fr n. wc. yrtws ati rmee " Mr. a Ja440%*YaY rftvoret urr OFC iifnirY.Z mr-le Y[LOVZR sa. F. uww r.rYK! ir..aRmFLO7aR m �r.001+1ix11fi �a/E LMq MYROIt aF+ mum o[MYTYprtat rarw CHIEF R. LOWENBERG ESTIGATION DIVISION CAPT. W. MAMELU u+T1or r�au Ymett rware►i.nr Yiarre 1 eir.wr 1 r na mr wm I I Lpamostoociam t UNIFORM DIVISION CAPT_ C. POE :rapo K.bMr Minas x artarw Ln+wau arAp uR tr. t oaoti f. L FLLYY1Os t Y1Rn AREA MOTOR LYLT L LT. CL �ROOIIE 5 suwm RT SERVICES DIVISION M6TtZtA►AARa CAPT. P. GI EA ".Comm mf friTEM 0 nmrr rYYrmR ao�naArlorY LRm yLT++r m !m w-w ROOFJL LLLLL SAY a/MA0ul0 $=. r. a NBm, W. T. "m TR "W"Im 'RorrRirtKr nawRp ur! A1YRa OIIILRYIRASSKr PAUR1Y�Lapn aWYQFFILZ AI CJAR GROt lIEVS T[IELITE allYrUit7 STSTEY µ rCRLA:GS �yE ILO@ utx.m++e�crtawcs w+RTA oucrr R+otp9Lor wat raTa.rlw Aux rrra2 0 xiag roTORs atr uoTOR+lcasE Tur iar.r.ucs,:r �vw �xsax 112UW ORGANIZATIONAL VALUE OF THE HUNTINGTON BEACH. POLICE DEPARTMENT We of the Huntington Beach Police Department recognize our obligation to maintain a safe and secure community. We acknowledge our contribution to the quality of life within the community. The provision of quality police services with the highest professional standards is our primary aspiration. We intend to fulfill these challenging responsibilities through active participation in the following shared values: We value the opportunity to provii fair. We regard the members of combined policing effort. Respe serve is the foundation of our depc We value and expect tru- We are commited to up standards and the utmos role as peace keepers ar We value our fellow em success depends on m employees will receive training necessary to me We value the spirit of professioi direction. We encourage it by cr, constant evaluation of ourselves. MMUNITY - responsive, firm, effective, and I indispensable resources in a pity, and rights of all those we fibers of our organization. ining the highest ethical ty, state, and nation. Our I asset. We realize of our co-workers. :d the proper tools our All and commitment, 13erspective, and otes teamwork, innovation, and PRIDE AND ENJOYMENT OF OUR PROFESSION We value our work as a source of enjoyment and satisfaction. We are proud of our community, our department, our accomplishments in the service, and our commitment to quality law enforcement. We possess a great sense of pride serving our chosen profession with the Huntington Beach Police Department. 0 The City of Huntington Beach Central Service II. SCOPE OF WORK/OBJECTIVE The Huntington Beach City Council has authorized the City Administrator to seek proposals from qualified consultants for the purpose of conducting an Operations Review (study) of specific service centers within the Huntington Beach Police Department. The primary purpose of the study is to identify specific areas in the Department and conduct an in- depth analysis of its operations to determine -if there are opportunities to make improvements which could lead to both short and long term cost savings for the city. The Operations Review will focus on the following five (5) areas: 1. Review the scheduling and allocation of line-Ievel personnel resources to optimize the delivery of police service to the community considering economic and staffing constraints and rising overtime costs experienced by the Department. The areas to focus upon are: Patrol Communications Investigation Division to include General and Special Investigation Jail A. Determine minimum staffing requirements in Patrol comparing officer safety and acceptable public safety service to the community with consideration of financial limitations. B. Determine the optimum additional staffing requirements in Communications and the Jail to reduce overtime spending with the intent of reducing net program costs. C. Analyze investigative work distribution and loads in the Investigation Division and determine optimum staffing requirements. Police Department 4 "Operational Review" r L _J The City of Huntington Beach Central Service D. Determine optimum number of Investigative personnel required for call -outs to major crime scenes considering urgent and comprehensive evidence collection and financial limitations. E. Review the Police Departments control measures used to authorize the Departments overtime? Are the control measures adequate to insure the integrity of the system? Suggest appropriate recommendation which would result in improving the departments management of overtime use. 2. Are Management personnel utilized in the most effective manner to meet the supervisory needs of the Department and the service requirements of the community considering economic and staffing constraints? A. Analyze the span of control and scheduling of management personnel and offer recommendations, if any, for reorganizing or re -deploying management positions in a more effective manner. B. Is the Department properly staffed with supervisory personnel? 3. Analyze the policies and procedures for conducting Internal Investigations of officers of the Huntington Beach Police Department when complaints are filed against them by members of the public. A. Identify possible improvements in the process. B. Is the process by which a citizen files a complaint against a Police Officer a non -intimidating, customer friendly process? C. Are the concerns of the complainant being properly addressed? Police Department 5 "Operational Review" 0 0 The City of Huntington Beach Central Service D. Are complaints against Police officers being objectively investigated in timely manner? Are Complainants informed of the outcome of the internal investigation in a customer friendly manner? 4. Assess the city.'s Aero Bureau operation and recommend areas where cost savings, cost avoidance, and/or improved productivity can be accomplished. A. What should be the optimum size of the helicopter fleet to service the needs of the community. B. Determine the schedule for helicopter replacements that will maximize officer safety and replacement value considering financial limitations 5. Evaluate the quantity and quality of training.provided to our Police Officers. A. Is the Police Department Standards and Procedures in the area of training adequate to insure well trained Police Officers? Police Department 6 "Operational Review" f • The City of Huntington Beach Central Service Police Department 7 "Operational Review" ! i The City of Huntington Beach Central Service The following instructions and conditions apply to this RFP: A. GENERAL CONDITIONS: 1. Pre -Contractual Expenses = Pre -;Contractual expenses are defined as expenses incurred by bidders in: • Preparing a proposal in response to the RFP • Submitting that proposal to the City of Huntington Beach • Negotiating with the City of Huntington Beach in any matter related to this RFP, proposal, and/or contractual agreement •. Any other expenses incurred by the bidder prior to the date of an executed contract. The City of Huntington Beach shall not, in any event, be liable for any pre -contractual expenses incurred by any bidder. In addition, no bidder shall include any such expenses as part of the price proposed to conduct the operational review. 2. Authority to Withdraw REP and/or Not Award Contract - The City of Huntington Beach reserves the right to withdraw the RFP at any time without prior notice. Further, the City makes no representations that any agreement will be awarded to any bidder responding to this RFP. The City expressly reserves the right to postpone the opening of proposals for its own convenience and to reject any and all proposals in response to this RFP without indicating any reasons for such rej ection(s). 3. Pricing Approach - The City of Huntington Beach intends to award a Fixed price contract for this project. In no event shall the City pay an amount in excess of the dollar value negotiated in the contractual agreement with the successful bidder. Bidders must show cost for each of the five areas describe in scope of work. Police Department 8 "Operational Review" The City of Huntington Beach Central Service 4. Right to Reject Proposal - The City of Huntington Beach reserves the right to reject any or all proposals submitted. Any award made for this engagement will be made to the bidder which, in the opinion of the City, is best qualified to conduct the project. 5. Proposal Evaluation Criteria - Proposals will be evaluated on the basis of their responses to all provisions of this RFP. The City of Huntington Beach may use some or all of the following criteria in its evaluation and comparison of proposals submitted. The criteria listed are not necessarily an all-inclusive list. The order in which they appear is not intended to indicate their relative importance: • Bidder's responsiveness to the requirements of the project as set forth in the RFP. • A demonstrated understanding of the bidder's work plan and other proposal documents. • A logical, proven methodology for carrying out the work tasks described in the bidder's proposal and developing project deliverables. • The bidder's recent experience in conducting projects of similar scope, complexity, and magnitude. • The quality and quantity of personnel assigned to the project, including educational background, work experience, and directly related recent consulting experience. • The organization structure of the proposed project team. • The financial stability of the bidder. • Recent references from local clients. • The proposed project schedule. • The proposed project cost. 6. Discrepancies in Bid Documents - Should bidder find discrepancies in, or omissions from the invitation to bid, or if the intent of the invitations not clear, and if provisions of the specifications restrict bidder from bidding, they may request in writing that the deficiency(s) be modified. Such request must be received by the Central Services Manager five (5) days before due Police Department 9 "Operational Review" The City of Huntington Beach Central Service date. All bidders will be notified by addendum of any approved changes in the invitation to bid documents. 7. Oral Statements - The City of Huntington Beach is not responsible for oral statements made by any of their employees or agents concerning this invitation to bid. If the bidder required specific information, bidder must request that it be supplied in writing by the City of Huntington Beach. B. PROPOSAL FORMAT AND CONTENT - Proposal should be typed and as brief as possible. The following order and content of proposal sections should be adhered to by each bidder. " Cover Letter - A cover letter, not to exceed three pages in length, should summarized key elements of the bidder's proposal. The letter must be signed by an individual authorized to bind the bidder. The letter must stipulate. that the proposed price will be valid for a period of at least 90 days. Indicate the address and telephone number of the bidder's office located nearest to Huntington Beach, California, and the office from which the project will be managed. 1. Background and Approach - The Background and Approach section should describe your understanding of the City, the work to be done, and the objectives to be accomplished in the management study. 2. Methodology(ies) - This section should clearly describe the methodology or methodologies you plan to use to carry out the specific work tasks described in your Work Plan. 3. Work Plan - Describe the sequential work tasks you plan to carry out in accomplishing this project. Indicate all key deliverables and their contents. Identify how much of the work will be done on site. 4. Project Organization and Staffing - Describe your approach and methods for managing the project. Provide an organization chart showing all proposed project team members. Police Department 10 "Operational Review" 0 The City of Huntington Beach Central Service Describe the responsibilities of each person on the project team. Identify the project director and/or manager and the person who will be the key contact with the City of Huntington Beach. Indicate how many hours each team member will devote to the project by task, along with a statement indicating the availability of the members of the project team for the duration of the project. Include resumes for each member of the project team. 5. Related Experience - Describe recent directly related experience (especially with Police Departments). Include on -each listing the name of the client; description of work done; primary client contact, address, and telephone number; dates for the project; name of the project director and/or manager and members of the proposed project team who worked on the project, as well as their respective responsibilities. At least three references should be included. For each reference, indicate the reference's name, organization affiliation, title, complete mailing address, and telephone number. The City of Huntington Beach reserves the right to contact any of the organizations or individuals listed. 6. Project Schedule - Provide a schedule for completing each task in the work program, including deadlines for preparing all project deliverables. 7. Cost Data - Indicate the total cost for which you will conduct the project. Identify by project team member and classification the number of hours each will spend on each work task. Indicate separately total cost for fees and expenses, including any fee discount you are proposing. Provide method of any progress payment that would be tied to percentage of areas or deliverables worked. 8. Statement of Compliance - Bidders must submit a statement of compliance with all parts of the Request for Proposal and Draft Agreement terms and conditions or a listing of exceptions and suggested changes, along with a description of any cost Police Department 11 "Operational Review" 0 0 The City of Huntington Beach Central Service implications or schedule changes the exceptions and/or changes cause. The Statement of Compliance will be in the form of "a" or "b" below: a. This proposal is in strict compliance with the Request for Proposal and Draft Agreement, and no exceptions to either are proposed b. This proposal is in strict compliance with the Request for Proposal and Draft Agreement except for the items listed. For each exception and/or suggested change, the bidder must include: • The suggested change in the RFP or rewording of the contractual obligations. • Reasons for submitting the proposed exception or change. • Any impact the change or exception may have on project cost, scheduling or other considerations. 9. - Other Information - Include any other information you consider to be relevant to the proposal. Police Department 12 "Operational Review" • • The City of Huntington Beach Central Service Police Department 13 "Operational Review" 0 The City of Huntington Central Service 40 Beach The following highlights the key compliance elements contained in the City contract: A. MEETINGS - Attend monthly progress meetings with the City's Project Manager. B. REPORTING: 1. Bi-Weekly Project Reports to City Project Manager, including: • Summary of work completed during previous two weeks. • Discussion of any significant problems encountered or issues arising during the project. • Percentage of project completion by work task. • Explanation of variance between actual work task completed vis a vis the work plan. 2. Oral briefings/summary of project findings and recommendations for presentation to the City Administrator. 3. Fifteen (15) copies of draft final report, including executive summary, findings for presentation to City Project Manager. 4. Twenty Five (25) copies of final report, including executive summary, findings, recommendations, and implementation plan. C. INSURANCE COVERAGE: 1. Consultant agrees to indemnify, defend, and hold harmless the City, its officers, agents, employees, representatives, and volunteer from damage to property and for injury to or death of any persons and from all claims, demands, actions, or damages of any kind or nature arising out of or in connection with consultant's performance. Police Department 14 "Operational Review" Page 10 - Council/Agenc*genda - 07/21/97 • (10) E-9. (City Council) inal Tract Map No. 14135 Of Tentative Tract Map No. 14135, With Bonds And Subdivision Agreement_ _- Oceancrest Partners Subdivision - wls Seapoint Street - No Pacific Coast Highway (420.60) - 1. Approve Final Tract Map No. 14135 and accept the offer of dedication and improvements and bonds (American Insurance Company) pursuant to findings and requirements listed in Attachment No. 1 to the Request for Council Action dated July 21, 1997 and 2. approve the Subdivision Agreement between the city and Oceancrest Partners, L.P. and authorize execution by the Mayor and City Clerk. Submitted by the Community Development Director [Approved 7-0] E-10.(City Council Appropriation For Worker's Compensation Claims Administration-& Data Processing System & Related Computer Technologies (320.45) - Appropriate $122,809 from the General Fund Unappropriated Fund Balance for the Worker's Compensation Claims Administration System, the Data Communications Processing System, and the purchase of three computer workstations. Submitted by the Fire Chief [Deferred to 814197 -- 7-0] E-11. (City Council) Operational Review - Police Department - Agreement Between The City And David M. Griffith & Associates (600.10) - Approve and authorize the Mayor and City Clerk to execute an Agreement between the City of Huntington Beach and David M. Griffith and Associates, LTD. for Operational Review of the Police Department in the amount of $81,000. Submitted by the Deputy City, Administrator -Administrative Services Department (To be completed in five months unless schedule is extended by mutual agreement of city and Contractor not in conflict with State Controller deadlines.) [Approved 7-0] E-12.(City Council Release Of Securities - wlBeach Boulevard slTalbert - Investment Certificate Of Deposit - City Acceptance Of Improvements - Tract No. 14828 Sassounian Capital Ventures, Inc. - (420.60) 1. Accept the improvements constructed and dedicated for public use within Tract No. 14828; 2. release Investment Certificate of Deposit No. 09848-00271; 3. instruct the City Clerk to notify the developer, Sassounian Capital Ventures, Inc., of this action, and the City Treasurer to notify Bank of America, of this action; and 4. instruct the City Clerk to record the 'Acceptance of Public Improvements" with the Orange County Recorder. Submitted by the Public Works Director [Approved 7-01 (10) 11TY OF HUNTINGTON BEAC -14L4 . ell MEETING DATE: July 21, 1997 DEPARTMENT ID NUMBER: AS 97-031 Council/Agency Meeting Held:Z�u /9z Deferred/Continued to: pproved 0 Conditionally Approved 0 Denied yy� 44p-l� City Clerlrs Signature Council Meeting Date: July 21, 1997 Department ID Number: AS 97-031 CITY OF HUNTINGTON BEACH REQUEST FOR COUNCIL ACTION SUBMITTED TO: HONORABLE MAYOR AND CITY COUNCIL M -MB SUBMITTED BY: MICHAEL T. UBERUAGA, City Administrato PREPARED BY: ROBERT J. FRANZ, Deputy City Administ SUBJECT: Operational Review Police Department. Statement of Issue, Funding Source, Recommended Action, Alternative Action(s), Analysis, Envlronmental Status, Attachment(s) Statement of Issue: The City Council previously authorized the City Administrator to obtain proposals for the purpose of conducting an operations review (study) of the Police Department. Proposals have been reviewed and the selection of a consultant is the next step in this process. Funding Source: 1996/97 General Fund Budget Recommended Action: Motion to approve the contract with David M. Griffith and Associates in the amount of $81,000 to perform the operational review of the Police Department. Alternative Action(s): 1. Request additional proposals. 2. Instruct staff on a different approach or directions. r Analysis: On February 18, 1997, the City Council directed the City Administrator to request proposals to perform an operational review of the Huntington Beach Police Department. The primary purpose of the study is to review specific areas in the Department and conduct an in depth analysis of its operations to determine if there are opportunities to make improvements which could lead to both short and long term cost savings for the city. , 0026493.01 -2- 07/10197 12:12 PM REQUEST FOR COUNCIL ACAN MEETING DATE: July 21, 1997 DEPARTMENT ID NUMBER: AS 97-031 Proposals were requested from 34 firms, 6 were received. The six proposals were evaluated by an advisory selection committee. This committee consisted of: Shirley Detloff, Mayor Pro Tempore, Dave Sullivan, Council Member, Tom Harman, Council Member, Michael Uberuaga, City Administrator, Rich Barnard, Deputy City Administrator, Ron Lowenberg, Chief of Police, Jim Moore, Senior Department Analyst, Rick Amadril, Central Service Manager. Evaluation criteria and scoring method was used in evaluating these six proposals. Each evaluation criterion was given a weight based on the importance to the project. Weight range from 1(low importance) to 3 (high importance), After independent scores were placed on a matrix, (Attachment 3), it was evident which .6f the proposals were to be furthered considered. The panel interviewed representatives of the following firms and reference checks were conducted on the those firms. Councilman Tom Harman was not able to participate in the interviews because of a scheduling conflict. 1. Law Enforcement Training Services 2. Management Partners 3. David M. Griffith & Associates 4. Ralph Anderson & Associates After interviews were completed, each committee member made recommendations and explained their reasons for selection. It was the consensus of the group that David M. Griffith & Associates be selected for the operational review. All documentation of this process is on file with Administrative Services in order to explain this to the unsuccessful bidders. The operations review will focus on five areas as follows: 1. Review the scheduling and allocation of line -level personnel resources to optimize the delivery of police service to the community considering economic and staffing constraints and rising overtime costs experienced by the Department. The areas to focus upon are: Patrol, Communications, Investigation Division to include General and Special Investigation, Jail. A) Determine minimum staffing requirements in Patrol comparing officer safety and acceptable public safety service to the community with consideration of financial limitations. B) Determine the optimum additional staffing requirements in Communications and the Jail to reduce overtime spending with the intent of reducing net program costs. C) Analyze investigative work distribution and loads in the Investigation Division and determine optimum staffing requirements. 0026493.01 -3- 07/111971.46 PM REQUEST FOR COUNCIL ACAN MEETING DATE: July 21, 1997 DEPARTMENT ID NUMBER: AS 97-031 D) Determine optimum number of Investigative personnel required for call -outs to major crime scenes considering urgent and comprehensive evidence collection and financial limitations. E) Review the Police Department's control measures used to authorize the Departments overtime. Are the control measures adequate to insure the integrity of the system? Suggest appropriate recommendations which would result in improving the departments management of overtime use. 2. Are Management personnel utilized in the most effective manner to meet the supervisory needs of the Department and the service requirements of the community considering economic and staffing constraints? A) Analyze the span of control and scheduling of management personnel and offer recommendations, if any, for reorganizing or re -deploying management positions in a more effective manner. B) Is the Department properly staffed with supervisory personnel? 3. Analyze the policies and procedures for conducting Internal Investigations of officers of the Huntington Beach Police Department when complaints are filed against them by members of the public. A) Identify possible improvements in the process. B) Is the process by which a citizen files a complaint against a Police Officer a non - intimidating, customer friendly process? C) Are the concerns of the complainant being properly addressed? D) Are complaints against Police officers being objectively investigated in timely manner? Are complainants informed of the outcome of the internal investigation in a customer friendly manner? 4. Assess the city's Aero Bureau operation and recommend areas where cost savings, cost avoidance, and/or improved productivity can be accomplished. A) What should be the optimum size of the helicopter fleet to service the needs of the community. B) Determine the schedule for helicopter replacements that will maximize officer safety and replacement value considering financial limitations. 5. Evaluate the quantity and quality of training provided to our Police Officers. A) Is the Police Deparment Standards and Procedures in the area of training. adequate to insure well trained Police Officers? 0026493.01 -4- 07/11/97 1:39 PM REQUEST FOR COUNCIL ACT& MEETING DATE: July 21, 1997 Attachrrient(s): RCA Author: goldstein DEPARTMENT ID NUMBER: AS 97-031 1 Contract for consultant services with DMG 2 DMG Proposal ��,� 3 Criteria totals by Proposer 4 1 Cost breakdown by Pr000ser 0026493.01 -51 07/11197 1:39 PM 19 J1 "le CITY OF HUNTINGTON BEACH 2000 MAIN STREET OFFICE OF THE CITY CLERK CONNIE BROCKWAY CRY CLERK CALIFORNIA 92648 CITY CLERK LETTER OF TRANSMITTAL REGARDING ITEM APPROVED BY THE CITY COUNCILIREDEVELOPMENT AGENCY APPROVED ITEM DATE: C ' ?, 19 '?7 City, State, ZiV - // See Attached Action Agenda Item ATTENTION: DEPARTMENT: REGARDING: Date of Approval /'� / 7 Enclosed For Your Records Is An Executed Copy Of The Above Referenced Item For Your Records. '/1' - & Connie Brock«°ay City Clerk Attachments: Action Agenda Page >/ RCA Deed Remarks: Agreement Bonds Insurance V Other CC: \ -- �a_ �" — IAalye PCftiment Nainc ' Department Name ✓ J ✓ RCA ./ Agreement- Insurance Other RCA Agreement Insurance Other Department RCA Agreement Insurance Other Risk Management Department Insurance Copy G:Fo11ouup'ag mts transhr (Telephone: 714.536.5227 ) ATTACHMENT #1 • i The City of Huntington Beach Central Service 2. Prior to commencement of any project activities, consultant is to secure; Workers Compensation Insurance, so as to be in compliance with State statutes, and comprehensive general liability insurance including auto and contractual liability'coverage in an amount of not less than $1 million. Signed certificates of insurance are to be delivered prior to commencing any work, with the endorsement to include the City, its officers, agents, etc., as named additional insured on each insurance policy required by the contract with City. D. PROPRIETARY RIGHTS - All documents, records, designs and specifications developed by the consultant shall become the property of the City. _ E. CANCELLATION OPTION - The City of Huntington Beach has the unequivocal right of cancellation based upon a 15 day written notice to that effect. In the event of cancellation, the City will reimburse the consultant for work completed after review and approval of all billed services by the City's Project Manager. F. SCHEDULE - The following are key dates for the Project: Project start Meeting Status Reports Draft Final Report Final Report July 9, 1997 Monthly Bi- Weekly Oct. 23, 1997 Dec. 23, 1997 G. Sample of The City of Huntington Beach "Professional Services -Agreement. - (attached) Police Department 15 "Operational Review" SAMPLE PROFESSIONAL SERVICES CONTRACT BETWEEN THE CITY OF HUNTINGTON BEACH AND FOR THIS AGREEMENT, made and entered into this day of 1996, by and between the City of Huntington Beach, a municipal corporation of the State of California, hereinafter referred to as "CITY", and , a California corporation, hereinafter referred to as "CONSULTANT." WHEREAS, CITY desires to engage the services of a consultant for in the City of Huntington Beach; and Pursuant to documentation on file in the office of the City Clerk, the provisions of HBMC Chapter 3.03 relating to procurement of professional service contracts has been complied with; and CONSULTANT has been selected to perform said services, NOW, THEREFORE, it is agreed by CITY and CONSULTANT as follows: 1. WORK STATEMENT CONSULTANT shall provide all services as described in the Request for Proposal, and CONSULTANT's proposal dated (hereinafter referred to as Exhibit "A"), which is attached hereto and incorporated into this Agreement by this reference. Said services shall sometimes hereinafter be referred to as "PROJECT." CONSULTANT hereby designates , who shall represent it and be its sole contact and agent in all consultations with CITY during the performance of this Agreement. 1 SAMPLE Wautotexticonsulatant sample418197 0 2. CITY STAFF ASSISTANCE CITY shall assign a staff coordinator to work directly with CONSULTANT in the performance of this Agreement. 3. TIME OF PERFORMANCE Time is of the essence of this Agreement. The services of the CONSULTANT are to commence as soon as practicable after the execution of this Agreement and all tasks specified in Exhibit "A" shall be completed no later than months from the date of this Agreement. These times may be extended with the written permission of the CITY. The time for performance of the tasks identified in Exhibit "A" are generally to be shown in the Scope of Services on the Work Program/Project Schedule. This schedule may be amended to benefit the PROJECT if mutually agreed by the CITY and CONSULTANT. 4. COMPENSATION In consideration of the performance of the services described herein, CITY agrees to pay CONSULTANT a fee not to exceed 5. EXTRA WORK Dollars ($ ). In the event CITY requires additional services not included in Exhibit "A," or changes in the scope of services described in Exhibit "A," CONSULTANT will undertake such work after receiving written authorization from CITY. Additional compensation for such extra work shall be allowed only if the prior written approval of CITY is obtained. 6. METHOD OF PAYMENT A. CONSULTANT shall be entitled to progress payments toward the fixed fee set forth herein in accordance with the progress and payment schedules set forth in Exhibit "A". B. Delivery of work product: A copy of every technical memo and report prepared by CONSULTANT shall be submitted to the CITY to demonstrate progress toward completion of tasks. In the event CITY rejects or has comments on any such product, CITY 2 SAMPLE k'autoteWconsulatant sample1418197 shall identify specific requirements for satisfactory completion. Any such product which has not been formally accepted or rejected by CITY shall be deemed accepted. C. The CONSULTANT shall submit to the CITY an invoice for each progress payment due. Such invoice shall: 1) Reference this Agreement; 2) Describe the services performed; 3) Show the total amount of the payment due; 4) Include a certification by a principal member of the CONSULTANT's firm that the work has been performed in accordance with the ' provisions of this Agreement; and completed. 5) For all payments include an estimate of the percentage of work Upon submission of any such invoice, if CITY is satisfied that CONSULTANT is making satisfactory progress toward completion of tasks in accordance with this Agreement, CITY shall promptly approve the invoice, in which event payment shall be made within thirty (30) days of receipt of the invoice by CITY. Such approval shall not be unreasonably withheld. If the CITY does not approve an invoice, CITY shall notify CONSULTANT in writing of the reasons for non -approval, within seven (7) calendar days of receipt of the invoice, and the schedule of performance set forth in Exhibit "A" shall be suspended until the parties agree that past performance by CONSULTANT is in, or has been brought into compliance, or until this Agreement is terminated as provided herein. D. Any billings for extra work or additional services authorized by CITY shall be invoiced separately to the CITY. Such invoice shall contain all of the information required above, and in addition shall list the hours expended and hourly rate charged for such time. Such invoices shall be approved by CITY if the work performed is in accordance with the extra work or additional services requested, and if CITY is satisfied that the statement of hours worked and costs incurred is accurate. Such approval shall not be unreasonably withheld. 3 SAMPLE k/autotexuconsulatant sample/V&97 i 0 Any dispute between the parties concerning payment of such an invoice shall be treated as separate and apart from the ongoing performance of the remainder of this Agreement. 7. DISPOSITION OF PLANS, ESTIMATES AND OTHER DOCUMENTS CONSULTANT agrees that all materials prepared hereunder, including all original drawings, designs, reports, both field and office notices, calculations, maps and other documents, shall be turned over to CITY upon termination of this Agreement or upon PROJECT completion, whichever shall occur first. In the event this Agreement is terminated, said materials may be used by CITY in the completion of PROJECT or as it otherwise sees fit. Title to said materials shall pass to the CITY upon payment of fees determined to be earned by CONSULTANT to the point of termination or completion of the PROJECT, whichever is applicable. CONSULTANT shall be entitled to retain copies of all data prepared hereunder. 8. INDEMNIFICATION AND HOLD HARMLESS CONSULTANT hereby agrees to indemnify, defend, and hold and save harmless CITY, its officers and employees from any and all liability, including any claim of liability and any and all losses or costs arising out of the negligent performance of this Agreement by CONSULTANT, its officers or employees. 9. WORKERS COMPENSATION CONSULTANT shall comply with all of the provisions of the Workers Compensation Insurance and Safety Acts of the State of California, the applicable provisions of the California Labor Code and all amendments thereto; and all similar state or federal acts or laws applicable; and shall indemnify, defend and hold harmless CITY from and against all claims, demands, payments, suits, actions, proceedings and judgments of every nature and description, including attorney fees and costs presented, brought or recovered against CITY, for or on account of any liability under any of said acts which may be incurred by reason of any work to be performed by CONSULTANT under this Agreement. CONSULTANT shall obtain and furnish evidence to CITY of maintenance of statutory workers compensation insurance and employers liability in an amount of not less than 4 SAMPLE k/autotext(consulatant aample/4/8/97 $100,000 bodily injury by accident, each occurrence, $100,000 bodily injury by disease, each employee, and $250,000 bodily injury by disease, policy limit. 10. INSURANCE In addition to the workers compensation insurance and CONSULTANT's covenant to indemnify CITY, CONSULTANT shall obtain and furnish to CITY the following insurance policies covering the PROJECT: A. General Liability Insurance A policy of general public liability insurance, including motor vehicle coverage. Said policy shall indemnify CONSULTANT, its officers, agents and employees, while acting within the scope of their duties, against any and all claims of arising out of or in connection with the PROJECT, and shall provide coverage in not less than the following amount: combined single limit bodily injury and property damage, including products/completed operations liability and blanket contractual liability, of $1,000,000 per occurrence. If coverage is provided under a form which includes a designated general aggregate limit, the aggregate limit must be no less than $1,000,000. Said policy shall name CITY, its officers, and employees as Additional Insureds, and shall specifically provide that any other insurance coverage which may be applicable to the PROJECT shall be deemed excess coverage and that CONSULTANT's insurance shall be primary. Under no circumstances shall said abovementioned insurance contain a self - insured retention, or a "deductible" or any other similar form of limitation on the required coverage. B. Professional Liability Insurance. CONSULTANT shall acquire a professional liability insurance policy covering the work performed by it hereunder. Said policy shall provide coverage for CONSULTANT's professional liability in an amount not less than $500,000 per claim. A claims made policy shall be acceptable. 5 SAMPLE klaulotext/consulatant umple/4/8/97 11. CERTIFICATES OF INSURANCE: ADDITIONAL INSURED ENDORSEMENTS Prior to commencing performance of the work hereunder, CONSULTANT shall furnish to CITY certificates of insurance subject to approval of the City Attorney evidencing the foregoing insurance coverages as required by this Agreement: said certificates shall: 1. provide the name and policy number of each carrier and policy; 2. shall state that the policy is currently in force; 3. shall promise to provide that such policies will not be canceled or modified without thirty (30) days prior written notice of CITY; 4. and shall state as follows: "The above detailed coverage is not subject to any deductible or self -insured retention, or any other form of similar type limitation." CONSULTANT shall maintain the foregoing insurance coverages in force until the work under this Agreement is fully completed and accepted by CITY. The requirement for carrying the foregoing insurance coverages shall not derogate from the -provisions for indemnification of CITY by CONSULTANT under the Agreement. CITY or its representative shall at all times have the right to demand the original or a copy of all said policies of insurance. CONSULTANT shall pay, in a prompt and timely manner, the premiums on all insurance hereinabove required. 12. INDEPENDENT CONTRACTOR CONSULTANT is, and shall be, acting at all times in the performance of this Agreement as an independent contractor. CONSULTANT shall secure at its expense, and be responsible for any and all payment of all taxes, social security, state disability insurance compensation, unemployment compensation and other payroll deductions for CONSULTANT and its officers, agents and employees and all business licenses, if any, in connection with the services to be performed hereunder. 13. TERMINATION OF AGREEMENT All work required hereunder shall be performed in a good and workmanlike manner. CITY may terminate CONSULTANT's services hereunder at any time with or without 6 SAMPLE k/autotext/consu latut samplcA/8197 Eb cause, and whether or not PROJECT is fully complete. Any termination of this Agreement by CITY shall be made in writing, notice of which shall be delivered to CONSULTANT as provided herein. 14. ASSIGNMENT AND SUBCONTRACTING This Agreement is a personal service contract and the supervisory work hereunder shall not be delegated by CONSULTANT to any other person or entity without the consent of CITY. 15. COPYRIGHTS/PATENTS CITY shall own all rights to any patent or copyright on any work, item or material produced as a result of this Agreement. 16. CITY EMPLOYEES AND OFFICIALS CONSULTANT shall employ no CITY official nor any regular CITY employee in the work performed pursuant to this Agreement. No officer or employee of CITY shall have any financial interest in this Agreement in violation of the applicable provisions of the Califomia Govemment Code. 17. NOTICES Any notice or special instructions required to be given in writing under this Agreement shall be given either by personal delivery to CONSULTANT's agent (as designated in Section 1 hereinabove) or to CITY's Director of as the situation shall warrant, or by enclosing the same in a sealed envelope, postage prepaid, and depositing the same in the United States Postal Service, addressed as follows: TO CITY: TO CONSULTANT. City of Huntington Beach 2000 Main Street Huntington Beach, CA 92648 7 SAMPLE k/autotaa/consulamt sample/4/8/97 C�J 18. IMMIGRATION CONSULTANT shall be responsible for full compliance with the immigration and naturalization laws of the United States and shall, in particular, comply with the provisions of the United States Code regarding employment verification. 19. LEGAL SERVICES SUBCONTRACTING PROHIBITED CONSULTANT and CITY agree that CITY is not liable for payment of any subcontractor work involving legal services, and that such legal services are expressly outside the scope of services contemplated hereunder. CONSULTANT understands that pursuant to Huntington Beach City Charter Section 309, the City Attorney is the exclusive legal counsel for CITY; and CITY shall not be liable for payment of any legal services expenses incuered by CONSULTANT. 20. ATTORNEY'S FEES In the event suit is brought by either party to enforce the terms and provisions of this agreement or to secure the performance hereof, each party shall bear its own attorney's fees. REST OF PAGE NOT USED 8 SAMPLE Wautotex*onsulatant sample/4/9197 0 • 21. ENTIRETY The foregoing, and Exhibit "A": attached hereto, set forth the entire Agreement between the parties. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by and through their authorized offices the day, month and year first above written. CONTRACTOR: By: print name ITS: (circle one) Chairman/President/Vice President AND By: print name ITS: (cirde one) Secretary/Chief Financial Officer/Asst. Secretary -Treasurer REVIEWED AND APPROVED: City Administrator CITY OF HUNTINGTON BEACH, A municipal corporation of the State of Califomia Mayor ATTEST: City Clerk APPROVED AS TO FORM: City Attorney INITIATED AND APPROVED: Director of 9' SAMPLE k/autotext/oonsulatant sample/4/8147 Interview Panel for the operational review on the Police Department Shirley Dettloff, Mayor Pro Tempore . Dave Sullian, Council Member Micheal Uberuaga, City Administrator Rich Barnard, Deputy City Administrator Ron Lowenberg, Chief of Police Jim Moore, Sr. Department Analyst Rick Amadril, Central Service Manager PANEL-DOC O6117197 4.41 PM RCA ROUTING SHEET INITIATING DEPARTMENT: Administrative Services SUBJECT: Approval of consultant for Police Operational Review COUNCIL MEETING DATE: I July 21, 1997 RCA ATTACHMENTS STATUS Ordinance (w/exhibits & legislative draft if applicable) Not Applicable Resolution (wlexhibits & legislative draft if applicable) Not Applicable Tract Map, Location Map and/or other Exhibits Not Applicable Contract/Agreement (wlexhibits if applicable) (Signed in full by the City Attomey) kwhed— Subleases, Third Party Agreements, etc. (Approved as to form by City Attorney) Not Applicable Certificates of Insurance (Approved by the City Attomey) -Not Applicable Financial Impact Statement (Unbudget, over $5,000) Not Applicable. Bonds (If applicable) 0. Not Applicable Staff Report (If applicable) Not Applicable Commission, Board or Committee Report (If applicable) Not Applicable Findings/Conditions for Approval and/or Denial Not Applicable EXPLANATION FOR MISSING ATTACHMENTS' REVIEWED RETURNED FORWARDED Administrative Staff { ) ( } Assistant City Administrator (initial) ( ) ) City Administrator (Initial)L. ( ) } City Clerk { ) EXPLANATION FOR RETURN OF ITEM: (Below Space For City Clerk's Use Only)