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Home My WebLink AboutSupplemental Communication - Study Session #1 - 3/16/2015 - 3/16/2015 � dl A.- � IuY'"�'�i<Vhi ui h — i Presentation Overview Outline PD Structure • Summary of Core Services • Performance Indicators ,` • Current Staffing Levels ' Threats to Public Safety U • Recommendations SU PPLE!"'W"ENTAL Il acting Date. Agenda Item No. 3/16/2015 Three Divisions of PD • Uniform (139 Sworn) — Patrol, Traffic, Downtown, Aero • Investigations (43sworn) — Detective Bureau, Special Investigations, Jail • Administrative Operations — Communications, Records, Prof. Standards, Admin. Services, Property, CSI/Crime Lab, Training Unit Core Services • Response to Calls for Service • Follow Up Investigations • Proactive Efforts: Prevention, Intervention and Deterrence — Downtown, beach, drugs, schools, homeless, etc. • Training — State mandated, proficiency skills, technology • Engaging the Community 2 3/16/2015 Response to Calls for Service • Dispatch — 212,000 calls received in Dispatch center o Includes 9-1-1 (83,790) and non emergency (98,829) • Uniformed Response — Average more than 145 unique call responses per day Response to Emergency Calls for Service • Generally process and handle calls well, many times all units tied up (Code 19) • Our travel time to calls averages under 5 minutes • Call handling/processing is 1.8 minutes • Total response time exceeds industry standards of 5 minutes • Some extreme examples of long response times during peak hours 3 3/16/2015 Follow Up Investigations • Detectives Assigned to Categories — Crimes Against Persons — General Investigations — Economic Crimes • Roughly 5,500 Crimes per year, each detective averages 25 active cases at a time, industry standard is 15 active cases Follow Up Investigations Clearance Rates (2012) HBPD National Avg. Homicide 100% 60% Rape 26% 36% Robbery 44% 28% Agg. Assault 57% 53 Burglary 13% 11% Larceny 16% 21 4 3/16/2015 Follow Up Investigations • Generally clearance rates are good compared to National averages • Should be much higher for demographics and crime types • Prioritizing cases based on type, loss and complexity is problematic • Too little time spent on each case • Low service level to victims Support Services Performance Indicators • Many staff positions eliminated without structural or function modifications resulting , _ ij� in increased workloads, �� .., backlogs, falling behind „V� k u _ aR with industry standards F and poor quality l,Y ' '; work service in some areasa�G ii ml 5 3/16/2015 Proactive Programs Prevention and Deterrence • Traffic programs: DUI/traffic safety = programs • Foot beat officers downtown • Narcotics, Vice, Gangs • Beach patrol • Special event staffing • Foot beat officers at Bella Terra _r. • Oak View neighborhood liaison program Proactive Programs Prevention and Deterrence • Schools — 2 School Resource Officers (loss of District SRO's) — Calls for service at schools — Liaison with staff — Truancy intervention — Active Shooter training — Safe Schools Coalition 6 3/16/2015 Patrol Proactive Efforts • Busiest time between 8:00 am-8:00 pm — 94% of officer time spent "occupied" — Only 6% spent proactively patrolling — Target should be 35%-40% proactive patrol — Lowest amount of proactive time seen by Matrix consultants in more than 200 agencies studied — Most calls require two or sometimes more officers Overall Proactive Efforts ® Essential to effective l E L policing strategies • Have good broad range of overall efforts • Each effort has limited ` 5 - III resources/impact • Patrol proactive time/efforts need to increase 6l' • Youth and school ' '' proactive efforts must s gulll ' increase P 7 3/16/2015 Training • Dedicate great deal of time and effort to training • Basic training, field training, advanced officer training, mandated training, testing • Performance during critical incidents is indication of our robust training efforts • Kept up high level of training during recession • Some inefficiencies/limitations on training — Firearms training: Commute time, 28 miles, 6X year per officer = 1,819 hours/year Engage the Community • Robust social media efforts for several years • Volunteers, Neighborhood Watch • Citizens Academy ' x • Coffee With a Cop • "Know your Limit" campaign • Community events/meetings 8 3/16/2015 Engage the Community ® Many efforts and programs have been underway for years and are very effective Need to increase efforts in some areas — Individual officer/community engagement — Engagement with our youth — Engagement in our schools — Engagement with our visitors Current Staffing Levels ® 214 Sworn Positions — 139 Sworn in Patrol, Traffic, Aero, SET positions — 10 In training — 16 supervisors, includes Watch Commanders — 43 total in Investigations (Detectives and SIB) — 6 Administrative sworn positions (PIO, PSU, training) ® 121 Civilian Positions — 18 jail operations — 103 Dispatch, Records, Payroll, Budgeting, Personnel, CSO, Secretarial 9 3/16/2015 Current Vacancies Administrative Assistant 1 • Communication Operator-PD 2 ® Community Services Officer 1 • Parking/Traffic Control Officer 2 • Police Officer 2 • Police Records Supervisor 1 • Property Officer 1 • Total PD Vacancies: 10 Prior Staffing Levels 2014 — 214 Sworn • 2010 — 223 Sworn • 2008 — 237 Sworn • 2006 — 231 Sworn ® 1989 — 214 Sworn 10 3/16/2015 Prior Service Reductions ® 8 fewer detectives — Reduced capacity for some crimes: elder abuse, credit card fraud Higher case loads, longer resolutions, lower service • 14 fewer officers in proactive/specialty assignments — traffic, school resource, gangs, narcotics, etc. Stopped responding to non injury accidents, more reactive posture with remaining personnel • Management cuts: — 1 Cpt, 4 Lt's, 6 Sgt's Increased Demands • Annexation of Sunset Beach • Bella Terra and other development uur ® Increased time on investigations with technology advances (cell phones, GPS, video) • Increased special events ® Increased regulation processes by PD — Alcohol and massage permits processed annually 11 3/16/2015 Staffing Comparisons Agency Population Sworn Ratio Santa Monica 91k 216 2.3 Newport 87k 138 1.6 Torrance 148k 208 1.4 Glendale 195k 240 1.2 Redondo 68k 87 1.3 Irvine 242k 212 1.1 H B 200k 214 1.1 Anaheim 345k 362 1.0 Threats to Public Safety in HB • Proposition 47 • AB 109 T • Current Anti policing E sentiment and resulting legislation and regulation • International issues from homegrown extremism to threats to special events and infrastructure =_ 12 3/16/2015 Recent Efforts • Creation of Mounted Unit � nu„ I� • Reinstituted Citizen's Academy -_ • Established Coffee with a Cop • Downtown cameras • Downtown Ambassador program Conclusion • Staffing a police department is not an exact science, cannot use any one statistic, ratio or factor • HBPD recommendations are based on the following factors — Service levels, proactive time, response times, comparisons to like cities, special events, tourist traffic, anticipated threats to public safety • Historically low staffing levels: 1996 and current General Plan consultants found significantly low staffing in HBPD 13 3/16/2015 Recommendations • Increase PD staffing incrementally over the next five years • Employ a long term planning and commitment versus a "what's left" approach • Explore new revenue ideas to fund increased staffing • In conjunction with staff, identify new service delivery methods which may be less expensive than new sworn positions 14 Actual Sworn Personnel per Month 4 January 2009 to Present .� " Jan Feb March April May June July August September October November December 2009 Recruit 3 5 3 2 2 2 2 0 0 0 0 0 Officers 184 184 186 186 184 184 184 185 185 185 183 181 Sgts 27 27 27 27 27 27 27 27 26 26 27 27 Lt, Capt, COP 16 15 15 15 15 15 15 15 15 15 15 15 Total 230 231 21 230 228 228 228 27 226 226 225 223 2010 Recruit 0 0 0 0 0 0 0 0 0 0 0 0 Officers 179 179 179 179 177 177 175 175 175 174 174 173 Sgts 27 27 27 27 27 27 27 27 27 27 27 26 Lt, Capt, COP 15 15 15 15 15 14 14 14 14 14 14 14 Total 223 221 221 223 219 218 216 216 21625 25 21 2011 Recruit 0 0 0 0 0 0 0 0 0 0 0 0 Officers 170 170 169 169 168 168 167 167 166 166 164 164 Sgts 26 26 26 26 26 26 26 26 26 26 26 26 Lt, Capt, COP 14 11 11 11 11 11 11 11 11 11 11 11 Total 210 207 206 206 25 205 204 204 203 203 20 2012 Recruit 0 0 0 0 0 0 0 0 0 0 0 0 Officers 160 162 164 164 164 164 163 162 158 155 155 155 Sgts 26 26 26 26 26 26 26 25 26 25 25 25 Lt, Capt, COP 11 12 13 13 13 13 14 14 13 13 13 13 Total 197 200 203 203 203 203 203 201 197 193 193 193 2013 Recruit 0 0 0 2 2 2 4 3 5 5 4 4 Officers 156 156 154 154 154 154 153 155 154 156 154 155 Sgts 25 25 26 26 25 26 24 24 25 25 25 25 Lt, Capt, COP 13 13 13 13 13 13 13 13 13 13 13 13 Total 194 194 193 i9s 194 i95 194 19597 19 196 197 Jan Feb March April May June July August September October November December 2014 Recruit 3 10 10 6 6 6 6 3 1 2 2 2 Officers 155 159 158 164 162 161 161 168 169 168 168 168 Sgts 25 25 25 25 25 26 26 26 26 26 26 26 Lt, Capt, COP 13 13 13 13 13 13 13 13 13 13 13 13 Total 196 207 206 208 206 206 206 210 209 2099 209 2015 Recruit 2 2 Officers 168 170 Sgts 26 26 Lt, Capt, COP 13 13 Total 20