HomeMy WebLinkAboutManagement Audit of the Police Department - Booz, Allen & Ha -- a. � f • i i • i �i i ! l
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Y-
FINW., REPORT LOY
MrMGMMZW AUDIT
of the
POLICE DEPARTI8M
City of Huntington Beach ORIGINAL COPY
huntington 9e€che California for master File
. MUST
G RETURNED
June. 1978 TO CITY CLERK _
This rePort is confidential and intended solely
for the information of the client to Whom it is addr:eszed.
BWE# ALLEN i HAKILTGN Inc.
i+lanagcment Consultants
TABLE OF CONTaNTs
Pa e
INTRODRlCTION 1
I. THE HUNTINGTON BEACH FXVIRONNENT 3
II. ORGMIEATION !%ND OPERATIONS O-jr THE POLICE DEPARTMENT T
FINDINGS A14D CONCLUSIONS 1S
RECOMI MENDiATIONS 43
V. IMPLEMENTATION AND NEXT STEPS 59
APPENDIX
I
Following
Pa e —
::I. _ur" :.O OUTPUT MEASURES 14
XII. SUMMARY OF CITIZEN-INITIATED GORLS AND OBJECTIVES 16
XIII. SUMMnY OF CITIZEN COMPLAINTS 1977 17
XIV. WARRANTS SERVED BY VIMOUS UNITS WITHIN THE POLICE DEPARTMENT 26
XV. COMPARATIVE COSTS AND 1UTILIXATION OF THE IMLICOPTER PROGRI04 33
XVI. COMPARISON OF ALTERNATI'JES TO TH2 CITY OWNING XID 0PERATI:%%'3m
ITS OWN JAIL FACILITY 34
XVIS. MAJOR GRANT PROGRAM 1973-1979 V
`VIII. PROPERTY AND EVIDENCE CONTROL PRDCGSS 40
XIX. TRAFFIC ACTIVITY .AND EN FY 74-PY '17 40
XX ILLUSTRATIVE POLICE SERVICES QUESTIO14NAIRR 45
XXI. EXAMPLES OF POLICE SERVICE OBJECTIVES 49
XXI I. RECOMMENDED ORGANIZATION PLAIN 5 p
C -
INDEX or EXHIBITS
Following
Page
I. POLICE DEPAkT=,'%'T INTERVIMIS 1
II. DEMOGRAPHIC CHARACTERISTICS
3
III. SEASONAL PATTERN OF SELECTED NORK AW INDICATORS 4
IV. CRIME TRENDS--1973 TO 1977 5
V. CRIME COMPARISON WITH OTHER CALIPORNYA CITIES OF
100,000-2S0,000 POPULATION 1977 S
VI. CURRENT ORGRNIZATION OF THE POLICE DEPART20NT
VII. AUTHORIZED POLICE STAFFING LEVELS 1973 TO 1977 y
vIII. POLICE EXPENDITURES ($000) FY 1973-FY 1:076 10
IX. WORKLOAD INVICATORS 1973 TO 1917 11
X. BROAD INPUT MEASURES 13
i
INTAODi�TIOIf
i
�f
Y�TI�Qi1CY'IOR
I�Te aro pleased to submit out final report on the management audit of the police
Department. The study• began in late pebruary, 1978 with fact gathering and analysis
conducted over a three month period.
During +:he study, we worked closely with holies Department staff and, in many
cases, asked them to assemble data for us as well as being available to review and
react to findings, snd conclusions. Exhibit 1, fallowing this page, shows police
Department perronnal interviewed during the course of the study. Members of the
Departmen': wore extremely cooperative and provided useful input to the final product.
The Huntington 8eac1, Police
Department has long had the reputation as one of
the best equipped, most innovative departments Pa is in the country. Our rwriew of its
operations generally supported this reputation. The Department has been particularly
creative in the areas of manpower deployment and operating ::ystemt, including:
• pioneering of the ten-four deployment plan.
• Initiation and operation of the helicopter program.
• Development and implementation of the Computer hided
Disoatcbing System.
• EXHIBIT I
Hnntingtoo Beach
POCKS OWAR7!4M 3HY'BRVIM
I
pace Position
E. Rabi�aille Chief of Police
SPM'UL OPUTIMM
B. Ekst=m Captain
R. Fickle sergeant--Criao Analysis
C. McLaughlin Police Gfffr.*r•-Planning and Re:iearch
AMIMSPRATM SMICES
H. nurkenfield captain
R. Han Communications Administrator
R. Bennett Police officer--oomnications
G. Davis Lieutenant--Personnel
J. Webb Police officer--Public hiftairs
G. Abbond General Services Officer--Property
W. Miller Garage Supervisor
N. Spry Sargeant--training
J. Glore Records Supervisor
R. Cafinder Property officer
ZINIMitW
D. Jenkins Captain
J. walker Lieutenant•-iratrai
J. Foster Lieutenant--Patral
T. Pattan Lieutenant--Traffic
R. HorrisGn Lieutenant--Piero
C. schal:�*nger SQrgeant--Patm1
W. Hiarailu: Detsnt OR Coordinator
mum Position
IN MIGATION
D. Payne Captain
M. Schnablin Lieutenant--Vice/Orgsnised Grins
B. Young Lieutenant--Special InvestLgstions
F. Lewis Sergeant—propsaty CrivLa
s. Chadwick 5esvesnt Pernoa Crises
L. CT! as Sarge"t--Juveailt
R. Goddard Criwinslist
A. D"M Police Officer--Detective
C. Hollingsworth police Offiosr- Datsctive
D. Gaeeell Police Officer--Detective
President* Police Officers M-xilktion
T. Velsh Police Clark Sp"Cialist—Warrants i Subpoenas
I
Cp
Bxperismntation with the Automated vehicle Locator
System.
Utilisation of the Automated Traffic Reporting System.
• The current proposal to develop and implement an hutowated
Raporting System.
Leveraging of Yederal and State funding to support many of
its projects.
With some exception*# therefore, the most significant opportunities for improve-
ment are in the areas of management and organization, rather than in operating systems
and manpower deployment.
The organiaatiml of oar report is as followa:
Chapter !--presents inforuation can the size and
characteristics of the conmunity, including crime
trends.
Chapter tl--describes the organizat'don, staffing,
expenditures and workload of the Department.
Chapter 111--prevents findings and conclusions
about the overall effectiveness and efficiency of
the Department.
the Department's IV--presents recommendations for improving
partment s organization and operations.
Chapter G---discusses the strategy for implementing
the proposed changes and identifies the next steps �
to be taken.
3. TER RMXFxn'OLI BRACH ZNVI 1°r
f
•
MMTBZT 11
111�Eit. .4tM Beach
DWMG&RMZC CRAPj1GTBRI3TICS
' I
j K ivsrags
1973 1974 1�975_ 1976 Amusl Chvige
--- 11?r (1973-1977)
Pasident Population * 137,189 143,636 146,400 1:i1,500 157,S0O 3 61
Area (Square Miles) 27.29 27.29 27.27 27.27 27„27
(0.1) '
POPnlation Par Square Mile 5,O27 5,263 50359 5,M • 5,787• 3.6
Lunar Street Miles 322 325 330 341
341 1.4
Assessed Valuation tkUlion) $442 $530 $581
$71O $854 17.9
i
_1%0 1990 (1977-1990
Projected Population -
163,!Oo 194.OE0 1.3%
Projected Area (square Hiles) 27.27 27.2)
-O-
Prsjected Population Per -j
Square Mile
5,9g6 7.11fi 1.3 �
*5cate `,r t -.f £irtanua cszCifiad figures as of January Ict of the year.
Source: City Planning Department
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in the past planning for police services has been diffictw.lt
because of the rapid growth of the City, Now, however, there
appears to be enough stability to pro.A.&A future activity
on the basis of hi-ta.ical informaticM and projected develop-
ment tzends.
2. HUMINGTON BEACH HAS CERTRIN UNIM CRRRAC'1'MSTICS WHICH 1r.PACT YTS
DRETVM o5".VICES
The 13.5 miles of bathing and surfing beach attract as many
as term million n.in-residents aava suanar.
The State Par4 Service hae specific law enforce-
wAmt responsib+lity for acat of the I-- :h area.
Mmmvwr, the traffic and overtl*w of criminal
activity resulting from the beach generates
significant workload For the Department during
the nusmer months (see Exhibit 111v following
this page) .
Esc&lating property values in recent years have allowed the
City to significantly expand its leval of police service.
High property values and the middle to appsr-mivd'e class
status of the population cantributn to the large ;:8rce_ntage
of property voraus person crimes.
The large juvenile population creates additional workload
for the Department--particularly with rearact to narcotics,
hurglar:es and nuisance eatis.
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3• CRIME ACTIVITY IN HUNTINGTON BEACH HAS REMAINED RELATIVELY STABLE
OVER 17 LAST FIVE YEARS
• Exhibit Iv, following this Page, shows crime trends in Huntington
Reach over the period from 1973 to 1977. As shown in the exhibit:
Major crimes increased at an average annual rate of
6% from 1973 to 1977- However, because of the in-
crease in population, the cri.
2% per year over the same periodrate increased only
.
- Major person crimes increased at a slightly faster
rate than property crimes 0% compared to 6%) .
Major property criM3 have consistently accounted
fcr 55% of total major crimes.
The crime rate took a modest dip in 1976, but then
increased again in 1977.
Other Part I and II crimes decreased at an average
rate of 3% per year over the five year period.
• Exhibit v, followirg Exhibit Iv, compares the crime rate for
Huntington Beach with other similar-sized California cities. �
As shown in the exhibit:
Huntington Beach has a lower crime rate than most
of the other cities.
- It ranks eleventh in major person crimes -ad ninth
in major property and overall index crimes.
It also ranks eleventh in crime rate relative to the
fourteen cities.
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�tIBZT IV
Mmtington Beach
CRIM 7 --1973 TO 1977
PCIPULA�TIOtt _
1973 Average
nc= M* 1974 1975 1976 ua1
�, -`.�_ 1977
• Forcible SMIcide 137,200 143,636 146#400 (1973 1977)
. Pbbbe Rape 4 2 2 151,500 157,800 3.6%
rY 43 47 38 3 {6.5)1
899ravatedsacclt 119 132 44 S1 4.4
184 114 14S
Subtotal--persm Crams 2u a97 11 119 5.6
Per 1000000 population 350 396 r8.9
417
• 8urg1 276 308 275 46i 7.1
Theft .g 292 3.5
2.617 224
Auto TMft 4,034 2,790 2.897 3,188
4.787 5.139 5.1
503 487 477 5.152 5,034 5.7
subtotal—propertycrimes 5e4 755
10.7
Per 1,000 Population 7•344 7.798 8,426
1bLa1 8,633 8 977
.929 5,755 5.8
Index Wfensea 7.504, 5.698 5,689 2.2
Crime Rate �"'�` 8'..;�■ 8,a.877� 91030 9.438 5.9
`
OMR P `.469 5,705 6'� awn-am '�" �
� 11{!1D II CRIyES 5,934 50981 2.3
11,5I3 lI-= 9,8` 10,992 ,366
*I:tdex offenses include all P 10 (2.6)
Note: In i973 art .1 cri es $
and 1974, theft anunslanghter b
Beach activi Pa�Mt had responsibility fiery aeg 9er:ce and non-aggravated aaaauit,
of the acCoUhted for an estimmted 3,400 o Patrolling the 8.5
Years. In 1475 Cher Part I and 3I mites of State Reach.
+ patrol of _
Source.
�Partatental � a the Beach
beck the responsibi ity of d 1,6 0 par Serveach
i omitted to the p.g.i, ce.
i •
>q NMIT V
Nwttington mooch
'7rMS1! CALIFOUZA CITIES rT 100,000-250,000 POPdLAMN
Rank Population Na or Person Cv!2ea major Property Crimea
lbia2 Indant Crimea Crime Hate
1 iksahsLs 200,000 Fresno 1,673 IMM%a 1%.054 Fresno
20,727 San Pernaidsiwo 13.1e9
2 Fresno la7,500 San Bernardi.-to 1,359 Anaheim IM413 Maheio
16,043 Fresno 11.054
3 Santa ram 192,200 Pasadena s.334 Santa Ana 13,594 manta Ana
4.605 Stockton 10.514
4 Ilwstlt>,ttxt NercA 157,800 Riverside 1,271 San Barnardlno 12.1431 San Bernardino 13,960 Pesadena
10.502
5 Riverside 150.600 Anaheim l,1'0 Riverside 12,266 Ri
"rside I1.537 BerMiey 10.4T2
6 Cleadole 133,900 Santa Ana 1.011 Sta kton 11.901 Stockton 0,111 Riverside a.9es
7 Tbrranee 129.406 Stockton 1.006 Berkeley 20.855 BeiRlley 11,750 Anaheim 6.0:2
8 Stockton 122,800 Berkeley e% Fasadena 9.914 Pasadena
11.24E Santa a<na 6.016
9 Garden Groro 218,100 Canaan Grove 703 ltantingtoo Busch 8,477 Msnti ngton Beach 9,438 card" Groro 7.663
10 Fremont 117.900 Torrance 556 Frowant
8.457 Garden Crone 9.OSn Fr..wnt 7.510
11 Berkeley 112.200 MAnti"ton Beach 461 Garden Grove
9.347 Frewos.[ [1.N64 Nuntiiegton Beach 5 4B1
i
12 Pasadena 107,100 Clandale 419 Glendale, 0.513 Glendale 6 -))2 Torrance 3.247
13 Sunnyvale IGS.100 Fremont 407 Torrance 6,231 Torrance G,709 Glendale
5,177
14 Sat: Bernardino 101.E00 Sunnyvale 23 9 Sunnyvale, 4.735 Sunnyvale 4.974 Sunnyvale 4.724
SOti s (l) Crime Statistics - Uniform Crime reports - 1977 IPrel)minery).
(2) Population - State of Califnrnia, office of Population Research.
1
This chapter has presented background information on the city of Huntington
Beach, including crilvd levels and trends. Chapter Ii describes the o:aanisatinn,
staffing, expenditures and work.load of the Police Department.
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I
II. ORGANISRTIct; AND Opg"TIONS aP
TIM POLICE DEPAR T,
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II. ORGMIEATION AM. OPERATIONS OF
THE MICE D
The Police Department is a major part of City government.-
Its current (fiscal year 1978) operating budget o.: $8.7
million is the largest of any City department. This
represents 28% of General Fund and 171 of total City
expenditures.
Its capital expenditures account for more then 30% of
the City'a total capital budget.
It employs 32% of the City's total authorized workforce.
It is probably the most visible City service and one that
comes rest in contact with the citizens.
3. THE POLICE DEPARTMENT IS CURRENTLY ORGANIZED INTO FOUR DIVISIONS. EACH
HEADED BY A CAr.AIN
'xhibit VI, following this nageg shows the curreht organization
and overall staffing cf the Police Department. An sh-n.-n- in the
exhibit, Department activities are divided among four Divisions:
Special O rations--has responsibility for crime
zepori-ing, up at ng of Departmental procedures,,
legal or!:*tael, coordination of grant proposals,
and special studies.
Administrative Services--has responsibility for
most support services, including communications.
personnel, public affairs, cadet and reserve
programs, purchasing and property control,
building ma_ntenance, vehicle preparation and
maintenance, training and records retention.
Uniform--has responsibility for crime and traffic
acc eat prevention and control, and detention
and care of prisoners.
Investigation--has responsibility for investigating
person, property and juvenile crime; monitoring
vice and organized crime and drug-related activities;
se:-ving warrants and subpoenas; and overseeing
crime lab and identification activities.
The Department has made several changes in orgF-nication and
management assignments over the last three years
Special Operations Division was established in
1974 to provide an objective, in-house planning
and analytical group and ensure the successful
implementation of the Department's new communica-
tions system. Since late 1977, its emphasis has
been shifted to more general sdministrative
activities.
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- The Communications Bureau and court liaison
activities .sere shifted from the Uniform
Divisict to Administrative Services.
Narcotics, and ?ice and Organised Cr;me
transferred from the Chief's Office to were
Investigation.
A police legal advisor was recruited and hired
by the Department, deputized as a Deputy City
Attoniey and assigned to Special Operations.
Six officers were selected from patrol to
serve as full time Crime Scene Investigators.
Each of the four Captains was given a new
assignment at the end of 1977.
2• DEPAR'r'�%=T STAFFING INCREASED AT A RATE L3F 5% PER YT•:AR
OVER THE LAST FIVE YEARS
• Exhibit VII, following this
far the Police De page• Shows authorized staffing levels
1977• As shown inathe exhib t..fiscal year 1973 to fiscal year
Sworn personnel increased less than 2% annually
(tea persons, the majority of whom were patrolmen) .
Non-sworn personnel increased at a rate of 198
year--major increases included additional jailersr
and dispatchers.
' - Caelets and r Officer
reserve officer programs make available
another 60-8e part time a o ees to the
�t y Department.
• Authorized positions for fiscal year 1978 total 2tt9, 187 sworn and
97 non-sworn.
• Sworn personnel, as , percentage of total
68% over the five year period--the personnel, ed from
76% in fiscal year 1973 to 65% in fiscal year 1978age decreas from
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EXHIBIT VII
Huntington Beach
AUTHORIZED POLICE STAMIN!G LEVEES"
• 1973 TO 1977
Average
Annual
FY 72-73 FY 73-74 FY 74-75 FY 75-76 FY 76-77 Change
(FY 73-PY 771
SWORN
Chief 1 1 1 1 -0-
captain 4 4 4 4 4 -0-
Lieutenant 9 9 9 12 11 5.1%
Sergeant 24 24 24 26 24 -0-
Investigator* 14 15 15 21 15 1.7
Patrolman 102 103 99 93 107 1.2
Patrolwoman 2 2 2 2 2 -0-
Traffic Officer* 11 11 li 13 13 4.3
I.D. Technician I 1 1 1 1 -0-
Total Sworn 168 169 172 173 178 1.5%
t
As a percent of
total personnel 75'k 67% 66% €5% 65% -
NON-SWORN--Total 56 E3 87 91 96 14.4
Total police personnel 224 252 259 264 274 5.2
NON-PEFYBNENT PERSONAL (FY 74-PY 717)
cadets NA 19 19 22 22 S.Ot
Reserve officers NA 40 41 42 43 2.4
* Patrolmen are assigned to Investigator and Traffic Officer positions.
** Author zed differs from actual staffing levels in that positions are authorized at the beginning
of the fiscal year require significant time to fill and additional time to train new recruits.
Source: Police Department personnel records.
a.�
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3. POLICE EXPENDITURES INCREASED AT TUE AVERAGE RATE OF 16$ FER YEAR OVER THE
LAST FIVE YEARS, OR 8$ ,PER YEk. IN CONSTANT 1973 DOLLARS
w
Exhiliit VIIT_, €ollo-aing this page, shows actual police expendi-
tures from fiscal year 1973 to fiscal year 1977.
Personnel costs, which average 801 of total expenditures, in-
creased at a rate .of 17% per year over the period from fiscal
year 1973 to fiscal year 1977. The most significant increases
vmre:
Total :salary costs--up by 14% per year.
Benefit costs--which almost tripled over
the five year period.
As a percentage of total salaries, benefits
costs increased from 19% in fiscal year 1973
to almost 30% in fiscal year 1977.
Other less ;ignificant personnel costs remained relatively
constant:
Overtime costs increased by 68 per year, but
decreased as a percentage of total costs from
I 10% in fiscal year 1973 to 6% in fiscal year
1978.
Temporary salaries increased by 4% per year
over the five year period.
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e e a a a � • s e e e f
E."IAIT Vill
Huntington beach j
POLICE F.xPERDITUIMS (5000)
FY 1973-FY 1978
i
3kverage
Actual Annual
L"UND FY 72-73 rr 73-74 FY 74-75 FY 75-76 FY 76-77 qaa�
(FY73-rY77)
Salaries
Permanent S29530 $2,936 $3,425 $3,982 $4,485 15.4%
Overtime 313 286 313 263 390 5.7
Temporary 204 223 233 213 236 3.7
Total Salary Costs 3,047 3,445 3,971 ;,459 5,121 1-3.8
I
Benefits
Retirement 233 296 322 389 619 . 27.7
Insurance 64 91 152 204 364 54.4
uorkauaa's Compensation BS 140 161 286 321 38.3
Holieftys 85 107 227 145 153 15.6
Educational Incentives 98 139 193 230 269 28.7
Total Benefits 565 773 955 1,254 1.'116 32.0
Total. Personnel Costs 3,612 4,218 4,926 5.712 6,1127 17.3
Other Operating Costs 424 492 537 619 6415 9.3
Capital Outlays 167 56 265 193 19i 3.4
Total Genersil Fund Expenditure% 4,203 4,756 5,629 6,524 7,623 16.1
REVE UE &HARING--Capital Outlay 0 150 0 0 18 --
GRANT FMDS
Personnel Costs 20 r2 43 37 36 15.8
Other Operating Costs 8 0 0 1 20 25.7
Capital Outlay 94 62 83 146 70 t7.1)
Total Grant Funds 122 104 126 184 126 0.8 j
Total Police Expanditures V,L335 "41010 ;5A754 $v,A708 17x?67 25;84
In Constant FY 73 Dollars* $4,325 S4.735 $4,959 S5,274 S5,801 7.64
T—SasW37on tha ILTlicit Ytace Deflator from the Economic Report of the President, Page 262
s d • • • A i • • • •
General Fund ope.ating expenditures for Police increased at an
average rate of 16% per year, but remained a relatively sm.All
• percentage of total expenditures (9% to 10%) .
Total capital outlays (including General Fund, revenue sharing,
and grant funds) increased slightly from $261,000 in fiscal year
1973 to $278,000 in fiscal year 1977.
The amount of grant funds used to supplement General Fund expendi-
tures remained relatively constant carer the last five years,
but decreased as a percentage of total expenditures (from 38 in
fiscal year 1973 to 28 in fiscal year 1977) .
in real dollars (adjusted for inflation) , the increase in expendi-
tures from fiscal year IM to fiscal year 1977 was 8%.
4. OVERPA&L WORKLOAD OF THE DRPARTNENT HAS INCREASED SOMEWHAT OVER THE LAST
FIVE YEARS
Exhibit IX, following this page, shows workload trends for the
period from 1973 to 1977.
"total called for services increased at an average rate of 7%
per year,, primarily as a result of non-crime related calls.
Crime related calls increased by 1% per year.
Miscellaneous calls increased by 10% per year.
i
Arrests declined slightly, primarily as a result of the change
in marijuana laws in 1974.
The Department has also indicated that certain changes over
the five year period make it difficult to effectively compare
workload statistics. In addition to the change in marijuana
laws and ita impact on arrests, the Department cites:
I
EXHIBIT IX
Huntingtov Bead1h
►TOPTUDAD IHBICATORS
1973 To 1977
Average
]ynnur1
1973 1974 1975 1976 1977 Cbange
CA=D FOR SERVICE (1977)
. Part I Index Crimes 7,504 8,194 8,877 9,050 9,438 5.9s
. Other Part I And I1 Cria:ps 11,313 11,661 9,839 10,992 10,366 (2.6)
. Misc-.11anzous* 31,107 36,382 36,818 40,158 45,953 10.3
Total 50,124 56,237 55,534 60,200 65,757 7.0%
RRFW-M 11,067 12,714 9,323 9,715 10.017 (2.5)
TRAt-71C
. Accidents Investigated 2,714 2,621 2,753 3,741 4,006 10.2
. Persons Injured 7. 108 948 940 1,440 1,602 9.7
. Peersoas Milled 15 15 15 23 21 8.8
iiTATION.S
Hazard 2 588 20 036 16 194 22 990 1.6%
Hazardous 1, , , 22,243 •
. Non-Hazardous s,:;51 4,776 3,170 4,543 7,065 9.1
Total having .7,139 24,812 19,364 26,786 30,855 3.3
. Parking 8,154 6,827 10,278 11,159 13,538 i3.5t
. Meter Violations 4,062 3,705 5,870 11,712 13,873 35.9
Total Non-Moving 12,216 10,532 16,148 22,871 27,411 22.4%
*Includes follow-up calls made by patrol officers.
Note: In 1973 and 1974, the Department had responsibility for patrolling the f%.5 mines of acaLe Beati.i6.
Beach activity accounted for an estimated 3,400 other Port I a.:' II crimes and 1600 arrests in
each of the two years. In 1975, pa':rol of the Beach became the responsibility of the State Park
Service.
Source. Uniform Crime Reports/-FBI.
Changes in other lags which have reduced the number
of arrests.
Changes in Department policy relating to the quality
of arrests and thereby reducing the number of arrests.
Traffic activi#y increased significantly.
Accidents were up by 10% per year.
Persons .injured and killed increased 10% per
year.
Moving citations increased slightly (3% per
year) , but the numbex of parking and meter
citations more Shan doubled over the 1973 to
1977 poriod:
In 19750 the Department relinquished its responsibility for
patrolling the 8.5 miles of State Beach. The Department estimates
that during the eleven to twelve weeks in the summer, the Beach
generated an estimated 3,400 additional other Part I and II crimes
and 1,600 additional arrests. Removing the beach activity from the
Department's overall workload results in:
Other Part I and I1 crime increasing from 8,155 Ln
1973 to 10,366 in 1977, a 68 annual increase.
k -
k Arrests increasing from 9,497 in 1973 to 10,017 in ;
1977, a 1% average annual increase.
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5. OVER THE LAST FIVE YEARS, THE RESOURCES DEVMD TO POLICE SERVICES ARE
MOPROY.IMAT&LY EQUAL TO THE OUTPUT OF THE DEPARTMENT = �'
Exhibit X, f:_Alewing this page, shows the increase in resources `
devoted to police services (money and manpower) , adjusted by
certain, staffing and workload factors. As shown in the exhibit:
rolice expenditures (adjusted for inflation) per
t :_._.:
capita increased by 4% and per police employee
by 2% per year.
Expenditures per major crimes reported and per
called for services increased by less than 2% per
year.
Expenditures per arrest increased by 10% per
year (again, primarily reflecting a change in
policy relative to marijuana laws) .
Police employees per 1 ,000 population increased
slightly M per year) .
Patrolmen per 1,000 population decreased by
2t per year over the five year period, but in- �
creased slightly (1% per year) per square mile k .=
of area.
41'
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EXHIBIT X
Huntington Beach
BPOAD INPUT MEASURES
Average
Annual
1973 1974 1975 1976 1977 Change
1. POLICE EXPENDI (000) $4,325 $4,735 $4,959 $5,274 $5,831 7.6%
• Per Capita 32 33 34 35 37 3.7
• Per Police Employee 19,308 18,790 19,147 19,977 21,172 2.3
• Per Patrolman 42,402 45,971 50,091 56,710 54,215 6.3
• Per Part I Index
Offense 576 578 559 583 615 1.7
. Per Called For Service 86 84 89 88 88 0.6
• Par Arrest 391 372 500 543 579 10.3
2. POLICE EMPLOYEES
(PER 1,000 POPULATION) 224 252 259 264 274 5.2%
i . sworn 1.22 1.18 1.17 1.14 1.13 <1.9)
. Not Sworn 0.41 0.58 0.59 0.60 0.61 10.4
. Total 1.63 1.75 1.77 1.74 1.74 1.7
3. PAiFOI.MEN 102 103 99 93 107 1.2♦
. Per 1,000 Populatica 0.74 0.72 0.68 0.61 0.68 <2.1>
. Per Scriare Mile 3.74 3.77 3.63 3.4: 3.92 1.2
* Adiuste3 for inflation.
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Exi?ibit XI, following this page, shows selected measures of the
outi-yut of the Department. As shown in the exhibit:
Cdlled for services and mr:jor index crimes per
sworn officer increased by approximately 5% per
year.
Arrests per sworn police employee decreased at
an average rate of 44t per year.
Non-parking citations per traffic officer
decreased slightly (l% per year) .
This chapter has presented information on Uie overall organization and operations
of the Police Department. Chapter III presents findings and conclusions about the
overall effectiveness and efficiency of Departmental activities.
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EXHIBIT Y.-I
Huntington Beach
BROAID OUT--UT 1-ASURES
• Average
Annual
Change
1973 1974 1975 1976 1977 tl973-1977)
ChLLED ':'OR SERVICES 50,124 56,237 55,534 60,200 65,757 7.0%
. Per Police Employee 223 223 214 228 240 1.9
. Per Sworn Police Employee 298 333 323 348 369 5.5
. Per Patrolman. & Traffic
Officer 444 493 491 568 548 5.4
PART I INDEX CRIMS 7,504 8,194 8,877 9,050 9,438 5.9%
. Per Police Employee 34 33 34 34 34 -0-
. Per Sworn Police Employee 45 48 52 52 53 4.2
. Per Patrolman 74 80 90 97 88 4.4
ARRESTS 11,067 12,714 9,923 9,715 10,017 (2.5)%
• Per Police Employee 49 50 38 37 37 (6.8)
• Per Sworn Police Employee 66 75 53 56 56 (4.0)
. Per Patrolman 109 123 100 104 94 (3.6)
• Per Patrolman & Investigator 95 108 87 85 81 (3.9)
NON-PARKING CITATIONS 27,139 24,812 11,364 26,786 30,855 3.3-,
. Per Police Employee 121 98 75 101 113 (.17)
. Per Traffic Officer 2,457 2,256 1,363 2,060 2,373 (1.0)
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III. FINDINGS AND CONCLUSIONS
I
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III. FINDINGS AND CONCLUSIONS
This chapter describes in more detail than did Chapter II the organization and
operations of the Police Department and presents conclusions about its overall effective-
ness and efficiency. For purposes of convenience, the findings and conclusions which
follow are grouped into four categories.
A. Level of Police Services, Conimunity Involvement, And Specific
Departmental objectives.
P. organization And Staffing.
C. Specific Division or Bureau Activities.
L. Management Systems And Police Programs.
t -15-
A. LEVEL OF POLICE SERVICES, COMMUNITY INVOLVEMENT
AND SPECIFIC DEPARTMENTAL OBJECW ES
1. THE POLICE DEPARTMENT HAS GENERALLY RECEIVED STRONG SUPPURT FROM THE COMMUNITY
AND, AS A RESULT, HAS NOT FELT THE NEED TO ROUTINELY GATHER AND UTI1J ZE CITIZEN
INPUT 1N ITS POLICY OR OPEPWTIONS PLANNING
In the early 1970•s, a citizens' group developed a statement of
overall service goals for the City. Exhibit XII, following
this page, summarizes the goals related to police services.
As showa in the exhibit, the goals are too general for use in
evaluating Departmental performance, but do represent an
attempt to document citizen_ interests and desires relative to
police services.
The goals and objectives identified in 1970 are not used by
the Dapartment for planning purposes, but are sometimes referred
to as an indication of public support.
No formal attempt has been made since 1970 to survey public
opinion about the Iev^1 and adequacy of police services.
Rather, the Degartm=nt tends to react to citizen concerns
on an issue by issue basis.
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EXHIBIT XI!
Huntington Beach
SL1MMY OF CITIZEN-INITIATED
COALS AND OBJECTIVES
1. PRIMARY GOATS
Issue a full range of services and facilities for the:
Protection of life and property.
Repression of crime.
Prevention of criminality, discovery and apprehension of those respcnsible for
criminal acts, prosecution of those responsible, and recovery of property.
2. SECONDAM GOALS
Expansion of public reaations and public education.
Continuation of educational incentives to reward personnel.
Improvement of procedures and systcos, particularly in planning
and research.
3. OBJECTIVES
I
Raise the ratio of police personnel per capita to a level of satisfactory
police services within fiscal limitations.
I� Raise entrance standards and improve benefits to attract and retain the
best-qualified personnel.
Praise educational standards for tenure and promotional qualifications and
promote a professional career services progr=a.
Provide public education in areas of Police goals and philosophy and
instill a sense of shared cooperation in the coesv-nity.
1
2. 111 GENERkL, THE DEPARTMENT IS TrOROUGH AND RESPONSIVE IN ITS INVESTIGATTOW
OF CITIZEN COMPLAINTS '
Exhibit XIII, following this page, shows the number and type of citizen
complaints received by the Department in 1977. As shown in the exhibi'::
Almost half of the complaints are for excessive force.
Only two officers had more than two complaints lodged �
against them in 1977.
The ratio of complaints to number of arrests is relatively
low--1:278.
After investigation, less than one third of the complaints
were determined by the Department to be valid.
The internal procedure for dealing with complaints is generally sound.
- The Chief of Police is personally informed of all
complaints.
- The Chief and the four Captains serve as an internal
review board to consider all complaints.
- All complaints are investigated.
- The citizen is made aware of the disposition of the case.
The only weaknesses in the current process include: r
- No formally established guidelines to be used by the inter-
nal review board for determining disciplinary action.
Not enough emphasis on reviewing trends in types of complaints
or recurring problems with the same officers, and then develop-
ing specific action programs to reduce the number of complaints.
The City Administrator is only made aware of a complaint it
it is referrers directly to his office.
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EXHIBIT XIII
Huntington Beach
SUGUM OF CITIZEN COMPLAINTS 1977
Disposition*
Number 1 2 3 y 5 6
1. TYPE OF COMPLAINT — — — — — —
. Excessive force 16 6 2 5 3
. Abusive language 3 2 1
. Refusal to take report 3 1 2
. Missing money 3 1 1 1
. Mprofessional conduct 3 2
. Misuse of canines 2 2
. False arrest 1 1
. Illegal entry 1 1
. Failure to impound vehicle 1 1
. Improper insurance claim 1 1
. Distortion of crime report 3 -
. Jail procedure 1 1 — — — —
TOTAL 36 14 4 11 6 1 0
2. OFFICERS WITH:
Number t of Total
I
. Ono complaint 33 79• _
. Two complaints 7 17
. More than two complaints 2 4
3. RATIO OF COMPLAINTS TO ARRySTS:
36/10,017 or one complaint for :very
278 arrests
*Disposition categories:
1--Unfounded 4--Inconclusive
2--Sustained 5—Complainant, failed to cooperate
3--Exonerated 6--Misconduct not based on complaint
C
• r i o a a = � s a �► a
3. THE CITY COUNCIL RECEIVES DETAILED INFORMATION ?BOUT DEPARTMENTAL ACTIV_TTIES,
BUT FOR T.n MOST PART HAS NOT EFFECTIVELY USED THE INFORMATION FOR ESTABLISHING
POLICE SERVICE LEVELS OR EVALUATING THE DEPARTMENT'S PERFORMAlr rZ
Several atte& is have been Made by ;:`te Department to improve
communications and increase the City Council's understanding
of its operation.
Regular reporting to the Council has ranged from presenting
detailed statistics on the workload and activity of each
Bureau to providing one to two page summaries of major
accomplishments and/or areas of concern.
The Council also receives in€orm-stion on Departmental activities
during its review of the annual budget and in connection with
periodic requests to fund special programs.
In many cases, the Council feels overwhelmed by the amount of
data, and unable to effectively utilize the information for
establishing service levels and evaluating the performance of
the Department.
It s3i:^uld be noted that this situation is not unique to the
Police Department, but the problem is particularly critical
with Police because of the nature, cost and impact of its
services.
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3 �► 0
4. THE DEPARTMENT NEEDS TO DO A BETTER JOB OF TRANSLATING OVERALL GOALS INTO
SPECIFIC, MEASURhBLE OBJECRIVES FOR USE IN GUIDING AND REPORTING ON ITS
ACTIVITIES
The Council, and even the City Administrator's Office, are not in
a position to determine ghat measures to use in evaluating the
adequacy of police services.
Both the Council and the City Admiristrator's Office need to
have several service level options presented to them, along
with the implicatons, costs and benefits of each.
Examples of areas in which service level objectives could be
established by the Department include.
- Types of crimes to be controlled.
- Types of crimes for follow-up investigation.
- Response times.
- Patrol time.
- Clearance rates.
- Traffic Enforcement.
- Accessibility to persons requiring or desiring
service.
- Crime rate. j
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Establishing more specific policing objectives could serve a
variety of relevant purp03eS, including:
Focus the attention of elected officials and
administrative personnel, including police
administrators, on agreeing upon tangible
police service levels and the resources required
to achieve those levels.
Determine the operating performance of the Police
Departai;mt and specific organizational units based
on service indices or measures which are capable
of achievement given a sufficient level of effort.
Hold police administrators and supervisory per-
sonnel responsible for results.
Direct attention to policing strategies and tactics,
as well as alternatives available, to achieve desired
performance levels.
Help identify alLd eliminate activities which are not
related te) desired performance results, particularly
those related to manpower utilization.
Improved documentation of staffing levels and luxes
as well as other resources needed to achieve agreed
upon service levels.
` - Focus attention on areas where organizational coordina-
tion is needed since various objectives and performance �=
measures are interrelated.
Focus attention on existing information gaps which in-
hibit a continuing assessment and evaluation of performance.
Provide field personnel with an opportunity to feel the
sense of accomplishment which comes from achieving
established objectives.
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B. ORGMU ZATION AND STAFFING
1. THE REGULAR ROTATION OF ASSIGNMENTS HA ' MADE IT DIFFICULT TO HOLD KEY
MANAGERS RESFO'ISIBLE FOR RESULTS
The rotation of Captains among Divisions has met its aljective
of providing useful experience and exposure for the inuividuals
involved.
However, it has also created problems -.L clearly assigning
responsibility for results.
-- The Captsi.s tend to retain their interest --.n the
I
activities of the Dixl.sion just vacated. -
i
They also are reluctant (and rightly s , in some cases)
-to take responsibility for the on-going problems of
their current Division.
i
-• There has also been some lose of continuity in the �
development of certain programs (i.e. comwanications,
property control) and in the management aad development
of staff.
The practice of rotating Captains through the .Acting Chief
position on a daily or weekly basin has also created some
confusion in the Department.
The four Captains have different pnilos--phies and
management styles.
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Although having differences of opinion is encouraged
• and can be healthy, when acting for the Chief, there
needs to be a consistent interpretation of polio.,.
Otherwise, operating decisions are delayed or made
inconsistently by members of top management.
The situation is further complicated by the heavy involvement of
the Chief in activities outside the Department. There are ob,Aous
benefits that come from the Chief's external activities, but it
sometimes leaves a gap in the day-to-day management of the
Department.
2. THE CURRENT ACTIVITIES OF SPECIAL OPERATIONS DO NOT JUSTIFY ITS STATUS
AS A SEPARATE DIVISION
The initial justification for establishing Special Operations
as a separate Division was to create a planning and analytical
function within the Department that;
Was objective and unencumhered by day-to-day
operating responsibility.
Was at a high enough level in the organisation
to have direct access to and visible support
from the Chief's office.
Had equal status and could, therefore, have
influence o•.er the other support and line
functions.
In fact, the Division's current activities are limited to crime
reporting, updating of Departmental procedures, supervision of
the Department', legal advisory, coozdination of grant fundc.,
and special studies.
To date, the Division has not performed a long range planning
fLnetion or conducted in-depth analyses of Departmental operations.
-22- c�
• a s s � s a a s a •
3. THE DIVISION OF RESPONSIBILITY BETWEEN ADMINISTRMIVE SERVICES AND SPECIAL_
v
OPERATIONS IS INAPPROPRIATE
Administrative Services currently has responsibility for a
wide range of functions which include both:
On-going administrative activities such as
personnel, payroll, property and evidence
control, vehicle maintenance, purchasing,
training, and records.
Planning, research and program development
activities, particularly in the areas of comuand
and control and management and information systems. !
Many of the planning and research functions w - initially per-
formed by Special Operations but then shifted to Administrative
Services with the latest rotation of the Captains.
The current range and grouping of activities is understandable
and reflects the interests and skills of the managers involved. i
However, the result has been an un :ven balance in responsibilities
between the tslo support Divisions ,Special Operations and
Administrative Services) .
Special Operations is not functioning as
originally intended.
Administrative Services is overloaded:
An additional problem created by the split in responsibilities relates
to the retrieval, reporting and utilization of information
Administrative Services gathers, or is developing
systems to gather, moat of the operating informa-
tion used by the Department.
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Special Operations also gathers and maintains
• information on crime, workloaA, and incident
activity.
Inconsistencies in data surface when the two
Divisions generate reports based on information
gathered independently.
This can be at least embarrassing and, in sore
cases, could affect the support and funding
given to important new programs.
4.. OPPORTUNITIES EXIST TO IMPROVE THE IN'TEMIAL ORGANIZATION OF THE INVESTIGATION
DIVISION AND PROBABLY REDUCE STAFF
The Division's middle managers (Lieutenants) are not supervising
the units that have most of the workload and the majority of staff.
The Property, Person and Juvenile Bureaus, With
total staffing of 25 persons, each report directly
to the Captain.
- One Lieutenant supervises Vice and Organized Crime with
five staff members and the Crime Lab (eight staff, but
the function is actually managed by a civilian crininalist) .
The other Lieutenant supervises Special Enforcement
(four staff] , Warrants and Subpoenas (three staff) ,
and Narcotics (six staff) .
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� � � s 9� � a► d � a s
The Juvenile Bureau, staffed with one sergeant and four investi-
gators, screens and processes juvenile arrests and crime reports
received by the Department. The; al3o directly investigate run-
aways, missing persons, sex crimes, child abuse and neglect Gases.
rinally, Juvenile officers act as a liaison between the Department
and the schools, County, State and Federal juvenile diversion
prcgrems.
A generally accepted national standard is that investigators
should make up approximately 10% of total sworn personnel. The
.Department's 23 "general criminal investigators" repre3ent 12%
of the Department's total sworn personnel.
Based on cur review of the Diviation, tr2re appear to be opportunities
to reduce the number o'42 investigators. How-ever, such a reduction
mould force the Department to change its policy of assigning all
reported crimes for investigation. j
The Warrants and Subpoena-x unit operates autonomously, pro-
vides services to Divisions other than investigation, and
has a workload which is only partially tied to the investi-
gative process.
Changes in the warrant system over the last several years make
it less I- oortant that police departments utilize sworn per-
sonnel nta part of a separate warrants detail..
The State has intervened in the control of out-
standing traffic warrants through its driver's
license renewal process.
The Marshall's office will serve "failure to
appear" notices on traffic citations after the
Depart*mE�nt has had 60 days to attempt to collect.
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1b � • • c� • wr m • • -
Exhibit XIV, following this page, shows the general productivity
of the warrants detail relative to ether units and agencies.
The exhibit shows thatt
- The Department serve& an average of almost 90% of
all warrants received. Of this awtount:
- Fatrolmn and investigators serve more than 408.
- Another 40% are baited or recalled.
- Outside a9eiicies serve almost 10%.
- The two sworn warrant personnel that comprise the
detail serve only about 51 of the total,
It should be noted that the exhibit does not show the complete
w-irkload of the warrants detail.
Mangy* of the warrants which are bailed require initial
contact by an officer.
The warraW-i; that are: served by t2•,c detail tend to
be the moet trouNlesome and time-consuming.
How-ever, assuming the two sworn officers work a total of 416 days
per year, the actual production of the detail 13 less than one
warrant per officer per day.
EXHIBIT xiV
Huntington Beach
0
YMPAM SERVED BY VARIOM Min
WITHIN THE POLIcE D€PARTMM
1975 1976 1977
metal Nsrrcnts At"ived 4,581 4,96: 7,332
Total Served 4,254 4,775 6,040
,�s a Perc stage cf 'total
Racelved 88% 98% 82%
Percentage of Parce::age of Percentage of
Nuker Total Served Munber "Total Served t�bsr Total Served
Served by Patrol or
Investigation 1,928 45% 1,909 41% 2,584 43%
Hailed or recalled 1,716 40 2,212 46 2,S83 43
Served by other agencies 366 9 352 7 540 9
Sex-.led by the s:arrant
detail 244 6 302 6 333 5
5. PROGRESS HAS BEEN MADE IN. CIVILIANIZING 7.TE POLICE DEPARTMEN-Z BUT AD
i OPPORTUNITIES EXIST TO REPLACE Si�R DIT20N7LLN WI9'H NON-SWORN PERSONNEL
• :he Police Department has made progress in utilizing non-sworn
personnel.
From fiscal year 1973 to fiscal year 1977, the per-
ce
ntage of non-sworn to total personnel increased
from 10 to 35%.
In fiscal year 1978, with the addition of 20 new
patrolmen and six traffic enforcement positions, the
nunber of non-sworn personnel should drop slightly
as a percentage of total personnel.
• However, Huntington Beach reM&i'1s well above the national
Of 19% (non-sworn as a per Personnel) for centage of total l) for average
citiFs of comparable size. U.S.
The benefits of increasing the number of civilian- = -r the
Department include:
Cost savings--non-sworn personnel are corcpensated
at almost half the rate of sworn personnel.
Increased concentration on cr; �
sion and investigatior:--non-swornp ersonneltcanrsuppees-
form many support activities in place of police officers.
- 5peci8lized a ert�. .. �
expert-se--the increasing sophistication
Of police work requires hiring technical specialists
to supplement police Iersonnel.
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• The priority hi heat y
g areas for increasiZg the use of civilians
in the Department include the following:
E - Crime Scene Investigators--civilians can be
used effectively and, in fact, there are
organisation and career development problems
in using sworn personnel as full time Criirz
Scene Investigators.
The analyst positions in Special Operatiora.
- The warrantk detail--non-sworn uld
nerionn the clerical functions ands onne utilize sworn
personnel from Patrol and Instigation for the
actual serving.
A trainer to replace the training officer in
Administrative Services.
S. SEPARATIONS PROM THE DEPARTMENT OF SWORN PERSOca'L�EL HAVE BECOME INCREASINGLY
COSFLI' TO THE CITY
I
Fror.► 1975 to 1977. 29 sworn officers separated from the Department
--seventeen (nine of which were during probation) resigned, o:±e
was terminated aad eleven laft for medical :.seasons,
Of the eleven medical separat;.oan, four were for mental or psycho-
logical reasons and seven for Physiological reasons.
• The average age of retirement for the eleven employees was 35
years. In most cases, the individuals have been re-employed,
some with other police agencies.
The eleven medical separations hava required the City to reserve
I` approximately $1 A-iilion, or more th,n $180,OOQ
contribution of the eleven employees to the retiremener tpfuidQ. The
iega than $160,000, or about $14,500 per employee.
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Thig prob-em .iB not unique to Huntington Beach, but is serious and
costly enough co merit further investigation.
j In addition to analyzing the legal requirements and the
separation, the Departmenty g � � process of
P should also examine its hiring procedures,
its physical fitness program, including the requirement for mandatory,
regular physical examinations for all sworn personnel, and its
mechanisms for providing career and personal counselling.
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C. SPECIFIC DIVISION OR BUREAU ACTIVITIES
i. OPPORTUNITIES EXIST TO INPROVE N.;j MINAGEMNT OF THE DEPARTMEW,S CRIMINAI-
IN VESTIGATION PF.00ESS
• The mb3or purpose of the criminal investigation process is to
increase arrests for serious crimes that are prosecutable and
that ultimately lead to an increased numi+er of convictions.
• The tab)e below compares clearance rates by arrest for Huntington
Beach with the average for U.S. -cities of 100#000-250#000 population.
�JAa= RNTE BY ARRES1.%--15
HtRWZNGMN SUCH U.S. AVEPAGE
(cities of I00,000-
No. Cleared 250,000 population)
No. By Arrest Percent t
ttoa+icic e 3 2 67% 64•
Rape 51 19 37 55
Pabbery 148 64 43 33
Assault 259 192 74 72
Burglary 3,188 624 20 le
Theft 5,034 11155 23 19
Auto 'theft M 253 34 17
Source: California Department of Justices HCS
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As shown in the table, Huntington 3each has a higher clearance
rate than the National average for five of the seven types of
major crimes.
Clearance rates do not represent a completely adequate measure
of the Division's performance. However, it can be used to
generally measure the effectiveness of the investigative pro-
cease
Although Huntington Beach is above the national average in most
categories, a review of th,e proceas indicates the lack of a
formalized approach %o investigations. For example:
There is no systemized way of initially screening
cases.
With few exceptions, all reported ceases are assigned
and included in tie caseload (even if, in some cases,
an arrest has already been made) .
E - Thera is no unified approach to the management of
i assigned cases, with each Livestigator utilizing
his or her own approach.
There is little individual accountability for time
spent or results achieved.
Statistics which are gathered are in response to
administrative requsst:� and not necessarily useful
in managing the function.
-31-
V)
0 0 0 0 0 • � • � .�►` �►
Finally, there is no procedLre establia'hed to assist
the Division in identifying and evaluating those
cases returned to the Department by the District
Attorney's Office because of reported inadequacies in
the investigative process.
2. THE DEPARTMENT*S AFRO BUREAU IS %ELL MANAGED AND GENERALLY BETTER UTILIZED
THAN RSLICOPTER PROGRAM IN OTHER COMPARABLE CITIES
�
Huntington Beach has effectively integrated its helicopter pro-
gran into the patrol `unction. Based on 1977 statistical, the
Bureau was able to document the following quantifiable bene€its%
It was responsible €cr isauing 550 hazardous
citations. At an overage cost of $24/citation,
the Bureau returned to the City more than $13#000
in revenue.
- While its staff represents 3e of the Department's
sworn personnel, the Bureau was credited with 71
of total arrests.
- It cancelled 813 calls. At an average savings of
20 minutes per call# it saved 271 man hours of
patrol time and expense.
- It was dispatched 3600 times and arrived first
on the scene 3332 times (93%) .
- Its average response time is 1 1/2 to 2 minutes
compared to the response time for a patrol car
of 2 1/2 to 6 1/2 minutes.
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e e
In addit#oa, helicopters provide certain non-quantifiable
advantages and beneV.ts,
Observation platform.
Back-up and coordination of ground units.
Psychological comfort to citizons.
Deterrance to crime.
High speed chase sur-yeillance.
• 'obviously, the helicopter is an effective patrol tool only when
it flies. HoWever, in 1977, its actual flight hours amounted
to only 74% of available flight hours. So far in 1978, ':iris
utilization rate is up to 79%.
• Exhibit xv, following this page, compares the cost and uti'_iza-
tion of the Huntington Beach program to three other comparable
Jurisdictions. As shown in the exhibit, Huntington Beach flies
fever tours and spends more :'coney for the program, but appears
to bo aignificartly more productive.
It provides a wider range of functions.
It is credited with signWLcantly more arrests.
• It should also be noted that the averages operating costs of seven
California law enforc*�..nt agencies with flight hours of 2000 to
3000 v►as $368,761, or almost exactly that spent by Huntington Beach.
-33-
EXHIBIT XV
HUNTINGTON > ZMM
COMPARATIVE COSSS AND UTILIZATION O£
THS "IMICOMW Plt£fGW.
Huntington beach City A City B City C_
1. GVEPALL UTILIZATION
Eacktin X x x x
Surveillance x X X x
Initiate "ally x X X
C=rgency x x x X
Rutual Assistance x x X X
rta s cue x
Traffic Enforcesk:nt x
Photo x X x X
2. ACTIVITY--1977
• Hwber of Aircraft 2 2 2 2
• Geographic Area Covered 27.7 37.0 16.3 56.0
• !tours Flown 2299 2593 2676 3362
- Monthly Average/Aircraft 95.8 107.E 11sol 140.1
lvaraga/Day 6.3 7.1 7.9 9.2
• Arrests 652 122 302 555
• Flight flours/Arrest 3.5 21.2 9.5 6.1
3. COS':S--1977-78 (000)
Personnel $272.9 $136.4 Ss46.6 -v235.0
eparating 96.5 119.6 115.6 141.3
2quiprront -0- -0- 38.0 -0-
Total C-)::C $365.3 $255.0 $300.2 $376.3
. Per Aircraft 164.7 127.5 150.1 188.2
. ;or Flight tour 160.6 98.7 104.: 111.9
,totes: The eignificant difference in paraonnel casts is partially a result of the separate 8uraau status of Huntington
Beach's program, but it may a1Po be the result of differences in cost reporting. Cost estimates for the other
departnants are based on interviews rather than a thorough review of cost records.
It is clear that the helicopter program is well managed and has
had a positive impact in Huntington Beach. However, because the
program is faced with some near-term capital investments (par-
ticularly the heliport, and eventually new aircraft) and given
the limitations of a helicopter relative to a patrol vehicle,
the Department should continue to examine its overall need for
an Aero Bureau.
i
One alternative which has bean, and should continue to be
explored is the contracting of helicopter services by Huntington
Beach to other contiguous jurisdictions.
3. IT IS LESS EXPENSIVE FOR THE CITY TO OPERATE ITS OWN J NIL THAN TO TRANSPORT
PRISONERS TO ORANGE COUNTY
In 1974, the Department conducted a cost-bencilz analysis using
projected activity levels to justify having its own jail facility.
Exhibit XVI, following this page, presents the same analysis
using actual rather than projected levels of activity. As
shown in the exhibit, it was less expensive in 1977 !nor the
City to operate its own jail than to transport prisoners to
Orange County.
The total cost of operating the jail in 1977 was $392#000
compared to $4440,000 to transport by bus and $5231,000 to transport
by sedan.
The other advantages to the Department having its own jail are
that it is convenient, and the Department can control the `pesa-
tions and quality of care.
On the other hand, the jail is somewhat under-utilized and serves
primarily as a short term detention _facility%
In 1978, the jail population averaged 25 on weekdays
and 38 on weekends, well below its 64 person capacity.
-34-
EXHIBYT xvr
Huntington Seac.`►
: "'1108 OF AND OPBMTIHG ITS TOW JA LIM To p.RC2:.�E CITY OIINIIiG
1977 Hours Trawzl Total Parsonrwl
Arrests � Fours Bourn
1. ACTIVITY 6.ne Costs
i
• By sedan 10,017 10,817 61676 1E,695
M15.74 $ 262,779
• by bus 104,017 10,017 1,669 11,616 15.74
183,922
Follow-up follow-up
Interview Hours
• Detective follow-up 20003 40006 21003 S1009
15.74 94,583
TranepoPzRBOMRL OPERATING TOTAL
ton tit vie en ion ea saga
2. OyERALL COSTS
Sr seda.R S 252,779 S 940542 163
S ,637 $ 520,998 $2,172 $ 523,174
By bu S 183,938 968382 $ 163,637 5662,1S7
2,I72 $ 444j329
Otte facility (currant) -
- 359,100 32,337
3920917
Assumptions
1. Booking timk--1 hour.
2. Travel time to Orange County Jail and back--1 hour.
3• Transportation staffing--two officers to transport three prisoners in sedan and 12 pritia:,cra ilk a bus.
two hours at the jail. requirt detective follow-up. It takes on: hour of travel time and
S. Personnel Caata--based on an average hourly wage of $15.73 for transporting officers and $9.34 for jailers.
G. Detention area at Huntington Beach--uiniMUM staffing of two People# 24 hours per day, W S days
7• Transportation costs figured at $.17 per exile for oat 35 mile round trip Y Y per year 0 hours).
miles). p Fs�r day to Orange County Jail {12,775 773 total
1
I
In 1977, 831 of the adult prisoners and 99% of the
juvenile prisoners were held less than 12 hours.
Given the cost of the facility and the nature of the jail popula-
tion, the Department should continue to examine alternatives for
increasing the utilization of its jail facility or reducing costs.
Three potential options appear to be:
Contracting jail services to other jurisdictions.
Reducing staff--currently, the jail is staffed
with 17 civilian jailers. Minimum coverage of two
persons (one male and one female) , 24 hours per day
would require ten total staff.
- Utilizing Reserve Officers during peak periods--this
will require that an additional forty hours of training
be given to Reserve Officers.
4. OPPORTUNITIES EXIST TO IMPROVE THE M-11- tAGEMENT OF THE POLICE GARAGE7 LUT
PROBABLY NOT AT ITS PRESEW LOCATION
The Police Garage is housed in minimal space and staffed by three
civilian employees (including one CETA employee) and a cadet.
No sophisticated systems are used for monitoringvehicle costa,
,
schedulingmaintenance +� -
• purchasing parts, or determining replace-
ment based on an economic formula.
The small size of the facility creates operating problems and
decreases overall efficiency.
-35-
tS;
OM
� Q o � • • � � s s •
• The purchase of new vehicles is not based on a systematic review
of costs, operating needs and experience with the current fleet
and the vehicle rn4ntenance supervisor is not heavily involved in
the purchasing process.
However, there have been no significant problems created as a
result of vehicle down time and the work of the Garage is
generally considered to be of high quality.
Without moving to a new facility and/or adding additional staff,
it would be unrealistic to require the Garage to take a more
sophisticated approach to vehicle maintenance.
Two options should be explored, though, for increasing the
overall efficiency of the Garages
The use of a joint facility with other jurisdictions.
Some sharing of facilities or management responsibility
k with Public Works.
i
r
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D. MANAGEMENT SYSTEMS AND FOLIC'E PROGRAMS
1. THE DEPARTMENT HAS BEEN EFFECTIVE IN SECURING AND UTILIZING FEDER. AND STATE:
FUNDS TO SUPPORT SEVERAL NEW PROGRAMS
Exhibit RVII, following this page, identifies the major grant
programs of the Department over the last six years.
As shown in the exhibit, almost $2 million has been utilized
but the Department's required contribution has been less than
25% of the total.
The Federal Government has provided $1.3 million
in funds (66% of the total) .
The State and County have added another $213,300
(11% of the total) .
The programs which have been funded generally represent the
I higher priority needs of the Department.
- Communications.
- Burglary and robbery supression and
' apprehension.
Juvenile diversion and counselling.
Traffic enforcement.
The internal management of grant programs appears to be effective,
particularly when grants are directly administered by the Division
or Bureau involved, such as the Juvenile Diversion, and the STEP
and SET Traffic Programs.
I
-37-
9
lentlastm "Ackk
NA" GDOAT POK)GNM 1973-1979
Total pulum G soumm to(*
CBac Pa4etal seats COWLtY nenn9tc Mach
Pmgram Titl* run8iee+ �b2rlad t400) Amomt Parant Amomt ?scot Almmt &i0t_r. Percent
1. COMM mn COtif'P-M
• Alas* I 1/72-3/73 3 203.1 24.0 4bt -0- - -0- - ilthi.l �It
. Phasa II 4/73-3/74 243.2 61.0 23 -0- - -0- - 1W.2 75
• prtaaa I12 4/74-4/7S 234.9 215.0 90 11.9 S1 -0- 11.9 S
SL--47vm 665.2 370.0 54% 11.9 21 -0-
303.2 44%
2. 13U?T11AY SU M310!
AND AP*"FMMMION 8/76-12/77 87.6 77.1 la 4.3 S 6.S S 1.7 2
3. PCDII*..AY SUF lctt
im AFPwsmliSlcn 1/78-9/78 34.7 31.4 90 1.7 5 .9 3 .6 2
4. JU%TML= DIVEPS20tt
AND C IAMI '..M
' . Ph&" I 7/7S-6n6 32.1 -0- - 32.1 100 -0- _ -0-
Phase lI 7nS-arn s?S.t 293.5 90 16.3 S 13.1 3 5.2 2
. Phase III 9/77-9/78 319.3 28..3 90 16.0 S 11.0 3 S.00 2
StSTOTAL 677.S 590.8 Sfs! 64.4 10% 22.1 34 10.2 1t
�! S. SFSCXAL TLM71C
IS(s 7029mm PATROL
� r) 12/76-3n7 40.9 -0- - 40.9 l00 - - -0- -
6. SPSCUtL fNMRCZ.MW
TBAMC (SwT) 10/77-9/19 369.0 19S.9 53 62.7 1714 -0- 110.4 30
i
TMAL
S1,845.0 51,2SS.2 66% S1BS.9 I01 $27.S 11 $426.2 23%
The monitoring and evaluation of program results has been unevenj
but in some cases is done by outsiders and is. therefore, not con-
trollable by the Department. Evaluations conducted by the Department
on its traffic programs have generally been well done.
2. THE DEPARTMUIT HAS DEVELOPED MORE DATA PROCESSING CAPABILITY AND APPLICATIONS
THAN IT HAS BEEN ABLE TO SUCCESSFULLY MTEGRATE INTO ITS OPERATIONS
Huntington Beach has probably ut-ilized automated data processing
as effectively as any department in the country.
- Beginning in the late 1960's. the Department began
to plan for a Computer Aided Dispatching System,
in conjunction wits its move to a new facility.
Feasibility studies ---re conducted, hcxdware and
software manufacturers contacted, and £orecants
developed which included the related activities
of several other City departments and regional
agencies.
-- What is essentially a master plan was developed
which included computer aided dispatching, automated
vehicle locating and finally automated report writing
systems.
City financing was leveraged through the usa of
Federal and State matching funds and by having
nwnufacturers absorb certain costs as part of
their marketing and development efforts.
Continuity in the development and implementation
of the overall plan has been maintained by keeping
key individuals involved throughout the process.
- Technically qualified individuals have been hired '
or assigned to supervisory and operating positions.
-38-
s � s a � a a $ a • •
However, the development and installation of many of these
systems has outdistanced the ability of the Department to
effectively utilize them. Examples of the problems encountered
• by the study team include the following:
A general reluctance to change time-tested pro-
cedures.
A lack of understanding or appreciation for the
value and use of automation.
Some resistance to enthusiastically accept and
utilize new systems, based more on personality
differences than on an objective analysis of
costs and benefits.
Too little pre-yelling or explaining of either
the concepts or specific operating implications of
the various systems.
I
` - -lot enough involvement of operating and/or field
personnel in the development stages.
i
- Technical problems which reduced the credibility of
certain systems, particularly the vehicle Locator.
System.
Further investment in the development and implev*ntation of auto-
mated systems should be based on an examination of what has been
done and future Police Department requirements relative to overall
City priorities. Both the City Council and the City Administrator
should continue to be involved in decisions to further automate
operating systems within the Departmene.
-39-
� • • s i � i i ! ! i
3. THE DEPARTMENT'S PROCESS OF PROPERTY AND EVIDENCE CONTROL IS GENER.NLLY SOUND
In March 1978, new procedures were implemented for impounding .
processing, releasing and disposing of property. These pro-
cedures which are flow-charted in Exhibit XVIII, following this
page, are comprehensive and detailed et.ough to serve as clear
operating guidelines.
The duplication of information maintained in the property card
file and the ledger book is intentional and done for security
rc ssons.
The one significant weakness in property control is that no
system exists for matching stolen property with recovered
property and seeing that it is returned to its rightful owner.
The Department is aware of tho problem and views it as a high
priority area for study. One element of the Xitomated Report
Writing System is the identificatipn and tracking of stolen
property and evidence.
I
I
4. DESPITE INCREASED ENFORCFMNT EFFORTS, 'TRAFFIC ACCIDENTS CONTINUE TO BE A
HAJOR PROBLEM IN HUNTINGTON BEACH
Exhibit XIX, following Exhibit XVIII, summarizes traffic activity
and enforcezient efforts by the Department over the period from
fiscal year 1974 to fiscal year 1977. As shown in the exhibit:
Accidents increased steadily over tha. four-year
period and personal injury and fatal accidents
increased as a percentage of total accidents.
With the exception of fiscal year 1976, Division
staffing remained relatively constant both in total
and as a percentage of total sworn personnel.
t -4 Q- �
46varr win
Hundnaton Beach
—START— PROPERTY AND EVIDENCE CONTROL PROCESS
PiIM"Y REAORT -
TAKEN RYML
MILD OPPMER -
Ow"I'lT"
. EVIDERM TAG
PREPARED
.EVIDENCE PLACED
IN LOCKER
PROPERTY OFFICER:
.PREPAREBPROPERTY PROPERTYRiN� FILE CARD SEW TO
RECORD CARD CARD FILED BY RECOII>yEd RECORDS UPON THE -END-
. PLACES PRMRTY OR HUMUR DIEPOEIT"M OF PROPERTY
IN HIN
IMPOW&ATION INCLUORM
Vkdmfikqwn
. IIomb 011im
.PwPON Ol ita
.O1l4nw
.low*Atniww
.20*4NwwM► �-
.Nw Nwobw
.Do%
. 11N�01 F4epeetlr
PROPERTY OP"Ctn �—
LOBS SAME INFORMATION LEDGER BOOK ACTIVITY RETAINED FOR -END-
11i LEDGER BOOK RECORl1>:D am"YEARS
✓J
i
EXHIBIT xrx
Huntington Beach
TWPIC ACTIVITY i viroftcmmT
FY 74-TY 77
Awraga 'I
Annual
Change
PY 73-74 PY 74-75 PY 7S-76 TY 76-77 PY 74-r:77
1. TRAFFIC ACCI09M
Humber of accidents 2,621 2,733 3,471 4,006 15.2%
- Personal injusy a fatal 667 663 990 2,165 20.6
.. persons injured 949 940 1,440 1,602 19.1
.. parsons killed 15 15 23 21 11.5
- Property damga 11954 2,OS3 2,491 2,037 13.2
2. STArrIHC
sworn 1S 15 21 15 -0-
- Psresntag% of tctal sworn 2.9% 8.9% 12.1% 8.41 11.9)
Hon-worn 4 4 6 S 7.7
TBTAL DIVIBIOH sn"iHG 19 19 27 20 1.7
3. TIL„?IC SHPOMMME lT
• Rasardous citations 20,036 16,194 22,243 22,990 4.7%
• Anton-hazardous citations 4,776 3,170 4,343 70865 U I
Parking citations 6,827 10,278 210139 13,531 25.0
Mletsr violations 3,705 5,^70 110712 13,973 55.3
4. 8FrZCTIYE ZSS MU SVRBS
:assonal injury i fatal as a
Percentage of total accidents 25.4• 24.1% '-8.24 29.2E 4.81
. Hazardous citations par personal
injury and fatal accidents 30.0 24.4 22.7 19.7 (13.1)
. Haaardcus citations per sworn
officer 1,335.7 1,079.E 1,039.2 1,532.7 4.7
- The number of total citations issued increased,
but the number of bazardous citations as a per-
centage of total citations decreased.
Me overall effectiveness of traffic enforcement efforts decreased
over the four-year period, while the productivity of individual.
^ _ficers remained constant.
The enforcement ratio of hazardous citations
issued to personal injury and fatal accidents
decreased steadily.
The number of hazardous citations ;.ssued for
sworr officers decreased f om fiscal year 1974
to 1975, but increased again in fiscal year 1977.
It appears that the Department has done everything it can to
reduce traffic accidents and that the continuing increases
may reflect an engineering rather than an enforcement problem.
S. THE RESERVE OFFICER PROGRAM! IS NOT ORGANIZATIONALLY WELL POSITIONED NOR
AS Ft3 XY UTILIZED BY THE DEPARTMENT AS IT COULD BE
The Reserve Program is organizationally placed in the Public
Affairs section of the Personnel Bureau, yet all of its
working assignments are in the Uniform Division.
Although Patrol utilizes almost 90% of the Reserve Officers,
the full time patrolmen generally lack confidence in the
Reserves, and consequently do not fully utiliue them in per-
forming police dirties.
In general, the natrolma-i feel that Reserves axe not adequately
trained to serve as an effective back-up to full time personnel.
-41-
CR
• i i • � � � i i O •
There is also an emerging recruitment problem. Reportedly. poten-
tial Reserve officers feel they can gain better experience and
have more responsibility in other police departments. Currently,
only 34 of the 50 authorized positions (685) are filled.
Reserve officers are sworn personnel that cost the City abut
3% of what a full time officer does 01,000 initially and about
$500 thereafter compared to $19,000 to $25,000 per year) . This
dramatic cost difference suggests that the Department should
make every effort to increase the utilization and effectiveness
of the Program.
Areas in which Reser4es can be particularly useful to the
Department incluee:
Providing additional manpower to cover peak
periods (weekends and summer) .
Performing routine police functions and, there-
. fore, allowing regular officers to concentrate: on
higher priority activities.
6. THE CADET PRJGRAM IS NOT BEn"G FULLY UTILIZED FOR ITS INTENDED PURPOSE:
The objectives of the cadet program are to:
Supplement the Departr.ent's existing labor ro7rr-
Relieve sworn officers of administrative c1t,.'--ies. a
Prepare young people for a career in 1p_�.4
enforce:nEnt.
In Hiu:tington Beach, the program meets only tha first ob?ective
--to supplement the Department's work. force.
The table below shows current utiliaaticra of the Departments
17 cadets.
cum= x"Itl MM OF CADETS
8ureau,�Urtit Nuea:aer Rssigrn+ent
Data Processing 1 Eta:#stical compilations
ccMMnications 1�1 Er,cands/general assistance
Personnel 1 cadet: program ccardinaticn
clerical
vehicle Maintenance l Errands/taachan:.cal maintenances
Patrol 2 Front desk
Traffic 5 Trafti c enforcement
Agra 1 Errands
Property 1 Clerical
Crime lab 2 Photo lab/clerical
TOTAL 17
As shown in the table, most of the eadeta are utilized for errandso
clerical work, and general assistance.
Several cadets have voiced their concern about the lack of police-
related assignments and their general treatement atnd, :n fact,. the
Department has had difficulty in the last two years filling its
authorised positions.
In 1977, 21 out of 28 positions were filled (75%) .
` -- So far in 1978, only 17 out of 28 positions have
been filled• (61%) .
Cadets have been effectii�ly :utilized in Traffic for parking
enforcement and in Patrol at the front desk.
-43-
I
if properly utilized, cadets can make an important and cost effec-
tive contribution to the Department, bath as part time employees,
and eventually as frAl time police officers.
The findings and conclusions presented in this chapter provide the background
and rationale for the reccuendations presented in Mapter IV.
-44-
r '
i
i
ITT. WCOMMDATIQNS
.-a
It" RECOIENDILTIONS
The purpoae of a managenent audit is to identify the strengths and weaknesses
o`_ an organization and recoemnd the major changes that should be made in structure,
staffing, and/or operating procedures. Chapter III hab p_esented conclusions about
the overall effectiveness 3f the Police Department. This chapter presents the
renomaaend:t;..ns for change.
1. Tm POLICE DEPA MMM SHOULD ROUTIUM"I GATHER AND UTILIZE CITIZEN INPUT IN
PLANNING FOR THE DELIVERY OF POLICE SERVICES
It is difficult to accurately measure citizen perceptions about
the level and adequacy of police services. However, the Department
should survey members of the community to get their input in
planning for police Services;
Exhibit XX, following* this page, shows am example of a gWastionnaire
that could be used by the Department to assess citizen reactions
to the quality of police services.
The survey should be publicized by the City and distributed with
monthly utility bills.
Administration of the questionnaire should be the responsibility
of Special Operations with the :.'esults incorporated into the
Department's planning and budgeting efforts.
,I
-4 S-
EXHIBIT }G
Huntington Beach
rvptrtnant Of Police
ILLUSM21VE POLICE SERVIMS QUESTIMMAIRE
1. Profile of Survey Respondent
Age Street on which
residence lncated
Occupation
Aam+ual Income
School (if student}
2. Have you had a personal contact rith the Huntington Beach Police Ds;-artnent in the last year?
Yes No
3. Was your contact with the police: Initiated by you:?
Initiated by a police officer?
4. Please describe the nature of your contact with the police
E2 [IBIT U (2)
S. Listed below are now indicators of your experience U. having personal contact with the ,police.
For each indicator, rate your attitude regarding the police by cbecking one of the boxes an the 1
to 5 scale (ranging frca 5--indicating coat famorable+ to 1--indicating least favorable).
!lost . Least
Favorable _ Average Favorable not
Indicator 5 4 3 2 1 6Wlicable
a. Tice it took for the police to respond
to your request for assistance 0 ❑ ❑ ❑ 0 ❑
b. Helpfulness of police officers to
dealing with your needs ❑ ❑ 0 0 Q
c. Justifiration of police persnrmal for
initiating a contact with lYiu ❑ ❑ ❑ ❑ ❑
d. Personal appearance anc2 professlorm.:iso
of police officers you had montact with ❑ ❑ ❑ ❑ Q ❑
6. Phase explain your reasons for each rating of 'least favorable" (all I or 2 ratings) listed above:
w
• ! ! ! i i i • i i !
EXHIBIT XX (3)
7. Personal and public safety is a major concern of many citisens. Listed below are several statements
describing how an individual eight feel about his or bar safety in the City of Mintington Beach.
Please check the boat to the right of the statemen_s which slant accurately reflact your feelings
regarding these statements.'
• I I Z I
Agree. disagree Don't Know
a. Huntingtor_ Beach probably is safer than most other areas of
the county 0 Q
b. Generally, it is no-- sa:e to be alone or, the streets after
dark in Huntington Beach Q 0 0
c. I feel relatively safe in my own home
a. I usually do not worry about the samrity of ay home and its
contents when I go out Q
e. I frequently worky about someone breaking into my tome when
I am away 0
f, Himting%:on Beach is about as. safe now as it was ten years ago
g. Speeders and traffic violators are a danger on the
streets of Runtington Beach Q
h. The Indite have been very successful in controlling crime
in my neighborhood. Q �
i, I can quickly get a policeman to help if I really need one. Q El II
EXKIBIT XX (4)
i
I I I
7. (Oontirraed) ESM! Disarm Don't Enow
j. Drivers better stick to thu speed limit or drive carefully
in Huntington Beach or the police will give the: i ticket ❑ ❑ Q
k. crime is increasing in my commmnnitrr and the police are not
able to keep up with it ❑ ❑ ❑
A. Please check the bwms to the right of the statasents which most
closely apply to the Bnntingtcn Beach Police Departmerkt
a. I frequently see a police car drive throragh my neighborhood ❑ ❑ ❑
b. Our polics department is making an effort to inform petple
about what citizens can do to prevent crime [� ❑ ❑
c. Ti.t only tine I ever see a roliceawn in my neighborhood is
%hen soncone calls one ❑ ❑ ❑
d. Our police departaw t is a credit to the community ❑ II ❑
e. Policemen in my co■mumity are trying to understand and Srelp
all types of citizens lJ ❑ ❑
f. Our police officers do not conduct themselves as profession-
ally as they might ❑ ❑ ❑
g. our department is having a :hard time keeping up with crime
in our CnEaunity. ❑ ❑ ❑
h. People who commit crimes in Huntington Beach have a good
chance of being apprehended ❑ ❑ ❑
E7 RMT XX (S)
f
9. Some people feel the cost of law enforcement exceeds the benefit3 received. As a citizen vho sup-
ports the cost of police services through the payment of taxes, please check the box of the sta*e-
sent which mcat closely reflects your feelings.
I I I
Agree Risagree Don't know
a. I would be willing t%► pey more taxes to get better police
service in mmtingtun Beach
b. Taxes are too high asow acid I an not willing to pay mare
to Inprove police services in my community
10. Please use the space helcm or the back of this paS-e to express any other comments or con"rrs :rou
have about police services in ftntington Beach.
CP
s
The results of the questionnaire should be one input into the
development of specific objectives to guide the Department93
operations.
i
2. THE DEPARTMENT SHOULD MM. CERTAIN MINOR CHANGES IN THE WAY IT HANDLES
CITIZEN WNFLAINTS
The internal review board, consisting of the Chief and the four
Captains, should establish more specific guidelines for deter-
mining what disciplinary action should be taken to rem dy a
confirmed citizen complaint against an officer.
- The guidelines sho}sld be somewhat flexible and
not formally.produeed or circulated among police
personnel.
Rather, the guidelines should be developed and
utilized internally in determining the appropriate
disciplinary action to be taken.
The City Administrator should be informed of all citizen complaipts
formally lodged against the Department and the eventual disposition
of those complaints.
3. THE DEPARTM M SHGULD ESTABLISH FORML OBJECTIVES .+'O GUIDE ITS OPERATIONS �
AND REGULARLY REPORT ON ITS PERF0PjMNCE"RELAT1VE TO THOSE OBJECTIVES
Expanding attention is being directed at police departments and
other law enforcement agencies to cope with the escalating crime
problem in urban and non-urban areas. This attention and con-
cern is manifested by:
State and Federally-funded prograva to improve the
effectiveness and efficiency of police and other
criminal justice programs.
-46-
----------------
Requests by mast police administrators to significantly
increase spending for police manpower and equipment.
Eden with the expanded attention and increased resource commitment
to the policing function, substantial confusion still exists about
the .appro�riate role of the police department..
In addition to basic law enforcement, police personnel
are called upon to keep ordsr, settle domestic disputes,
find missing children, and help drunks.
They also develop programs to reduce racial tensions,
inform people about drug abuse and promote traffic
safety.
In addition, police frequently deal with the youthful
offender because of the high pe:-centage of crime
committed by juveniles.
In the meantime, there appears to be some general agreemaut today
that the goal of a police agency is to ensure public peace and
security. mare sr^.eeifica.11y;
"'Xbe objective cf the police is cons..dered by some
to consist of reducing the amount of crime to some
o timum level as measured by the cr we n ex or
some other index) below which the cost of leroviding
lice services for re Lic crfurther (expendi-
tures require or manpower, equipment, and other
cost items) is greaterthan the benefit which results
from reduciri-the a�nu caused crime as meastir~ eU
y at income, property damage and other indices) ."
3
-47- df.
i
This cost-benefit approach for determining optimum police service
levels baa:d on esi:ablished objectives has been utilized in a
number of studies, and results of the antalysis suggest that, at
least for the: near-term:
It is not possible to clearly, reliably and fairly
measure the achievements of police agencies by their
ability to reduce crime.
Net is it Possible to plot a cost-benefit curve 2-or
police agencies which will show the optimum point for
establishing the level of police services needed.
This conclutsion is not particularly surprising if one considers
the following:
Little reo lly is ?mown about the impact which various
elements of the criminal justice system, as well as
various social conditions, have on crime and crime rates.
Hypothetically, police agencies could bn performing
at nearly optimum levels but other failures in the !system
or society in genera? could stimulate an increase in crime.
Crine increases may be mlated, in part, to the fact
that more crimes axe being reported today because of
the increased sophistication of the public served and
the steps police departments have taken to relate tc
the communities they serve.
Moet police departments still fail to collect and utilize
meaningful data which can be used to determine workload.
resource and performance trends as well as current :nfor-
mation which is germaine to th,- manager-meat and Evaluation
of its policing services and operational strategics or
tactics. As a result, historical data are not available
to assess the correlation between historical policing
-48-
i
inputs (such as hours or percent of patrol time .for
various types of activities or hours of conspicuous
Patrol per repressible crimes like robbery) and outputs
(such as true crime rates,, patrol arrest rates, convic-
tion rates resulting from arrer$ts, or response time by
type of call) .
Field demonstrations within a specific police agency
to test hypothesized cost-benefj.t ralationships between
inputs and outputs$ regardless of the measures usad,
are difficult to accon;lish due to dry-to-day operating
requirements a-nd the lack of analytical resources to
establish the criteria for these test situations.
The comparison of police staffing levels (inputs; to
crime rates or arrests (outputs) among departments
to identify cost'--benefit relationshila offers little
assistance since the policing strategic-i and tactics
can differ widely.
What is needed today; riven the currant state of the art, are policing
objectives based on d-aired service levels which are quantified, can
be measured within a given time frame, and are capable of attainment
within funded resource levels.
Exhibit XXI, following this page, gives exiles of police service
objectives which could be established in each of the following areas:
!Avel of police service.
Police program emphasis.
organization of police services.
Management of Department operrt=ons ,
- Deployryent of police manpower.
- Police personnel programs.
- Adequacy of facilities and eQuipment
- Financing of police services.
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Huntington "ach
EXAMPLES Or POLICE SERVICE 0&rntTIVES
1. LEVEL OF PQ:ICE SMICE
Provide police service equally to all persons requiring it.
Control crlmo rates with particular emphasis on burglary, robbe,-y, petty the' and
narcotic dxug offenses.
In-estigate all crimes against persons and crinss aga;::st property which have the
W.ghest probability of solution.
Increcae traffic enforc%v&szt to reduce the number of accidents.
Provide more time for basic tart enforcement activities.
Respond to all amrgency calla within five minutes and other calla within at least
If) to 25 minutes
Maintain a level of betwesn 25% and 50% uncomitted patrol time.
2. POLICE PPIM M EMPHASIS
Increase citizen participation Li crime prevention activities.
Improve police-community relations by increasing the non-crime related contact
officers Have pith citizens.
Emphasize crime prevention as a regular responsibility of field patrol officers.
ircleasc crime prevention activities with spacial emphasis; on such offenses as
turglary; robbery, shoplifting and youth crimes.
Improve relations wkch minority group members through increased non-crime related
contact with police personnel.
I
I
EXHIBIT XXI (2)
3. ORGANIZATION AND HhNAGEMEM OF THE POLICE SERVICES SYSTEK
• Provide for effective channels of communication with and among polite agencies.
Avoid unnecessary service overlaps or duplications amont police service agencies.
Increase cooperation and working relationships among police dtpartments in the
County and with other agencies in the criminal justice system.
Provide for clear definirians of lines of authority, responsibility and accounta-
bility for law enfo_cement activities.
Provide for reasonable and logical spans of control in the administration of
police services.
Proivde for an organization structure with flexibility for adapting to changing
service requirements.
Provide for continuous long range planning on police service :reeds and resources.
Increase the use of non-sworn personnel to free sworn officers for enforcement
activities.
Continue the use of legal adivsors in the Police Department.
d. HMGEMENT OF DEPARTMIT OPERATIONS
Encourage all personnel to suggest improvement opportunities in the operation of
the Department.
Provide for continuing analysis and systematic installation of improvements in police
service operations.
Reduce the number and length of incident reports.
EXHIBIT XXI (3)
Enable field patrol officers to increase crime prevention activities and increase
• their capability to respond to e*Awgency calls by screening all calls for service
at the dispatch station and sending officers only to themore serious crime and
emergency calls.
Improve and standardize reporting and record-keeping systems to make available
current and historical information needed to proivde effective police service.
Within established financial limits, increase the use of technology as it applies
to law enforcement.
5. POLICE PERSONNEL PROGRILMS
Recruit and hire the most qualified persons available without regszu to race or sex.
Provide for career development opportunities for officers and civilian personnel.
Provide for training and expe_ience which will increase the professionalism and
skills of police officers.
Continually upgrade hiring standards to comply with P.O.S.T. requirements e+nd contem-
porary trends.
Utilize a merit system to compensate people on the basis of- performance as well as
longevity and education aah_evement.
6. FACILITIES AND BQUIPMENT
Increase or better utilize the. space available to the Department.
Expand the practice of City-.ride pruchasing without impairing Departmental effective-
ncss or control.
Increase the standardization of equipme..c used by the City.
Continually upgrade the of quality i q equipment used by officers and the Department.
- � • 3 • • • i i • • •
EXHIBIT XXI (4)
7. FIHI JIMUG POLICE SF MCES
Provide stable and adequate financial resources for the police function.
Maintain equity in the financing of polic6 services by relating costs, where possible,
to the benef;ts received.
Provide for the use of uniform, modern systems and procedures ir. the financial planning
and fiscal control of police ser4.•ices.
Insure police services are financed adequately so that all citizens requiring service
receive the level of service required.
i
To be effective, police service objectives must be measurable and
the Department's performance periodically reviewed to identify
whether or not objectives have been met. Appendix A presents
each of the example objectives presented in Exhibit XXI along
wi-ch criteria to be used in measuring performance relative to the
objective, and a metbodoloTy to use in applying the measurement
criteria.
4. THE DEPARTFMT SHOULD MAT.£ 'CERTAIN CHANGES IN ITS ORGANIZ)VU0 STRUCTURE
AND ASSIGNMENT OF RESPONSIBILITIES
Sec+:ion B of Chapter III presented findings and conclusions about
the iverall effectiveness of Departmental organization au:d staffing.
Opportunities for improvement were identified in the areas of:
- The assignment of top management responsibility.
- The Division structure, including the division
of responsibility between Administrative Services
and Special Operation3. l
- The internal organization of the Investigation
Division.
- The organizational placement of certain police
programs.
Exhibit XXIZ, following this page, presents a new organization
plan for the Department. The major features of the recommended
plan, which differ from the current structure, include the following:
The same four Divisions, but with sQm,& re-alignme:.t
of responsibilities between Administrative Services
and Special Operations.
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itiii u 'E °
fill I
IN
i
.. Administrative Services should handle most of thu
day-to-day support services of the DoWtmente
including personnel and public affairs, .evidence
and property controle training, and legal assistance.
. . Special Operations should hw.dle all planningr
research and reporting activities as well as
Communications and Records.
The Captain of Administrative Servicea should serve a;
Acting Chief in the absence of. the Chief of Police. �
The clerical and record-keeping functions associated with
Warrants and Subpoenas should be assigned to the Records
Bureau with the actual serving of warrants an:'. Subpoenas
done by officers in the Uniform and/or investigation Divisions.
Responsibility for the Reserve Program should be assigned
to the Patrol Bureau.
The Cadet *program should be assigned to the Training unit.
Investigation should be divided into three organisatimnal
units# each reporting directly to the Captain.
Scientific Investigation (crime lab) headed by
a civilian criminalist and including responsibility
for Crime Scene investigation.
Generitl investigation including Person, Property,
and Juvenile Crime.
.. Special investigation including Vice and organised
Crime, Narcotics and Special Enforcement (burglary) .
•
i
5. WHERE APPROPRIATE r TM DEPARTMENT SHOW CONTINUE TO REPLACE SHORN PERSONNEL
WITH NOW-SWORN PERSONNEL
In order of priority, the following positions now held by sworn
officers 8 %ould eventually be staffed by non-sklorn personnel.
t
- Analyst positions in Special Operaticza.
Crime Scene Investigators.
Training personnel.
The maximum kenefit of using non-sworn personnel can only come
if sworn perst%nnP: are, in fact, replaced rather than merely
supplemented by civilians.
For this reason, the transition should probably take place over
a period of time to allow -internal transfers and natural attrition
to take place to assist the process.
6• THE DEPARTMENT ASSISTED SY CITY ADMINISTRATIVE PERS EL SHOUF.D ATTE23P9' TO
IDENTIFY REASONS FOR MDICAL SEPJ!'?ATIONS AND TAKE STEPS TO PREVENT, OR AT
LEAST REDUCE THE NUMBER OF FUTURE SEPARATIONS
• Utilizing Departmental records and other input from Police per-
sonnel, tha City should examine the circumstances surrounding
recent medical separations.
_ The Department should institute a program of mandatory physical
examinations, on a regular basis, for all of its sworn personnel.
The Departwjnt should also begin utilizing psychological esting
as part of Its hiring procedure and examine its mEchani9m t €or
career and personal counselling.
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7. THE DEPARTMENT SHOULD INSTITUTE A MORE STRUCTURED APPROACH TO THE MANAGEMENT
OF CRIMINAL INVESTIGATIONS
A procedure should be established to formally screen cases and
assign them for investigation in priority order, based on the
probability of solution and eventual conviction.
Fe tors to use in determining the Solvability of a crime include: 1
- Arrest
- witness
- Suspect name
- Suspect location :
- Suspect description
- Suspect identification
Suspect vehicle
- Traceable stolen property
- Significant modus operandi (MO)
- Physical evidence
- Judgment
Procedures should also be established to monitor the on-going
investigative process, including:
- Established time limits on various types of
investigations.
- Regular follow- tp reports on open investigations.
- Justification fa.' continuing an investigation beyond
initially-established time limits.
- Activity reporting by investigative teams and individual
investigators.
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_ 4 0 0 , •
ry
orts on
clearances, and arrests caseloads.,
and dispositions.rorecovered.
• The Investigation Division should also receive formal notification,
on a regular basis, of all cases returned to
by
the District Attorney's Office because of reported inadequapartmentcies
ie
in the investigative process. p° inadequacies
• This recommended approach to criminal investigation can be more
effective in clearing cases, but may result in some negative
reaction on the part of victims for which little or no follow-
up is considered worthwhile.
• The Department's current policy
art to P cY is to assign o:•ery case, ir.
P pacify the victim. A change in operating practice
should be formally supported by a change in policy.
$• T—NE DEPARTMENT SHOULD DEVELOP A FORMAL PROPOSAL TO CONTRACT HELICOPTER
SERVICES TO ITS NEIGHBORING JUP.ISDICTIOHS
• Because of its mutual aid responsibility, Huntington Beach is
already providing its neighboring jurisdictions with a measure
of helicopter patrol service.
• To fully justify the expense of its program, the Department should again explore providing helicopter services to
Weetminnter and Fountain Valley on at contract basis.
• The proposal should be based on a number of Suarant-ed flight
hours at a fixed price per hour.
Currently, Huntington g on Beach spends� about $150 per
flight hour to operate its helicopter progran.
By adding one or two contiguot+s jurisdictions,
the Department could support more flight hours
Of coverage, but at a significantly lower cost
per flight hour.
-S4-
4• VIE DEPARTMENT SI • UM COh;I� *�B TO EXPLORE
REDUCE THE COST OF �}PERATI�t . ITS 31IL NAYS TO INCREASE UTILIZATION AND OR
• In 1976s. the Department explored with the Sheriff's Office the
Possibility of utilizing the Huntington Beach jail as a satelite
facility to the Cou_r1ty jail.
Although the offer was rejected by the County, the overall enncept
continues to have merit and should be re-examined--particularly in
light of increasing casts and continually shrinking financial
resources.
In the meantime, the Department should reduce
l
or begin utilising Reserve officers to supplementfullftizmg an
jailpersonnel in peak periods.
A minimum staffing level of two
one female? � 24 hours pE`'sons {one male and
per day would require ten total
staff--co
mpared to 17 currently.
However, specific staffing levels and assignments should
be determined based on an analysis of utilization patterns.
tYPes of offenders, and average length c)f. stay.
The nwaber of fu'l time staff required will also depend
an haw effective:.y Reserve officers can be utilized.
10• PUBLIC WORKS AND POLICE SHOULD CoQPERATTi IN ESTABLISHING Ah•J MNAGING
AhI ImPROVED VEHICLE 1 II'iTE1�ANCE PRaGRAfi! .
The Police Department should continue to Q
staffed with its own employees, for routine maintenance of its gee
vehicles.
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The current location of the Police Garage may be satis-
factory if Fire vacates the premises in favor of ::ts
own, or shares facilities with other fire departments.
Another option would be to locate a near, "minor
maintenance" facility in proximity to the new heliport.
The Police Department s'•ould utilize Public Works to support its
vehicle maintenance pro_ram through cost accounting and the genera-
tion of management information.
The newly established General Services Division of Public
Works {see Booz, Allen a Hamilton's management audit of the
Public Works Department-) should assume responsibility for
recommending naintenance schedules, maintaining cost
records, controlling parts inventories, and providing
assistance in replacement and vehicle purchasing decisions.
Public W,?rks Central Garage should perform all major
maintenance for Police as well as body repair and painting.
Eventually, it may be more effective to have General Services take
ownership of all vehicles and lease theca back to ;police. However,
in the near term, Police should continue to own its own vehicles
and make all of the maintenance end replacement decisions relative
to its vehicles based en information provided by Public Workc.
11. THE DEPARTMENT SY.i Ulm CONDUCT AN OVERALL E'T`ALVATIO,%1 OF ITS SYSiENS DEVELOPMENT
EFFORTS BEFORE INVESTING FURTHER TIME AND MNEY IN THE DEVELOPMENT AND
INSTALLATION OF ADDITIONAL DWrA PROCESSING C_RPABILITY
The Department has moved quickly over the last several }ears to
design and implement a number of significant automated systems
to support its operations.
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r �
Before continuing furthery an overall evaluation should he
conducted by Special Operations to dotermines
How well initially-established ob;ectives have
E been met. '
What the actual costs have been to develop and
maintain the systems compared to original projections.
- The benefits of various systems, based on a review of
their utilization in an or.-goinq operating setting.
What additional benefits and applicatic:is have
resulted from utilizing the various system .
Where adjustments in the various systems reed tn
be made to insure their UaXimum utilization and
effectiveness.
• Based on results of the evaluation, the Department
and present to the City Administrator a specific A nt should develop
leti
its Systems development effort. The plan should includeracdeesscr png
tion of:
Accomplishments to date and additional o
objectives to be met. Aerating
- specific programs and applications, including the
costa (bath initially and on-going) and benefits of
each.
The priorities attached to the various programs and
systems.
i
Funding requirements and sources.
I
- Potential impacts on organization, staffing, workload
and manpower utilization.
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The decision to develop and implevient additional systems to support
Police operations should be based on a documented need as well as
a comparison of that need With other City priorities.
12. THE RE5ERV'!S OFFICER AND CADET PROGRAH3 SHOULD HE REDIRECTED AND UTILIZED
MORE EFFECTIVELY
The Reserve Officer Program should be assigned to Patrol and
every effort :wade to fully integrate Reserves into the patrol
function.
A full time sworn officer should be given overall responsibility
to plan for, administer, and manage the ftogram.
Reserves should be utilized to supplement and support sworn
officers in police activities cther than patrol, but only upon
request and as administered by the program supervisor.
The cadet Program should be assigned to the Training Unit and
its emphasis shifted from an inexpensive labor pool to a career
development and exposure vehicle.
The Department should also continue with its plans to create a
work experience program. separate Pram the Cadet Program, to meet
some of its low priority labor requ;raments.
i
j The fins? chapter. Which follows, icy-tntifies some of the important consiCerations
for implementing the recommende,.tions presented in this chapter.
E
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V. IMPLEMENTATION AND NfiXr STEPS
E
. �i
V. IMPLEMENTATION AND NEXT STEPS
The recommendations presentGJ in Chapter IV represent a charge in how the Felice
Department currently is operated. The recommendations cover a broad range of areas,
including policy, management ^tyle, organization, structure, staffing, and assignment .
E-
of responsibilities.
Success.:ul implementation of the changes will require Council and City Administrator
support, cooperation of Police Department personnel, and additional staff work to 4
develop a npecific approach for making the needed changes.
The Chief of Police should assume overall responsibility for directing the imple-
mentation and should appoint a task force to assist in the process. The task force
should include five members:
The Captain of Special Operations (Chairman)
A representative of each of the other three Divisions—
each appointed by the Captain.
A representative of the City Administrator's office.
`-
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4`i J
The task force should review the conclusions and recomtitendations in detail and
develop an implementation schedule. The schedule should identify key tasks, responsi-
bilities, and completion timing for all major activities. ;f =
As implementation efforts continue the schedule should be reviewed regularly
r ra=a
to ensure that target dates are met and that changes are Trade as smoothly as possible.
i
In about six months, an evaluation should be cznducted by the City Administrator's t'='
Office to identify the progress being made in implementing the reccmr.ended changes ,and i-
�E J
identifying the next steps to be taken. t=
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f
APPENDIX
MEASUREM UT CRITERIA FOR SUGGESTED
POLICE SERVICE OBJECTIVES
. s�
�prcrmix
11f�5p�,CAliAl" VM SUGGSSSTIM P07.3CE' s nVICS 08jECTIVM
a
Police Service Objective Meaaurenest Criteria i- Methadol
1. twvel Of police a%rvics
• Provide Police Services *"sly to all 5�nteni to which rraponse tines vary among erns
Persons requiring Et e Analysia of avera;_ response tine to "called
for sen:icea'
• Control crime rates with particular Crime rate per 1O0,000 population in total and by for veil O! crime rase per lO0.000 population
emphasis on burglary. robbery. petty specific types Of OUSAsem and tranda within the in total and for ■theft and na.-cotic drug offenses city pecitic types of crLecs
• Investigate all crises agai-ist person: ?tubere tfim and clearance rata of cazaa Analysis at offense re
and crises egaisst praoerty which have investigated ports and investigative
the highest probability of solution efforts
• Increase traffic tntorcesent to reduca TrelfiC accadentc r"rLad roe capita/trattie Analysis of traffic enforcc�cnt techniques
number of rsportal traffic acci- enforcement index
deists
• Provide ware time for basic enforcement Aarrentags of time Officers speed responding to Analyzia of Individual officer 1
activities calls. pa►rolls logo and,ar
ng, participating in various crime automated dispatching inlormatioz
prevention and nximur-ity relations programs versus
percentages of timtie officers arm involved in
administrative !.tivities (e.p. prisoner trans-
portation• repots writing. etc.:
• Aempond to all emergeicy calls within Analysis of response Lis.oa for ere n
five minutes and other calls within ether t � cy end
10 to 25 minutes types of s%rvice calls
• Kxint.sin a level of 25% to 50% unccm- Percentage of uncommitted patrol time
witted patrol time Analysis of individual officer logs &-uVor
automated dispatching information
2. Police Proems- Esphasia
Increase citizen particip:stion in Mumhor of local citisenp involved in police- 14na1 sin of
crime prevention activities Y participation in police-opcnaored
eposeored crime prevention programs and the crime prevention activities
number. type and impact of prograP3 implemented.
increasing else non-crime related
• ripr police-con-unity rslatiaut by Central attitudess-! citlame, police officers. interviews and questionnaire on a arsple
arrested pars=@ ,u,d crime victims, amount cl basins analysis of individual officer activity
contact officers have with citizens non-crisre related contact between officers and
citiataa
• Emphasise crime prevention as a regular hrc tale Ot tiu officers spend at. crime
f daily
ren•.ponaibiltty of field patrol -Wicers prevention activities analysis o of daily Analysis ly o with individual otlleera,
officer activity
R
f
a�PPattelx t=)
' Police Servim OD ective criteria Hathodol
2. Police Program UmMais (Continued)
• Increase crime prevention activities )7phasis glaead on crime prevention as evidencei Periodic review of Cepa)-teent prtgran espha-
with special emphasis on such offenses by organisational emphasis, content of indivi- sis, individual officer &valuation criteria
as burglary, robbery. shoplifting and dual officer evaluations and resources committed and resource comnittsents including intervi-ws
youth crimes to crime prevention activitis- and questionnaires on a sample basis
• Improve relations with minority group General attitudes of mircrity group memberas interviews and questionnaires on a ample
members through inereasad non-trims imasnt of non-crime ralated contact officer% basist analysis of Individual officer activity.
related contact with police personnel have with minority qrm* members analysis of number and type of citiaen coe:-
plaints regarding officer conduct rtctirtd
by the Department
3. Caganisation And P.anagamant Of The Poltee
Services Systs%
Provila for offective channels of Amount of internal cowwnication among police Analysis of the nuabor and type of ■tact
camnnications within and among police porsonnols extent to which individual officer meetings holds examination of methods used
agencies suggestions art revieweds amount of communication to solicit individual officer input absut the
arang police agencies eanagement and operation of the nepert:aents
analysis of amount and tY3a of inter-c:epartrent
contact awng police agencies
avoid unnecessary service ovorl+tps or Scope and type of services provided by law analysis of ttm kinds of services rendered b; i
duplications among police aeryiee enforcement agencies and the coats and be wfita each police agency in the county( interviews
agencies of altornrtive ways of providing those services to deteraint the reasons for duplication in i
services
Increase conperstion and working Extent to which diffesvnt police agencies wont Analysis of the number and type of jointly
relationships among police departments tog"thers extent to which polict agenciPa work sponsored and supported projects of d ice
in the county and with other agonicss with ether agencies in the crim.ssal justice agencies in the Cointyt analysts of the
in the criminal justice system system formal and informal working agrevwnts astab-
lishod and r4wrating between police and other
criminal justice agencies.
Provide for clear definitions of linou Extent to whirl responsibility, authority and Interviews and analysis to determine at which
of authority, responsibility and accountability is dispersed among key operating :evsl various types of decisions ate made( haw
accountability for law enforcement personnel in the Department job responsibility compares to level of
activities. authoritys who Is held responsible for whit
kind of performance
Provide for reavonable and logical spans Extent to which key management personnel are abls analysis of reporting relationships, antlyais
of control in the atainistration of to provide adequate supervision to subordinates( of the amount and Quality of mpervision pro-
police servicoq ability of all reporting %mite and individuals tided by manarcrss review ct overall parfor-
to meet establsihed performance standards trance by various organisational units and
Individuals reporting to a suptrvisor
rrrraearx t_,
a �r Police Servica Obiective Niaturement Criteria Nethodol
3. Organisation And NanMmnt of The ftlice
Services Syst%a (Continued)
Provido for an organisation structure sxtent to whick major legislative changes a:o Analysis of legislative provisions governing
with flexibility for adapting to required, and average time for each@ to alter police organizations changes which have torten
ctsaMing service requirecraate the organix3tiona &Mrs* to which police service place in service boundaries
boundaries hove been shifted to meet current
worklwd and service trends and requirements
Provide for continuous long range plan- LOphasic placed on planning and research as Analysis of rho kind of long range planning
ning on police service needs and evidenced by o -nAvation structure and resources conductel by the Department and the resources
resources emitted to planning and research activities available for this function in other law
onforeeaent agendas in the county.
Increase the use of :son-sworn personnel prow tags of non-sworn personnel In the depart- Analysis of ctaffing recordcl met+.iew of tho
to fret sworn officers. for enforcement menta extent to which :ion-swera personnel aasuwe kind of activities performed by nor-avorn
activities duties formerly assigned to avorn officers personnel
Base staffing levels on Treasurable Relationahip of staffing changes to changes in the Ar*41ysi• of charges it uepartwant areffinq
workload requirements workload of the Department and workload
Continue the usa of legal advisors in Satent to which the smovat of legal assistance is Analyats of the kind and amount of keel
the Police Dap xtwmt used by the Department assistance used by the Department and the
resources mmitted to increasing legal f
assistance
4. Krn"*mwnt of Department operations
RAccuragt all personnel to suggest Utent to which Improvement suggestions are Analysis of the procedures tatablished for
improveaen► opportunities in the solicited from police parsonnela procedures set soliciting iMrovemant suggestions from staff
operation of the Department up to insure input from all personnel members and the number of suggestions recoivedi
Interviews and questionnaires on a satple
oasis
Provide for the continuing analysis and Extent to which isprovement opportunttts are Analytic of the procedures established for
systssmtic installation of i3Vrovemants researched and implemented resaarcl•ing auglastion opportunities and the
In police servica operations number of auggettiens isplemanted over a
given period
Seduce the number and length of Chamgea in the number and length of incident Analysis of number and klial of reports genera-
Incident rttorts raports/percentage of tint officers spend report ted by the Departmentl inverviews to determine
writing the rationale and use of various repar:a
Scrten all calla for service and sandin7 Number and kinds of calla responded to by field Analysis of procedures established for screan-
officers nnly to the more serious criam patrol officers Ing called for servicasr analyais of individual
and amergency calla officer activity
i i i ! i • i • • �1 �
APPENDIX (4)
Police Servire Cl active measurement Criteria Methodology _
4. Mnageaent Of Department Operations
lContinuedl
Improve and atandardite reporting and Extant to which record-ke"ing systems vary among Analysis of the content and format of records
record-keeping ayrtese to oak* available police agenicesr extent to which reported infor- kept by each police agency in the County
current and historical Information needed mation is used to dsterstiaa the deployment of analysis of the utilisation of recorded intor-
to provide effective police service police resourcess availability of comprehensive Ovation in making resource deployment
p ysoant and
crime-related information an people and property management decisions
Within established financial limdts. Extent to which new technologl!s have been analysis of changes is the use of naapowar
lacretas Vos use of technology as it amployed by the Department and/or »Ρquipwent by the Department
applies to law enforcemaat
S. Palle* personnel ft-Araaa
• Recruit and hire the most qualified 3xteni to which agreed upon qualifications are Ajtalyeis of criteria used in making recruit-
persona available without regard to race vtiltsed in recruiting and hiring police personnel sent and hiring d'+cisionsa analysis of actual
or scat recrtitment and hiring practic*s of the
nepartmeat
• Provide for career development opportuni- Ha ber of promotions granted to Sworn and Mn- Analysis of staff r
ties for officera and civilia: personnel sworn psc�z m�elr number of c_ _ y unities per analysiarol
s o.
thro'rhout the County. police service staff members to attend seminars andtothe=rnvidad educational In
presented rn
spa by shorn axrS non-sworn
system aducational programs personnel
• Provide training and ertseriance wllch Extent to which training opportunities are made o: trains or analysis
y � n4 opportunities available
will increase the l+safossioesaliast and availableR increases in the aumkor of educational and participated in by police persoaaela
skills of police officers, degrees rxti-eivel by the police psrsannell overall intervi.ma and qusatioanairea i a sample
Improvement in the calibre of police officer basis to citlasne costing into contact with
pclics personnel
• Continually upgrade hiring standards to Extent to which current hiring standards cimpars analysis of hiring standards in the County
xromply with P.O.S.T. regoirawnts and with P.O.S.T. requiremants and contemporary periodic revicl of P.O.S.T. requirements and
contemporary trends trends contemporary trends in hiring standards
• ptlliae a merit system to compensate txteat to which compensation is based on perfor- analysis of !policies s
people on the basis of performance as manta as well as longevity and educational action
to erformance. �t
ongev_ y comparison of salary action to performance.
well as longevity and educational achievement longevity and edncstionai achievement
acalevemeat
:►t'PEt2�IX t3)
Police service Objective Heasuremcnt Criteria methodology
a I
6. Facilities And Equipment
• Increase or better utilise ttw specs Amount of space available to the Departments Analysis of sauce available for police service
available to %he Department gene-a1 utilisation, of the apace available agencies and c arisen to acespced space J
standardat eon.--riven of slurs rvquiresanta to I
the xtilisatio.. at prevent apace i
• Expand the practice of Citywide purchas- Extent to %Rick city Departments cooperate in Analysis of prsrchaurig procedures and practices:
isg without ispairi" Departmental making equipment purchassss love). of service pro- analysis of departmental needs and the ability
effectiveness or cantrol vided to:ha Degsrtuan , as defined by delivery of consolidated 1rachsaing practices of meeting
delay and equipment quali!y those needs
• Inc-sag the standardisation of equipmant Intent to which the equipment wed varies song Analysis of squipwnt inventories and Vvrchar-
wed b7 the city City napartments inq practices
• Continually upgrade the Quality of equip- extent to which the Departmant upgrade the Ar.elysis of the kind of squipment used by the
ment used by officers and the Department quality of equipment bleed Departmnt aod changes in usage pattern over
a gi%An period of tImG
7. tinane'.ng Pulics Sorvices
• Prcvida stable and adequate financial fount of funding pravid--A to the police function Analysis of relevant police W.3ndituro `>ases
resources for the police funet:on in relation to agteed-upon police service leveler and revemus assigned to support polite aervicca
trends in amount of financial resources available fun_tions
to support police services
• OaMain equity in financing of police Intent to whlchi police axpenditures par capita Analysis of relevant police expenditure bases.
servicea ly relating costs. where possible. and service worklorl or coverage vary among areas revenue and amounts, worhloa(: units or eor7icc
to the benefits recitvwd of the County] the revenwe generated per capita coverage among pralicinq jurisdictions
i tfor polito services) varies amoaq areas of the
ii county
. Provide for the use of uniform. modern Extant which tht Department has adopted and is analysis of current practices and prucedures of
EI sytina,o and procedures in the :injuicial u::liring the most modern systems available for financial planainq and controls rchiew of
planning and fiscal control of police financial planning and fiscal control of police modern systems available elsewhere to Plan and
services services control police service spending
• Ersuso police services are financed Ittent to which required basic police services are Analysis of basic police service needs in the
ads"tely to that all citizens requiring wnavailobls to citizens because of an inability City through interviews a.-A queationnairas an a
se Mc* receive the level of eerviav :o pay for them sample basis and analysis of crime frequency
ra mired and called for servicee by area of the Cityn
comparisowwith level of service provided
(e.g. responae tisas, scope ana content of
prevention programs. patrol forces depleyl-a
etc.)