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HomeMy WebLinkAboutCC AG PKT 2004-08-09 #P AGENDA REPORT ::. DATE: August 9, 2004 TO: Honorable Mayor and City Council THRU: John B. Bahorski, City Manager FROM: Michael F. Sellers, Chief of Police SUBJECT: Implementation Plan for Police Services Study SUMMARY OF REQUEST: City Council is requested to receive and file report from the Chief of Police. This report will serve as the road map that will bring staffing and operational changes to the Police Department. BACKGROUND: At the June 28, 2004 City Council meeting, the City Council adopted the recommendations made by Organization Effectiveness Consulting. After their presentation of the Police Services Study, City Council directed staff to review and develop an Implementation Plan for this Study and to submit this Plan for Council review in thirty days. Members of the Police Administration met with a cross section of the Department as well as Ms. Kasama Lee, City Human Resource Analyst, during a two -day workshop to discuss the many components of the Police Services Study. The attached report contains action items for implementation as well as timelines and those responsible for each component. Transition issues are also identified. Additionally, quarterly progress reports will be forwarded to Council in order to monitor the progress of the Police Department's efforts. RECOMMENDATION: Staff recommends that Council Receive and File the report. Michael F. Sellers, Chief of Police , •O 'ND AP #4V.,0: Jo :. Ba orski, City Manager • ttachment: Implementation Plan for Police Services Study Item P • SEAL BEACH POLICE DEPARTMENT Report to City Council Implementation Plan for the Police Services Study July 28, 2004 Introduction As the Police Department moves forward with the implementation phase of the Police Services Study there will be a number of transitional issues. We anticipate it will take at least a year before most of the recommendations are fully in place. In developing this plan three key assumptions were made: 1) Maintain core police services; 2) Maintain essential policing services; and 3) Enhanced levels of police services will be re- evaluated and considered should funding become available. Staffing will clearly play a key role in this implementation plan; however, as so many factors related to staffing are beyond our control and difficult to plan, we have taken a more aggressive approach on the "Management Issues" that we believe we have a greater ability to control. We are cautiously optimistic that we will achieve these ambitious goals on time. Attached you will find an easy to read implementation schedule, which we will update for Council review quarterly. Since the June 26 City Council Meeting, when the hiring freeze was lifted, we have been able to fill one of our existing police officer vacancies. Other long -term leave (LTL) situations will have to be resolved before staffing and associated productivity reach expected levels. Vacant and new positions will have to be filled. Included in this process will be the consultant's recommendation for civilian positions that will be a "single employee class with four to five levels. All civilian employees could fit within this class." This recommendation would facilitate the flexible use of civilian resources. Any new managerial infrastructure, such as reporting and accountability systems, will have to be developed. It is important to note that the recruitment and selection process in itself takes months to accomplish. Existing standards for officers mandates a thorough background investigation, a comprehensive medical examination and psychological evaluation. If an entry level officer is selected, the officer must first be sent to a six -month police academy, and then undergo five to six months of field training. If a lateral officer is selected, the officer must still undergo several months of field training. As can readily be seen, if the City waits for a vacancy to actually exist, the Department could be without an officer for up to sixteen months. We recommend focusing our police officer recruitment efforts on pre- service academy graduates and lateral officers. Vacancies, whether as a result of separation from employment (resignations, retirements etc.) or from LTLs, generally result in a significant increase in the use of overtime. Overtime may be marginally less expensive than hiring a full -time employee; however, we agree with the consultant that significant and long -term overtime use creates debilitating effects on the Department. While this implementation plan is the culmination of a long process, it is also a plan that the entire Police Department is anxious to pursue, we are committed to working together with the City Council, the City Manager and other City Departments, to make a success of these goals. 1 • 1. Management Practices Recommendation 1.1 - Establish a management information reporting system that provides consistent, reliable and timely data for decision - making and evaluation. A standard set of monthly reports need to be prepared to assist the Department in measuring performance, prioritizing activities and ensuring accountability. These reports should track areas such as calls for service, officer initiated activity, traffic and parking citations, community policing tasks, use of overtime, position vacancies, and long -term leave status. These reports should be disseminated in the Department for discussion and shared with the City Manager for ongoing assessment of the Department's performance. Some of this information is readily available through reports provided by West -Comm, Action Item: a. Management information system will be developed to measure work performance measuring such thing as officer initiated activity, traffic and parking offenses, community policing projects, directed patrol and overtime. b. Develop by assignment or watch monthly reports to be completed by unit supervisor to manage employee performance and accountability. c. Compile key data from all monthly reports into a quarterly report for use by Chief of Police to assess organizational performance. d. Quarterly report to include CFS, response times, OIA, parking information, COP, overtime, staffing, arrests, citations, detective case loads, clearance rates, etc. Target Date of Completion: - a. October 15, 2004 b. November 15, 2004 c. January 1, 2005 d. January 1, 2005 Responsible Parties: Chief Sellers Supervisor Hall Executive Secretary West -Comm • 2 Recommendation 1.2 - Establish clear priorities for each function in the Department. These priorities should be rooted in the provision of core and essential services. They should be discussed with all employees and suggestions sought on the best way to address the priorities. Action Item: a. Chief Sellers to identify core and essential service priorities for each work unit. b. Seek input from all employees before final decisions. c. Confirm with City Manager's Office the agreed upon core essential services, as well as services that will not longer be provided. d. Incorporate identified priorities into specific performance evaluations standards for core and essential service. Target Date of Completion: a. November 1, 2004 b. November 1, 2004 c. November 8, 2004 d. January 26, 2005 Responsible Parties: Chief Sellers Recommendation 1.3 - Update the employee evaluation system. The department must refine its employee evaluation system so that it provides a mechanism to evaluate its employee's contribution to the department's goals and priorities. The feedback forms should require supervisors to address specific areas of importance, such as community policing. Employees will be held accountable to specific performance dimensions and customer service standards. Action Item: a. Each supervisor will be expected to have knowledge of their subordinate's performance and assist them by counsel, advice and direction. b. Update performance standard for Assignment Responsibility dimension to include officer utilization of available patrol time. c. Development of a performance audit system which includes a component for customer service input. d. Incorporate identified priorities into specific performance evaluations standards for core and essential service. e. Update employee evaluation to further clarify COPPS dimension. 3 f. Evaluations will reflect performance that has been routinely observed by the rating supervisor during the evaluation period. g. Memorialize evaluation process to require evaluations of all field personnel every shift change (3 times a year) and limit special assignments and merit increases to personnel who meet or exceed performance standards. Target Date of Completion: a. September 1, 2004 b. October 1, 2004 c. November 1, 2004 d. January 26, 2005 e. January 26, 2005 f. January 26, 2005 g. January 26, 2005 Responsible Parties: Chief Sellers Captain Schaefer Patrol Sergeants Recommendation 1.4 - Develop and require daily logs to be completed by patrol officers (including traffic and DSO). The log should identify work that contributes to the department's priorities such as time spent on walking beats, bar checks, surveillance of specified problem areas, work completed on community policing projects as well as general activities such as citations, arrests etc. This log should directly correlate with the evaluation criteria identified in the evaluation forms. Officers should not duplicate information that is available on CAD /RMS. Action Item: a. Develop daily logs for patrol officers, traffic officers, CSO's and parking enforcement personnel. b. This daily log will document and measure daily activity, including directed patrols, core services, essential services and COPPS. c. Logs will be constructed in a manner that allows for the data to be tracked, stored and compiled electronically. e. Daily log will enable the Department to document accurate and consistent compilation of daily activity. f. Log procedure will include monthly compilation of data for month -end reports for Chief of Police. 4 Target Date of Completion: a. November 1, 2004 b. November 1, 2004 c. November 1, 2004 d. November 1, 2004 e. November 1, 2004 Responsible Parties: Chief Sellers Sergeant LaVelle Corporal Chauncey Recommendation 1.5 - More diligently manage scheduling and overtime to meet operational needs while conserving resources. Department scheduling must be built around the needs of the Department and community, not the employees. Some consideration should be given to the "people issues ", but it should not be the driving force behind schedule development. Overtime is costly and must be controlled. Some overtime is inevitable, but good schedule practices, assuming sufficient staffing, will minimize the use of overtime. To that end, we make the follow recommendations. a. Schedule Patrol personnel in a fashion that fits the workload, even if it means . using alternative scheduling practices. Specifically, implement a 4/10 cover shift. b. Insure that the schedule allows for as much buffer against short term vacancies (sick days, holidays, vacations) as possible, while meeting minimum patrol staff requirements. c. Avoid scheduling at "minimum staffing" whenever possible. This may require adjusting schedules to accommodate vacation requests etc. d. When sufficient staffing is available, make transfers between shifts or within shifts when a long -term leave creates a requirement for overtime or results in a shift at "minimum staffing ". e. Produce a monthly report that details overtime usage and related information. The report should include notations about vacancies, long term leaves, vacation /holiday /sick day usage, and information about the use of overtime. The report should distinguish between the types of overtime such as backfill to meet minimum staffing, special events, continuation of shift, court appearances, etc. f. Predefine a substitution list when staffing falls below that number. Officers from the substitution list should then be transferred to a patrol assignment until the shortage is abated. Patrol should be fully staffed to guarantee minimum. 5 g. CSOs assigned to patrol could cover the 7 -day week but should not be generally scheduled beyond 7:00 p.m., unless when used for some special event or emergency. h. Allow for, and require when practical, flexible scheduling of detectives to accommodate special workload requirements, and to minimize the use of overtime. This would include adjusting schedules to accommodate evening hour and weekend interviews, etc. i. Support personnel should generally be scheduled to accommodate the workload and maximize coverage at the front counter. Accordingly, records and property /evidence should be assigned to cover the five -day workweek with either the 8 or the 9/80 plan. Start times can be staggered to extend counter service beyond the traditional close -of- business. j. Close the front counter during evening hours and on weekends. Visitors in off hours can use an intercom to the dispatch center and an officer can respond to the station to handle visitors when necessary. Install a CCTV at front entrance that is monitored by dispatch when the intercom is activated. k. Parking enforcement personnel should be assigned by workload requirements including weekend duty when appropriate. There should be little need for parking enforcement personnel to work past 6:00 p.m. or 8:00 p.m. in the summer, unless there is a prescheduled special event. Action Item: a. See Recommendation 2.2 b. See Recommendation 2.1 c. See Recommendation 2.1 d. See Recommendation 2.1 e. Report described in Recommendation 2.1 will distinguish types of overtime and why these costs were incurred. f. 1st vacant or LTL Officer position — Overfill 2nd vacant or LTL Officer position — Overfill 3r vacant or LTL Officer position - Motor 1 4 vacant or LTL Officer position — Motor 2 5 vacant or LTL Officer position — Admin Corp 6 vacant or LTL Officer position — Detective 3 7 vacant or LTL Officer position - Overtime g. See Recommendation 2.5 h. Completed i. Per consultant recommendation hire one full time CSO to serve as Court Liaison, and one full time CSO to serve as Property Officer. Schedule these CSOs and Records Personnel to maximize coverage of the front counter. j. Completed k. See Recommendation 4.1 6 Target Date of Completion: a. July 1, 2005 b. July 1, 2005 c. July 1, 2005 d. July 1, 2005 e. August 1, 2005 f. Completed g. May 1, 2005 h. Completed i. May 1, 2005 j. Completed k. May 1, 2005 Responsible Parties: Chief Sellers Captain Schaefer Sergeant LaVelle 2. Patrol Recommendation 2.1 - Staff Patrol to ensure service delivery, community and officer safety, adequate supervision and appropriate use of overtime. Recommended staffing is 4 sergeants, 4 corporals, 13 officers, 2 officers assigned to motors (see section on Traffic Enforcement), for a total of 23 — Create a cover shift on a 4/10 schedule to increase staffing at certain times of the day. Action Item: a. Give highest priority to maintaining 4 sergeants, 4 corporals and 13 officers in patrol as a frontline service. b. As staffing allows or varies, implement alternate and overlapping schedules (4/10's) tailored to seasonal, day of week and hour of day service demands. c. Decrease response time to Priority 1 & 2 calls. d. Increase number of officers on street. e. Achieve full staffing levels: • Civil Service Board approval. • Obtain status report on applicants. • Conduct testing, background investigation, interviews. Target Date of Completion: a. August 10,2004 b. November 1, 2004 c. March 1, 2005 d. March 1, 2005 e. July 1, 2005 7 Responsible Parties: Chief Sellers Sergeant Olson Corporal Ahumada Kasama Lee (Personnel Analyst) Recommendation 2.2 - Define minimum staffing as four sworn personnel on duty from 6:00 a.m. until 2:00 a.m. and three sworn personnel on duty from 2:00 a.m. until 6:00 a.m. This recommended staffing policy in patrol will ensure the Department can meet this standard with reduced use of overtime. Action Item: a. Establish staffing policy. b. Implement immediately upon reaching a staffing level of 28 full duty status personnel. Target Date of Completion: a. Completed b. July 1, 2005 Responsible Parties: Captain Schaefer Sergeant Olson Recommendation 2.3 - Reinvigorate Community Oriented Policing and Problem Solving (COPPS). Even at the reduced staffing level, officers have sufficient time to engage in some community policing activities, especially if CFS are better managed. This could include attendance at neighborhood meetings and business group meetings, identifying special community problems and developing strategies to deal with them. Beat responsibility and accountability should be a core component of this effort, and there should be movement. toward beat integrity with officer stability whenever possible. Action Item: a. Respond to Council initiated requests for service. b. As staffing allows for enhanced service, have patrol officers attend Neighborhood Watch Meetings in their assigned areas, walk foot patrol in commercial areas or attend school meetings. c. Develop list of personnel to train. d. Develop automated system for managing and tracking COPPS projects. e. Each Patrol Officer to be assigned Community Oriented Policing and Problem Solving projects. f. To enhance City -wide support of Community policing convene an Advisory Committee consisting of representatives from various City departments. 8 g. Develop automated system for managing and tracking COPPS projects. h. To enhance beat responsibility assign officers long term to same beat. i. To better manage CFS, Police will: • have CSOs handle lower priority calls, • streamline reporting systems, • eliminate response to certain calls. Target Date of Completion: a. Completed — ongoing b. September 1, 2004 c. October 1, 2004 d. October 1, 2004 e. October 1, 2004 f. January 1, 2005 g. January 1, 2005 h. January 26, 2005 i. March 1, 2005 Responsible Parties: Chief Sellers Sergeant Olson Corporal Ahumada Corporal Miller Officer Jones Recommendation 2.4 - Set priorities for directed patrol. Management must develop patrol policing priorities and direct officers to deal with them. This could include walking beats in downtown and beach areas, beach patrol, bar checks, and so on. Sergeants need to emphasize these priorities and create tracking mechanisms to hold officers accountable. Action Item: a. Establish patrol priorities giving first consideration to prompt response to emergency calls for service as well as crimes against persons, crimes against property and traffic safety. b. Establish a secondary priority for matters such as walking foot patrol, taking cold reports, and non - hazardous parking matters. c. Develop and implement activity worksheet. d. Establish system to track and report problem solving and incorporate results into an evaluation performance standard. t e. Implement monthly reporting process. 9 Target Date of Completion: a. November 1, 2004 b. November 1, 2004 c. December 1, 2004 d. January 15, 2005 e. February 1, 2005 Responsible Parties: Chief Sellers Sergeant LaVelle Recommendation 2.5 - Assign civilian Community Service Officers to Patrol. Two CSOs will assist Patrol in response to CFS. They can handle a number of low priority calls, and relieve sworn personnel to focus on high priority duties including directed patrol and community policing. Action Item: a. Define job description, including provisions that allow for rotation of assignments. b. Meet and discuss with employee bargaining unit. c. Recruit personnel. • Civil Service Board approval. • Obtain status report on applicants. • Conduct testing, background investigation, interviews. d. In -house training adapting existing FTO manual. e. Identify lower priority CFS to be handled by CSOs, such as: cold reports, traffic control, misdemeanor property crimes, non -injury collisions, etc. Target Date of Completion: a. October 1, 2004 b. November 1, 2004 c. March 1, 2005 d. March 1, 2005 e. March 1, 2005 Responsible Parties: Sergeant Olson Corporal Ahumada Records Supervisor Hall Kasama Lee 10 Recommendation 2.6 - Establish policies to manage Calls for Service (CFS) to more effectively use available resources. Police employees will continue to respond to CFS, but calls will be more carefully screened, and some response delays for lower priority calls will result. In some cases civilians may respond to some calls, and others may be handled by some other alternative means. Action Item: a. Following West Comm User Group Policy, implement strategies to have dispatchers screen calls to utilize CSOs, or alternative responses to CFS. b. Pursue possibility of web -based reporting or mail in reports for certain crimes. c. Phased process to develop more efficient reports streamlined reports. d. Differential police response (reports held for CSOs, phone reports, mail -in reports, etc.) to better utilize officer time. Target Date of Completion: a. November 1, 2004 b. December 1, 2004 c. December 1, 2004 d. December 1, 2004 Responsible Parties: Sergeant Mullins Recommendation 2.7 - Set priorities for traffic enforcement. Traffic and patrol officers need to be directed to address specific traffic safety locations. Reduced accident rates should be the measure of success. Action Item: a. Identify patrol sergeant to assume traffic supervision responsibility as a collateral assignment. b. Conduct traffic enforcement needs assessment. c. Develop and implement mechanism to track and direct traffic enforcement activities. d. Evaluate and assess traffic data to determine reduction in collisions. Target Date of Completion: a. September 1, 2005 b. December 1, 2004 c. February 1, 2005 d. August 1, 2005 Responsible Parties: Sergeant Ransdell 11 Officer Krogman Supervisor Hall Recommendation 2.8 - Assign patrol officers investigative follow -up duties. When staffing allows, assign some cases to patrol officers for investigative follow - up. Assignment criteria should be established during the development of a case management system. Action Item: a. Develop policy. b. Identify criteria and time available. c. Develop tracking form. d. Train field personnel reference additional investigative resources. Target Date of Completion: a. November 1, 2004 b. January 1, 2005 c. January 1, 2005 d. January 1, 2005 Responsible Parties: Sergeant Ransdell Detective Berry 3. Investigations Recommendation 3.1 - Staff the unit with a sergeant and three detectives. Split the caseload of crimes persons, and crimes property between two of the detectives. Use the third detective to handle primarily elder abuse, white - collar crime, and fraud cases etc. This third detective should also coordinate the Senior Volunteer Program and provide special services to the elder population. Action Item: Achieve minimum staffing complement of 27 sworn. Target Date of Completion: January 1, 2005 Responsible Parties: Sergeant Johnson Kasama Lee 12 Recommendation 3.2 - Implement a case management system. Basic case management strategies must be employed. Solvability factors, community impact, and seriousness of offense should be considered before assigning a case. This will make better use of a detective's time, and free them to spend more time on high priority cases. While every crime should be tracked for analysis and directed patrol priorities, not every case needs to be assigned to a detective. The detective sergeant should be responsible for implementing this system and held accountable for its ongoing application. A case management system was developed several years ago but was not implemented as the Department anticipated a new records management system. Action Item: a. Assess all approved crime reports for solvability factors utilizing Rochester, N.Y. model. b. Cases that lack sufficient solvability factors will not be assigned. c. Assign cases to investigators based upon time sensitivity and seriousness of offense (i.e. felonies, crimes against children, crimes against the elderly, missing persons and sex offenses.) d. Develop procedure for detective supervisor to weekly monitor status of all active cases. e. Modify CAD /RMS case tracking system to facilitate better case management. Target Date of Completion: a. October 1, 2004 b. October 1, 2004 c. October 1, 2004 d. October 1, 2004 e. January 1, 2005 Responsible Parties: Sergeant Johnson Kasama Lee Recommendation 3.3 - Increase management attention to the number of cases closed by arrest and prosecution. • Decrease the number of cases closed as "inactive" (which accounted for approximately 40% of the 2003 cases). Implementation of a case management and tracking system should provide information necessary to support decision making, using FBI uniform crime reporting statistics Action Item: a. Develop protocol. b. Incorporate into Detective Sergeant's monthly report case status information, including number of cases assigned and monthly and year -to -date clearance rates. c. Change CAD /RMS tables. 13 Target Date of Completion: a. November 1, 2004 b. January 1, 2005 c. February 1, 2005 — system evaluated for effectiveness Responsible Parties: Sergeant Johnson Supervisor Hall 4. Parking Enforcement Recommendation 4.1 - Retain parking enforcement services under the management of the Police Department. Assign a CSO to supervise the unit and staff it with four FTE (eight part-time) parking enforcement officers (police aides). This staffing level should be sufficient for the unit to operate the self -pay lots. Action Item: a. Schedule parking enforcement personnel according to workload requirements. b. Oversight component being evaluated by Human Resources. c. Council approval requested in September 2004 of Community Service Officer job description. d. Initiate recruitments to fill all vacant parking positions. Target Date of Completion: a. Completed b. September 1, 2004 c. September 13, 2004 d. December 1, 2004 Responsible Parties: Chief Sellers CSO Helen Kling Kasama Lee Recommendation 4.2 - Ensure that parking enforcement personnel focus on parking as their number one priority. Only in emergencies or pre - planned events should parking personnel be used for other duties. Monthly reports should be sent to the City Manager describing the use of and the activity of the parking enforcement unit. 14 Action Item: a. Develop policy. b. Include in monthly parking report percentage of , staff time spent on parking enforcement. c. Incorporate into parking enforcement training priority of parking responsibility as well as responsibilities at pre - planned events and emergencies. d. Also include in monthly report time spent on emergency and urgent calls for service. e. Hold first line supervisors accountable for proper utilization of parking resources. Target Date of Completion: a. August 1, 2004 b. September 1, 2004 c. September 1, 2004 d. September 1, 2004 e. October 1, 2004 Responsible Parties: Captain Schaefer Community Services Officer Helen Kling Executive Secretary Recommendation 4.3 - The parking unit supervisor should work with City staff to insure proper signage, as well as curb and stall painting throughout the City Proper signage and painting is a necessity and a foundation for a good parking enforcement program. Action Item: a. Meet with Public Works Director. b. Identify issues. c. Meet with City Manager. d. Seek Council policy direction on signage. e. Include in monthly report. Target Date of Completion: a. December 15, 2004 b. January 15, 2005 c. February 15, 2005 d. March 15, 2005 e. May 1, 2005 Responsible Parties: Captain Schaefer CSO Supervisor Public Works Representative 15 Recommendation 4.4 - Assess Parking Enforcement after six months. Based upon staffing, determine whether or not revenue and quality of life goals were achieved. Formal evaluation should be conducted once full staffing is achieved. Action Item: Report for City Manager. Target Date of Completion: November 1, 2005 Responsible Parties: Captain Schaefer CSO supervisor Kasama Lee Finance Department 5. Traffic Enforcement Recommendation 5.1 - Assign two officers to the duty of traffic enforcement; as often as possible, they should work exclusively traffic. The traffic officers should report to a patrol sergeant, and be counted in the patrol deployment. They should only handle routine calls for service when absolutely necessary, and should provide back up to patrol officers as necessary. Action Item: Achieve full duty complement of 30 officers to permit exclusive traffic assignment. Target Date of Completion: July 1, 2005 Responsible Parties: Sergeant Olson Kasama Lee Recommendation 5.2 - These two officers should be assigned on a 4/10 plan and work primarily day shift. They should be scheduled to provide coverage seven days a week and have the flexibility to work evenings and special events as needed. Action Item: a. Establish policy to correlate CFS and staffing resources based on need by day of the week, hour of the day. b. Implement immediately upon reaching staffing level of 28 full duty status available personnel. Target Date of Completion: a. May 1, 2005 b. May 1, 2005 16 Responsible Parties: Captain Schaefer Sergeant Olson Recommendation 5.3 - Provide traffic officers with directed traffic patrol assignments based on collision frequency, and traffic pattern data. Action Item: a. Identify patrol sergeant to assume traffic supervision responsibility as a collateral assignment. b. Provide traffic officers with state traffic and City reports to direct attention to traffic collision patterns. c. Establish traffic enforcement priorities (location and causes of most frequent collisions) d. Develop and implement tracking mechanism. Target Date of Completion: a. September 1, 2004 • b. November 1, 2004 c. December 1, 2004 d. December 1, 2004 Responsible Parties: Sergeant Ransdell Officer Krogman Supervisor Hall Recommendation 5.4 - Traffic officers should use a motorcycle as their main form of patrol. Use of motorcycles should increase their productivity, as well as facilitate rapid response to critical incidents. The traffic enforcement function can still be performed from a patrol car in inclement weather. Action Item: None — current practice Target Date of Completion: Completed Responsible Parties: Chief Sellers 17 6. Reserves Recommendation 6.1 - Continue to use reserves to supplement department staffing. Improve coordination of the program, and make assignments based on criteria that better reflects the priorities of the department, and those that enhance its abilities to deliver enhanced services. Action Item: a. Establish priorities. b. Develop policy. Target Date of Completion: a. November 1, 2004 b. February 1, 2005 Responsible Parties: Captain Schaefer Sergeant LaVelle Sergeant Olson Recommendation 6.2 - Enhance recruitment efforts and attempt to maintain at least 12 active reserves. Some of these reserves will be candidates for police officer when positions become available. Action Item: a. Open and continuous recruitment. b. Civil Service Board approval. c. Obtain status report on applicants. d. Conduct testing, background investigation, interviews. Target Date of Completion: a. November 1, 2004 b. February 1, 2005 c. Ongoing d. Ongoing Responsible Parties: Sergeant LaVelle Kasama Lee Administrative notation: Research has shown that due to recent legislative changes and mandates for Reserve Officer training, the number of hours in a Reserve Academy have been increased substantially. As a result there is a shortage of Reserve Officer candidates at the State -wide level, which has impacted local recruiting strategies. Our Department will make every effort to work with Human Resources to maintain this recruiting process as a top priority, given the limited number of qualified candidates available. 18 7. Organization Structure Recommendation 7.1 - Reorganize the structure of the Department into two divisions — support and operations. Create a civilian manager position to oversee the support division, who reports to the Chief of Police. Assign the Captain to head the operations division, who reports to the Chief of Police. Action Item: a. Develop job description and recruit Civilian Manager. b. Conduct testing and interviews. c. Complete background investigation, medical and hire. Target Date of Completion: a. November 1, 2004 b. December 1, 2004 c. March 1, 2005 Responsible Parties: Chief Sellers Captain Schaefer Kasama Lee Recommendation 7.2 - Fill the vacant secretary position. One secretary will continue to be assigned to the Chief's office. The other one will be shared by both the operations and support divisions to provide administrative assistance and handle specific assigned duties. This will minimize the use of sworn personnel having to perform administrative functions. Action Item: a. Civil Service Board approval. b. Obtain status report on applicants. c. Conduct testing, background investigation, interviews. Target Date of Completion: a. November 1, 2004 b. November 1, 2004 c. January 1, 2005 Responsible Parties: Chief Sellers Kasama Lee 19 Recommendation 7.3 - Assign one Corporal as an operations administrative corporal who will report directly to the Captain. This position will provide administrative support to the operations division and handle administrative functions that require the expertise and /or authority of a police officer. Some of the ancillary duties presently assigned to patrol sergeants can be handled by this corporal. The Operations Captain should develop a job description with specific duties and responsibilities outlined. Action Item: a. Update job description per HR request. b. Implement upon reaching a staffing level of 28 full -duty status personnel. Target Date of Completion: a. November 1, 2005 b. April 1, 2005 Responsible Parties: Captain Schaefer Kasama Lee 8. Jail Management Recommendation 8.1 - In collaboration with CSI, document existing accounting practices for the jail. The City and CSI need to clearly articulate what are the exact accounting practices presently in effect. CSI needs to open its related financial records to the City to build a basis of a shared understanding. Recommendation 8.2 - Negotiations of a new contract, to take effect in May 2005, should begin immediately. It is recommended that the City remain in a contractual relationship with CSI, but under a new contract. The contract should be written to reflect mutually agreed upon and documented practices associated with operations, administration and fiscal management. The contract should reflect a fair and balanced approach to the needs of each party, and that there is parity in appropriate cost sharing areas. The City's negotiating team should have representatives from the Police. Recommendation 8.3 - A consistent approach to accounting should be agreed upon between the City and CSI. This will facilitate information sharing and periodic monitoring of records. Both parties should reconcile financial records on a quarterly basis, with any appropriate adjustments made at that time. 20 Recommendation 8.4 - The new contract should provide incentives to CSI to maximize revenue. Assuming the new contract is still based on the cost and revenue sharing partnership model, CSI should be rewarded for revenue enhancement. CSI has been solely responsible for generating revenue. Its declining success in this area in recent years has had negative impact on the City's revenue stream. The City should consider establishing a "profit" target for the jail contract. Until this target is reached, revenues that exceed costs are shared equally with CSI. After the target is reached, adjusting the "profit" sharing formula in their favor would provide an incentive to CSI. Another option would be for the City to receive an agreement upon payment from CSI, and CSI would have complete responsibility for all costs and benefit from all revenues. This approach should be closely scrutinized, as it may have implications for jail certification from the State's Board of Corrections and other regulatory agencies. Action Item: a. Initiate discussions and contract negotiations with CSI. b. Confer with City Attorney, Finance Director, CJPIA and City Manager's office for input on new CSI Contract. c. Approve new contract. d. Continue to audit and assess SB /CSI Business relationship. Target Date of Completion: a. July 28, 2004 b. August 10, 2004 c. May 1, 2005 — when current contract expires d. Post May 2005 Responsible Parties: Chief Sellers Captain Schaefer with advisory assistance from Sergeant Johnson, City Finance Director, Assistant City Manager City Attorney, Police Civilian Manager CSI Representative Recommendation 8.5 - The City should begin to consider other alternatives to jail services. It is recommended that, if a satisfactory contractual agreement can be reached, the City continue in its relationship with CSI. However, it would be prudent for the City to explore alternatives. 21 One alternative would be to negotiate booking all prisoners at the Huntington Beach Police Department for a fee. Presently, Seal Beach Police Department does book some prisoners in Huntington Beach that do not meet CSI criteria. The benefit is that the City would be relieved of any jail cost, liability and administrative burden. There would be a hard dollar cost of booking fees, plus the loss of officer productivity in the field due to transport and booking time at Huntington Beach. Another long -term alternative would be to explore creating a multi- agency jail under a JPA structure similar to that in place for West -Comm. This approach would spread the costs across multiple cities. It would not preclude generating revenue and the current facility could still be fully utilized in its present configuration. Action Item: Letter of interest for JPA to Police Chiefs of Los Alamitos and Cypress. Target Date of Completion: August 10, 2004 Responsible Parties: Chief Sellers 9. Animal Control Recommendation 9.1 - Seal Beach should pursue a full service contract with the City of Long Beach for animal control services. Long Beach presently provides weekend and evening coverage in Seal Beach. This contract should be extended to full service coverage of seven days a week and twenty -four hours a day. This will provide continuity and consistency of coverage and should result in a cost savings to Seal Beach. Recommendation 9.2 - A key component of this contract is that animals seized or relinquished in Seal Beach should be taken to the local shelter run by the non - profit organization. This policy will ensure the citizens that animals are being handled in a manner consistent with community standards. Recommendation 9.3 - The contract should be structured similar to the contract that exists between Long Beach and Los Alamitos for animal control services. That contract stipulates a minimum contract cost that is mostly paid for through licensing, fees and fines. Any shortfall in these revenues is made up by Los Alamitos. Any revenues in excess of this minimum contract cost are shared equally by the two cities. This approach limits Los Alamitos' financial exposure, while at the same time creating an incentive for Long Beach to maximize revenue. 22 • Recommendation 9.4 - Seal Beach should more explicitly define and limit its role in the financial dealings of the local animal shelter. The shelter sits on city-owned land. The City should either divest itself of the land, or establish a clear financial arrangement with a specific provisional use permit. In addition, the City should cease providing free utilities to the shelter. If the City chooses to support the shelter financially, it should be accomplished through a grant or a formal contract. Action Item: a. Council approval for full service animal control contract with City of Long Beach. b. Redevelopment approval to transfer Shelter property to the Animal Care Center. c. Enter into contractual agreement with City of Long Beach. d. Contract Agreement with Seal Beach Animal Care Center. e. Resolve status of current Animal Control Staff. f. Evaluation of Long Beach Animal Control Contract. Target Date of Completion: a. September 28, 2004 b. September 28, 2004 c. September 28, 2004 d. September 28, 2004 e. September 28, 2004 f. January 1, 2006 Responsible Parties: Captain Schaefer Kasama Lee Public Works Director City Attorney Seal Beach Animal Care Center 23 Police Services Study Progress Report Jul - Sep '04 Oct - Dec '04 Jan - Mar '05 Apr - Jun '05 Jul - Sep '05 1 Management Practices 1.1 Management information 1.1.a Information system 1.1.b Monthly reports 1.1.c Key data quarterly report 1.1.d Summary quarterly report r. 1.2 Establish core & essential - _® 1.2.a Essential priorities ^� 1.2.b Employee interaction .-11111 1.2.c Agree with C.M. of essential services 1.2.d Specific performance evaluations 1.3 Employee evaluation system 1.3.a Supervisor knowledge 1.3.b Assignment responsibility standard 1.3.c Performance audit system 7 1.3.d Specific performance evaluations _" 1.3.e COPPS Dimension ®® 1.3.f Evaluations — 1.3.9 Performance standards ,-, , IN 1.4 Daily logs fl 1.4.a Officers, Traffic, CSO's, Parking Logs 1.4.b Daily activity • 1.4.0 Electronic data tor reports 1.4.d Compilation of daily actvity - 1.4.e Monthly data compilation 1.5 Manage overtime ]♦ 1.5.a 4/10 Cover shift '..� 1.5.b Schedule buffer 1.5.c Avoid minimum staffing , , 1.5.d Transfers between shifts 1.5.e Monthly overtime reports _ „ 1.51 Substitution list 1.5.g CSO's to patrol �. ]♦ 1.5.h Flexible Scheduling - Detectives 1.5.i Support personnel schedule 1.5.j Front counter hours 1.5.k Parking enforcement schedule „ Begin In Progress Targeted Completion 8/2/2004 Page 1 of 5 Police Services Study Progress Report Jul - Sep '04 Oct - Dec '04 Jan - Mar '05 Apr - Jun '05 Jul - Sep '05 2 Patrol , - _ TIME 2.1 Full staff - ._.._,�. 2.1.a 21 Frontline service stall �® 2.1.b Alternate & overlapping schedules 2.1.c Decrease response time 2.1.d Increase number of officers on street _® 2.1.e Achieve full staffing levels 2.2 4/10 Cover shifts 2.2.a Establish staffing policy 2.2.b Implement at full staffing 2.3 Community oriented policing 2.3.a Council initiated requests 2.3.b Neighborhood Watch 2.3.c Personnel list for training 2.3.d Tracking COPPS projects ,;. 2.3.e Patrol officer assignment 2.3.f City -wide support 7 -.. 2.3.g Automated system for tracking 2.3.h Long term assignments _d 2.3.i Better management of CFS 2.4 Directed patrol 2.4.a Patrol priorities 2.4.b Secondary priority l 2.4.c Activity worksheet 2.4.d Problem solving tracking 2.4.e Monthly reporting process 2.5 Patrol CSO's ,--_ ,_ u 7, 2.5.a Job description — 2.5.b Meet with employee bargaining unit -- e 2.5.c Recruit personnel '''. —._1 2.5.d In-house training a _® 2.5.e Identity priority , `�„•. �® 2.6 CFS Management 2.6.a Implement strategy to screen calls 2.6.b Web -based or mail in reports ® 2.6.c Streamline reports 2.6.d Differential police response 6/2/2004 Page 2 of 5 Police Services Study Progress Report Jul - Sep' 04 Oct - Dec 1 04 Jan - Mar 1 05 Apr - Jun '05 Jul - Sep' 05 2.7 Directed traffic enforcement •_ =® 2.7.a Identify traffic supervisor • �® 2.7.b Assess traffic enforcement r-® 2.7.c Traffic enforcement tracking 2.7.d Assess and evaluate traffic data 2.8 Patrol officer investigations 2.8.a Develop policy 2.8.b Identify criteria 2.8.c Develop tracking form 2.8.d Train field personnel 3 Investigations 3.1 Full staff 3.2 Case management 3.2.a Solvability factors assessment 3.2.b Lacking solvability assessment 3.2.c Assess offense and assignment 3.2.d Weekly status monitoring 3.2.e Modify tracking system 3.3 Case clearance 3.3.a Develop protocol w al 3.3.b Detailed monthly report 3.3.c Change CAD /RMS tables 4 Parking Enforcement 4.1 Full Staff 4.1.a Personnel schedule 4.1.b Oversight component 4.1.c CSO job description approval aIME 4.1.d Initiate recruitments !® 4.2 95% Parking enforcement '® • 4.2.a Develop policy liffil 4.2.b % of time spent on enforcement __ 4.2.c priority of parking responsibility J® 4.2.d time spent on urgent calls .u® 4.2.e Hold supervisors accountable 4.3 Signage 4.3.a Meet with Public Works Director , 11111 4.3.b Identify issues 4.3.c Meet with City Manager _!® 4.3.d Seek Council policy direction 4.3.e Include in monthly report v 4.4 Assess & Report for City Manager • TIMM _ y 8/2/2004 Page 3 of 5 Police Services Study Progress Report Jul - Sep '04 Oct - Dec '04 Jan - Mar '05 Apr - Jun '05 Jul - Sep '05 5 Traffic Enforcement hill® 5.1 Motors exclusively traffic 4 I _,® 5.2 Motors 4/10 5.2.a Establish policy for staffing need e® illll� 5.2.b Implement upon reaching full staff 5.3 Directed traffic enforcement ® 5.3.a Identify traffic supervisor =Ma 5.3.b Provide reports for collision patterns 5.3.c Establish traffic enforcement priorities 5.3.d Develop & utilize tracking mechanism 5.4 Utilize motors 6 Reserves 6.1 Utilize reserves • 6.1.a Establish priorities 6.1.b Develop policy 6.2 12 Reserves ' 111111 6.2.a Open and continuous recruitment 6.2.b Civil Service Board Approval . 6.2.c Obtain applicant status report Ongoing 6.2.d Conduct testing, background, interviews Ongoing 7 Organization Structure 7.1 2 Divisions _ W 7.1.a Civilian Manager Job Description 7.1.b Conduct testing and interviews • __ 7.1.c Complete background, medical & hire • 7.2 Vacant secretary 7.2.a Civil Service Board approval 7.2.b Obtain status report on applicants • 7.2.c Conduct testing, background, interviews `' 7.3 Operations Admin Corporal 4 1 lll� 7.3.a Update job description 7.3.b Implement upon full staff • f 6 Jail Management 8.1 CSI accounting practices ® • 8.2 CSI contract 4 ! : • 8.3 Consistent accounting 4 t 8.4 • New contract incentives 8.4.a Initiate discussions & negotiations 8.4.b Get City Officer's input on new contract 8.4.c Approve new contract 8.4.d audit and assess SB /CSI relationship lllil111 8.5 Jail alternatives . -1111. 8/2/2004 Page 4 of 5 Police Services Study Progress Report Jul - Sep' 04 Oct - Dec '04 Jan - Mar' 05 Apr - Jun '05 Jul - Sep '05 9 Animal Control 9.1 Contract with Long Beach �® 9.2 Contract shelter 9.3 Contract similar Los Alamitos 9.4 IS shelter property .-.—. bl 9.4.a Council approval 9.4.b Approval to transfer shelter property Alt 9.4.c Agreement with City of Long Beach 9.4.d Agreement with SB Animal Care Center lilt 9.4.e Resolve status of current A C Staff 9.4.f Evaluation of LB AC contract '. 8/2/2004 Page 5 of 5